Inclusion Drawback - Covering Tutorial

Explore the poignant theme of 'covering' in the workplace in our video 'Inclusion Drawback - Covering.' Discover insights from Kenji Yoshino as we examine how individuals often downplay aspects of their identity to fit in. With 61% of employees noting they cover, understand its impact on self-esteem and authentic expression. Join us to challenge norms and foster true inclusivity—your identity matters!

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That's why the word integration is increasingly being used less and less.

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Integration has too often been forced,

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and integration has sometimes felt like a pressure on a different person,

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a conditioning of that person.

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The goal of integration was to conform all these different individuals

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who were considered poorly integrated to look like the majority.

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A new word to express this pressure very well,

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covering.

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Kenji Yoshino,

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the director of the Center for Diversity,

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Inclusion and Belonging,

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has written about the phenomenon of covering and passing.

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In it,

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he analyzes the issue of covering.

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When a person tries to diminish the visibility

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of certain traits that are unique to them

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in order to be better accepted socially and professionally.

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Covering occurs when I minimize a known stigmatized

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identity in order to better blend in.

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For example,

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not talking about my children at work as a woman,

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so no one will be concerned about my commitment and my career will not be penalized.

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I have a disability,

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but at work I would rather use a cane

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than my wheelchair to avoid making my disability visible.

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I am older than all my coworkers

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and do not react to jokes about my age to avoid being seen as too sensitive or uptight.

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I'm black and I avoid lunch with my black friends

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to avoid making my ethnic group stand out too much.

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Unlike covering,

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when you exhibit passing,

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people don't know that you belong to a particular group.

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I'm gay and refrain from bringing my partner to a work

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event so as not to make my sexual orientation known.

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I am a Muslim,

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but my colleagues don't know that.

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I don't want to be associated with the Muslim violence we read about in the news.

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This phenomenon of covering or passing concerns everyone.

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The consulting firm Delote released a survey

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related to covering among Fortune 500.

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We found that 61% of individuals reported covering on at least one issue.

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45% of white heterosexual men reported covering aspects such as

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socioeconomic status,

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mental or physical disability,

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age or religion.

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66% of women and 83% of LGBTQ plus

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individuals surveyed also reported aspects of covering.

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Of the 61% of respondents who reported aspects of covering,

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60 to 73% reported that it was either

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relatively or extremely damaging to their self-esteem.

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One in 2 respondents reported that their supervisors expected

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them to cover certain aspects of their identity.

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According to the majority,

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these expectations had either been relatively or extremely

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detrimental to their involvement in the company.

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When Gandhi was invited to Buckingham by George King the 5th,

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he was asked to

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come dressed in western clothes.

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Gandhi refused,

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saying it would not be respectful to His

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Majesty because the sentiment would be wrong.

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To refuse covering is not to say,

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I do what I want,

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I live as I want,

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let me be myself.

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To what extent?

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Showing up to the office in slippers,

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letting my client know that I blame my manager,

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making sexist jokes.

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Not all forms of covering are bad.

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Some covering requests are in line with the organization's

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values and are like a social contract between the organization

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and the employee.

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For example,

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to satisfy a communication value,

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employees must speak the same language at meetings

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or to satisfy a respect value,

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we cannot justify antisocial behavior under the

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pretext that we are being authentic.

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Living together requires rules,

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contracts,

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shared objectives and values.

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Organizations are increasing their communications on charters,

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objectives,

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codes and values

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to ensure that there is a common shared basis on which everyone can agree and commit.

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If the importance of diversity is promoted

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around shared objectives and shared values,

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the harmful phenomenon of covering

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under the pretext of integration will be neutralized.

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Covering is the result of either an external constraint.

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My manager asked me not to mention my children at work

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or an internal constraint.

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I prefer not to talk about my children so as

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not to concern my colleagues about the level of commitment

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I have,

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or both.

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I've heard jokes about homosexuals,

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so I do not mention that I am one.

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Studies show a direct correlation between

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employee performance and mental health.

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I perform better when I work in a climate of trust in which I can be authentic

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while respecting the values and objectives of the organization.

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When you feel the pressure to cover,

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stop for a moment.

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Try to understand what the request is and why it's being made.

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Find out if the request is in line or against the company's goals and values

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and decide whether or not to comply.

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And above all,

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talk about any pressures you feel,

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whether external or from your own self-censorship.

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We all play a role in creating an

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environment that allows all participants to be authentic.

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Covering can be a barrier to inclusion.

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Do you hide any part of your identity at work?

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Do you intentionally or unintentionally make covering requests of others?

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Are these requests in line with the organization's goals and values?

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