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The cost of discrimination Tutorial

Discover the profound implications of discrimination in the workplace in "The Cost of Discrimination." This insightful video examines how biases against gender, ethnicity, and more not only harm individuals but also impact organizational performance. Learn how reducing discrimination can potentially add 150 billion to the French economy! Join us to explore the pervasive effects of inequality and the urgent call for diversity and inclusion.

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a disadvantage for reasons often prohibited by law.

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Examples of such regions are origin,

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gender,

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age,

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sexual orientation,

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political,

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philosophical,

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or religious beliefs.

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In a call for testimonies in 2018,

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organized by the defender of rights,

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30% of respondents believed they had been discriminated against

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on at least three grounds related to their origin,

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their physical appearance,

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and their religion or surname.

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The report also notes discrimination in hiring of people

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who are obese or have atypical fashion style,

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especially when they are women.

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Discrimination is direct when it is clearly visible or even overt or stated.

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For example,

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if a job ad rejects women with children.

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It may also be more discreet,

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like if a young woman is asked at a

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job interview whether she plans on having children,

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or when a person with back problems diagnosed

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by their doctor cannot get an ergonomic chair.

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The defender considers the failure to adapt a position to a

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physically or psychologically disabled worker

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constitutes discrimination that affects their career

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and is sometimes accompanied by acts of moral harassment.

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Indirect discrimination in the workplace occurs when

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a seemingly neutral provision criterion or practice

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is likely to result in a particular disadvantage compared to other people.

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For example,

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if team meetings are scheduled on Wednesdays,

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a day which single parent families take more time off work or request telecommuting

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to facilitate childcare.

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In the case of observed harassment or discrimination,

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whether you are the victim or the witness,

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it is important to report the facts to your internal contacts,

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manager,

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HR workplace physician,

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or employee representatives.

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As a last resort against discrimination,

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you can appeal to the labor court.

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The financial sanctions are likely to push organizations

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to not let harassment and discrimination develop.

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The term discrimination is used more widely than the definitions provided by law.

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Here are some other examples

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organizing work groups without inviting certain people,

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taking lunch breaks without inviting certain team members,

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favoring the career development of those who look

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like us to the detriment of others,

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laughing at the ideas brought on by an older colleague instead of exploring them.

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Making fun of a new recruit's excess weight,

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speaking fast at meetings in the presence of

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others who don't speak our language fluently.

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According to the 2018 11th barometer on

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the perceptions of discrimination in employment,

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discrimination is still prevalent.

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The employment rate of people with migratory ancestry is 18% lower.

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The average salary of women is 12% lower than that of men,

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even with the same qualifications,

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experience and age,

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or 1 in 4 employees has been subjected to sexist,

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racist,

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homophobic,

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or handyphobic remarks.

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And then the figures jump to 1 in 2 for women perceived as non-white.

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1 out of every 2 women perceived as

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non-white has experienced sexist or racist remarks.

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The study,

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the economic cost of discrimination carried out by France Strategy

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in 2016 indicates that reducing discrimination against women and minorities

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would boost the French economy by

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€150 billion or nearly 7% GDP.

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Conscious or more often unconscious discrimination disadvantages and isolates.

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They make the work of our colleagues more difficult

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and prevent them from putting in their best effort,

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and thus the vicious cycle is launched.

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The new factory article of March 2021

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states that people who are victims of discrimination

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experience a deterioration in their self image or abilities.

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This is known as the Gollum effect.

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The lower your expectations of an individual,

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the less the individual will perform.

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For example,

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in a study of a group of new cashiers with or without an immigration background,

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half of them were under supervision of managers

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who had stereotypes about people from immigrant backgrounds,

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assessed using the IAT implicit association test.

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The study found that cashiers with

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immigrant backgrounds had significantly poorer job performance

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when they were under a manager with stereotypes.

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Which was not the case when the manager did not have these racial stereotypes.

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The study shows that managers with stereotypes

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interact less with discriminated employees,

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less inclusion,

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motivate them less towards performance which can lower

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their self-esteem and their commitment to their jobs.

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In short,

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being discriminated against reduces our performance and can

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lead to a vicious cycle of low self-esteem

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and disengagement.

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What a cost for everyone,

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individuals and organizations.

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