Combating the Rise of Tokenism in Three Simple Ways was originally published on Jopwell.
I never gave much thought to being asked to attend diversity events to represent my company. Initially, it seemed like a chance to step out of the office and earn brownie points with my boss.
However, as time passed, it became an implicit expectation of my role, leading me to question why I was consistently chosen to “take one for the team.” Then, it dawned on me—I was being selected because I was one of the few examples of “representation” in my workplace. I was the face my team relied on for career fairs and events to demonstrate their commitment to diversity.
While this realization was challenging, I resolved to leverage it to my advantage. If I was to be the designated representative, I would also be the catalyst for creating new opportunities for my team’s involvement. This shift became one of the driving forces behind my decision to pivot my career toward diversity, turning it into a badge of honor.
However, despite my ability to transform this experience into a positive one, it underscored for me the dangers of tokenism and its detrimental effects on my community.
The Rise of Tokenism
As we continue to evolve Diversity Recruitment, it is exciting to see how many companies are approaching their brand and building a message of inclusion. While a few companies have perfected their message, some have taken an approach that has inadvertently lent itself to bias.
This occurs when a company relies on one or a few employees of color to serve as company ambassadors to demonstrate diversity. As creative and well-intended as this approach may have started, it is ultimately performative or symbolic messaging, creating cases of tokenism.
This was certainly the case with my company. While they wanted a more diverse workplace, they were creating the illusion that it already existed. In many instances, I felt like “the recruiter” or “employee” who misrepresented the company culture. At events or career fairs, I fielded a lot of questions about what the company offers for someone like myself and often I was stumped on what to say. I usually would smile and respond “That is an excellent question. Let me get back to you”. This constant pressure led me to identify three simple ways to combat tokenism in the workplace.
Tokenism harms freedom of choice.
The trouble with using tokenism to attract diverse candidates is that it draws candidates in under false pretenses. Those used as tokens are often seen as “good employees” who exemplify the company values and represent “what you could be” at the firm.
This approach aims to present diverse candidates with the company’s finest qualities and showcase its culture. While initially beneficial to the company’s image, it does nothing to inform candidates of the company’s actual culture, ultimately deceiving them.
I have witnessed such practices, and they are deeply harmful to a candidate’s ability to freely choose their place of employment and the culture they wish to be part of. Which is why the best thing you can do for yourself is to dig deeper and ask the tough questions. When exploring a new opportunity, don’t take their story for face value, investigate and find the truth. Ask questions like, what does diversity look like currently on your team? What type of ERGs are available? How do you define diversity? And so on.
Tokenism harms career performance.
For a while, the use of tokenism worked, and many diverse groups gravitated to companies believing they could fit, assimilate, and thrive. However, recent studies at Harvard Business Review show that tokenism has become a harmful approach to talent performance. Many companies that use tokenism have seen increased attrition because their employees state feeling that their employers don’t live up to their promise and are often left disillusioned.
In recent years, especially in today’s social climate, companies have allowed tokenism to be their narrative that it has become code for performative diversity. They unintentionally focus on their external brand image and neglect to address their internal culture. Some of these systemic failures often happen after the first six months when the new employee is still trying to find their feet, often not feeling supported because the firm does not have an internal recruitment or career mobility program geared to up-skilling or mentoring diverse employees.
If you are experiencing this, it is time to take matters into your own hands. It’s important to openly address these issues through transparent feedback, ensuring honesty about your feelings and suggestions for improvement. If you start feeling uncomfortable, remember that many people may not understand how to seek effective feedback. Don’t let this deter you; maintain openness and confidence in your abilities. Recognize that providing feedback is integral to the company’s initiatives, and strive to offer confidential input in a neutral manner. Your insights may contribute to refining the company’s strategy, especially if they’ve outsourced their brand management.
Tokenism harms diversity.
In using a token employee, companies are ultimately suggesting to prospective applicants that there is a one-size-fits-all approach to their selection criteria, and bias will ultimately creep in. Specifically, conformity bias, where other employees start comparing themselves to the tokenized individual to ensure they are assimilating properly. Because of this, some employees complain of losing their authenticity and feeling pressured to conform, ultimately leaving them in a culture that does not foster diversity.
I definitely felt this way during my experience. My strategy for handling the situation involved engaging with my boss during our routine one-on-one meetings, to help me level-set what the actual expectations around performance were. Typically, our discussions revolved around ongoing projects or upcoming special events. During these conversations, my boss often inquired about updates on diversity initiatives. In response, I would request further details and offer feedback on past career fairs, including the questions I encountered and my responses to them.
Ending Tokenism
To combat tokenism effectively, it’s crucial to take proactive steps if you find yourself in a situation where you feel like a victim. It is important to always acknowledge and identify tokenism, while remaining receptive to discussion.
Having experienced tokenism firsthand, I can attest to its discomfort, yet it also offers a platform to share insights and refine company messaging. This places you uniquely to provide valuable feedback on how their brand resonates with you and others from diverse backgrounds. Speaking up enables you to shape your employer’s strategy, paving the way for a more inclusive workplace for future colleagues.
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