Tokenism in the workplace refers to the practice of making minimal or symbolic efforts to include individuals from underrepresented groups to create the illusion of diversity. These actions often lack genuine intent for equality and can have negative consequences for employees. While diversity is essential, tokenism may result in individuals feeling undervalued and isolated within their teams.
What is tokenism in the workplace?
How do we define tokenism? In the simplest of terms, it is the act of including individuals from underrepresented groups in an organization to meet diversity goals but without valuing their contributions or promoting true inclusion.
In such cases, these individuals, often referred to as “token persons,” are placed in visible positions to avoid accusations of bias or discrimination. This practice focuses on appearances rather than fostering a diverse and equitable work environment.
Tokenism revolves around symbolic efforts where employees are included not for their skills but to meet a quota. It can often cause the person to feel they are being treated unfairly or differently due to their identity, which can harm morale and confidence.
Examples of tokenism in the workplace
Tokenism examples can be seen across various industries. For instance, an organization may hire one woman to a leadership role while continuing to overlook female candidates for other key positions. Another example involves showcasing a single minority employee prominently in company photos or marketing campaigns without addressing systemic barriers in hiring practices.
So how do you define tokenistic behaviour? It includes actions like giving underrepresented individuals a seat at the table without genuinely valuing their voice. What does tokenism mean in this context? It means making someone feel included but without granting them real opportunities for growth or influence. Such tokenistic actions are often surface-level and do not reflect meaningful change.
I experienced an example of this firsthand while working overseas. The company I worked for was required to meet a quota of hiring local employees. During the transition period, my position was in jeopardy, creating uncertainty and stress. To meet the quota quickly, locals were often hired for their status rather than their qualifications. This shift meant that more work fell on me, as I had to pick up the slack caused by their lack of experience and proper training. This not only created frustration but also highlighted how tokenism can harm existing employees and overall productivity.
Other employees were so frustrated with the whole process that they began sabotaging the local employees. In return the “token” employees began to feel isolated and undermined. This was the beginning of a vicious cycle with no winners.
How to avoid tokenism in the workplace
Organizations can take several steps to ensure that tokenism in the workplace is avoided. First, companies should prioritize authentic diversity and inclusion initiatives rather than focusing on meeting quotas. Leadership teams must actively address structural inequalities by providing equal opportunities to all employees.
Second, diverse employees should be valued for their skills and expertise. Companies need to listen to their perspectives and ensure they are not treated as token persons. Education and awareness training can also help employees understand the meaning of tokenistic behaviours and how to promote genuine inclusion.
Additionally, promoting diversity in leadership and decision-making positions ensures that underrepresented groups are represented fairly and meaningfully.
Which is an example of tokenism?
An example of tokenism would be a company hiring one individual from a minority background to create the appearance of diversity. This action, however, lacks genuine intent to include more underrepresented employees or improve the work environment.
What are examples of tokenistic?
Some examples of tokenistic practices include:
- Featuring one minority employee in marketing materials while ignoring broader issues of diversity.
- Inviting underrepresented individuals to meetings but not allowing them to contribute to decision-making processes.
- Giving visible roles to minorities for public relations purposes without addressing systemic inequality.
What is an example of a token person?
A token person is someone who has been hired or promoted primarily to give the appearance of diversity. For example, a company may appoint a woman or a person from a racial minority to a leadership position simply to meet diversity expectations. This person might not receive the same respect, opportunities, or resources as their peers, leaving them to feel undervalued. They also may be treated as subordinates from their coworkers.
Tokenism theory
Tokenism theory was introduced by Rosabeth Moss Kanter, a sociologist who studied organizational dynamics. According to the theory, individuals from minority groups who occupy roles in predominantly homogeneous organizations are often treated as representatives of their group rather than being seen as individuals. This leads to their contributions being overlooked or minimized. The theory highlights that when people feel like token minorities, their performance and well-being can be negatively impacted. Addressing this issue requires organizations to move beyond tokenistic gestures and foster environments where everyone feels genuinely valued.
Diversity vs. Inclusion: Clarifying the Distinction
While diversity and inclusion are often used interchangeably, they represent two distinct concepts that are equally important for creating a fair and supportive workplace. Understanding the difference between the two can help organizations build a more meaningful approach to fostering an equitable environment.
Diversity
Diversity refers to the presence of differences within a given setting. In the workplace, diversity typically includes various dimensions such as race, gender, age, sexual orientation, disability, socioeconomic background, and cultural identity. It is about ensuring that people from various backgrounds are represented in the workforce. Diversity focuses on bringing together individuals who have different experiences, perspectives, and ideas.
Inclusion
Inclusion, on the other hand, is about creating an environment where these diverse individuals feel valued, respected, and fully integrated into the organization. Inclusion is not just about having a diverse workforce—it’s about how diverse individuals are treated once they are part of the team. It means ensuring that all employees have equal access to opportunities. It also means they feel supported in their roles, and are encouraged to contribute their unique perspectives. In an inclusive workplace, diversity is not just present but actively celebrated, and every individual feels like they belong.
To clarify further, diversity is about “who is in the room,” while inclusion is about “how those in the room are treated.” A company may have a diverse team, but if individuals from underrepresented groups feel marginalized or excluded, true inclusion has not been achieved. On the other hand, a company that focuses only on inclusion without addressing diversity may end up with a homogeneous group, which limits the range of perspectives and ideas.
For organizations to succeed in creating a truly inclusive environment, they must prioritize both diversity and inclusion. They need to recruit individuals from various backgrounds (diversity) and ensure that those individuals are treated fairly, have a voice, and can succeed within the organization (inclusion). Only when diversity and inclusion are both actively cultivated can companies create a culture where everyone has the opportunity to thrive, innovate, and contribute meaningfully.
Role of Leadership in Preventing Tokenism
Leadership plays a crucial role in preventing tokenism and ensuring that diversity and inclusion are more than just buzzwords in the workplace. Leaders set the tone for the entire organization, influencing its culture, policies, and practices. When leadership is committed to fostering true inclusion, they can create an environment where tokenism is less likely to occur.
Promoting Authentic Diversity
First and foremost, leaders must take responsibility for promoting authentic diversity. This means actively working to build diverse teams by recruiting and hiring individuals from various backgrounds. However, it’s not enough to simply focus on the numbers. Leaders must ensure that the focus is on the value that diverse employees bring to the organization, not just their identities. They should prioritize skills, talent, and experience when making hiring and promotion decisions, ensuring that every employee has an equal opportunity to succeed.
Creating and Inclusive Environment
Leadership also involves creating an inclusive environment where employees feel supported, respected, and able to contribute without fear of being overlooked or marginalized. Leaders must foster a culture where all voices are heard and valued, particularly those of underrepresented groups. This includes giving diverse employees a real say in decision-making processes. Furthermore, providing them with opportunities for growth and leadership roles, rather than using them as symbolic figures.
Challenging Biases
Leaders must also actively challenge biases, both in themselves and in others. By modelling inclusive behaviour, such as treating everyone fairly and respectfully, they can set an example for the rest of the organization. Additionally, leadership should provide regular training on diversity and inclusion to raise awareness about tokenism and its negative impact. This can help employees recognize and address tokenistic behaviours in their own actions and the actions of their colleagues.
Accountability
Furthermore, leaders must hold the organization accountable for its diversity and inclusion goals. They should regularly assess the company’s practices, gather feedback from employees, and make adjustments where necessary to ensure that tokenism is not taking place. Leadership should not only focus on meeting diversity quotas but also on fostering an environment where diversity is truly integrated into the organization’s culture.
In summary, leaders are the driving force behind preventing tokenism in the workplace. By setting the right example, promoting authentic diversity, and creating an inclusive culture, they can ensure that all employees are valued for their skills and contributions, not just their identity. Leadership is key to building a truly diverse and inclusive workplace where tokenism has no place.
Tokenism and Corporate Social Responsibility (CSR)
Corporate Social Responsibility (CSR) refers to the efforts a company makes to take responsibility and sustainability for its impact on society and the environment. It involves actions that go beyond profit-making to benefit communities, protect the environment, and promote social good. However, tokenism can sometimes be mistaken for CSR, leading to superficial efforts that may not bring about real, positive change.
In the context of CSR, tokenism occurs when a company makes symbolic gestures to appear socially responsible but lacks genuine intent or meaningful actions. For example, a company might donate money to a charity or promote diversity in its marketing materials without addressing deeper issues like inequality or unethical practices within the organization itself. These actions are often done for show, to improve the company’s image, rather than creating lasting, positive change.
Social Causes to Boost Reputation
Tokenism in CSR can also be seen when companies use social causes to boost their public reputation without making real investments or changes. For instance, a company might highlight its commitment to diversity by showcasing a few diverse faces in advertisements. It fails however to create inclusive hiring practices, pay equity, or career advancement opportunities for underrepresented groups within the company. This form of tokenism can be damaging because it misleads the public into thinking that the company is doing more for diversity or social responsibility than it actually is.
For CSR to be effective and meaningful, it must go beyond tokenism. True CSR requires companies to genuinely invest in social and environmental causes. They should hold themselves accountable, and make changes within their own practices to promote positive outcomes. This includes creating a diverse and inclusive work environment and ensuring fair treatment for all employees. They should also be transparent about efforts and challenges. Genuine CSR means companies act in ways that benefit not only their bottom line but also the communities and environments they impact, with long-term, sustainable change.
In summary, tokenism in CSR can harm a company’s reputation and its relationship with employees, customers, and the public. For CSR to have real value, it must be based on authenticity and a commitment to meaningful actions that address real issues. Companies that embrace true CSR foster trust, improve their social impact, and create a more inclusive and sustainable world.
Tokenism and intersectionality
Tokenism and intersectionality are connected because people who belong to multiple underrepresented groups often experience tokenism in more complicated ways. Intersectionality, a concept introduced by Kimberlé Crenshaw, explains how different parts of a person’s identity, such as their race, gender, disability, and social background, work together to create unique experiences of disadvantage or privilege.
In the case of tokenism, people with multiple marginalized identities may be treated as symbols of their groups in ways that go beyond just their race or gender. For example, a Black woman in a leadership role might face tokenism in a different way than a Black man or a White woman because of both her race and gender. She may be seen as representing both her race and gender, which can make it harder for her to be taken seriously for her skills and ideas.
When we consider tokenism and intersectionality together, we see how people with more than one marginalized identity face extra challenges, and why it’s important to focus on true inclusion instead of just meeting diversity targets.
Reverse Tokenism
Traditional tokenism involves placing a minority individual in a majority group to create the appearance of diversity. But what happens when you place a person (as part of the majority) within a minority group. The intent is to avoid accusations of targeting or profiling a specific group. However, the principle remains similar: chosen for symbolic reasons rather than a legitimate cause.
Reverse tokenism can occur when individuals from a majority group are placed within a minority group for symbolic purposes. For example, consider a situation at an airport where customs officials are tasked with screening passengers for prohibited items. While most travellers pulled aside for inspection are statistically from nationalities known for carrying restricted goods, officials may include a traveller with no luggage and no clear reason to be stopped. This traveller is not from the nationalities often screened. This person may have been chosen to create the appearance of fairness and avoid accusations of profiling.
While the intent may be to counter perceptions of bias, this type of reverse tokenism can feel unfair to those involved. Rather than being selected for legitimate concerns, the individual becomes part of a symbolic gesture to present balance. This mirrors the principles of traditional tokenism but flips the roles, placing someone from the majority in a minority context.
Final Words
In conclusion, tokenism is a harmful practice that undermines true diversity and inclusion in the workplace. While organizations may think they are fostering diversity by hiring or promoting individuals from underrepresented groups, tokenism occurs when these efforts are superficial and lack genuine intent to create equal opportunities. Tokenism can lead to feelings of isolation, frustration, and undervaluation for those affected. It can also harm overall team morale and productivity.
To create an inclusive work environment, organizations must move beyond surface-level diversity efforts and implement real, meaningful changes. This includes setting authentic diversity goals, valuing employees for their skills, providing equal growth opportunities, and promoting open communication. Education and training on the impact of tokenism, combined with a commitment to fair representation in leadership, are crucial in addressing the issue.
By actively working to prevent tokenism, businesses can create a culture where all employees, regardless of their background, feel respected and valued. True diversity is not about filling quotas or checking boxes—it’s about building a workplace where people are empowered to contribute their unique talents and perspectives. When companies embrace diversity in a meaningful way, they not only foster a more equitable work environment but also drive innovation, creativity, and long-term success.
Ultimately, addressing tokenism requires a commitment to change and a focus on systemic improvements. Only by breaking free from tokenistic practices can organizations build truly inclusive teams where every employee has the opportunity to thrive. By doing so, businesses will not only attract and retain top talent but also contribute to a more fair and just society.
Hiring someone as a token can cause more harm than not hiring at all.
