By 2030, the proportion of BIPOC (Black, Indigenous, and People of Colour) in management bodies and in the workforce will match that in society as a whole, and staff satisfaction among BIPOC will be 80%.
It is vital to identify racist tendencies and intervene at an early stage. To gain an overview of racism or other discrimination in the company, it makes sense to record and analyse it. As part of a risk assessment of mental stress, staff can be asked regularly and anonymously about the effects of discrimination in the workplace. If the prevailing opinion in your company is that you do not have a racism problem because, for example, you do not employ any non-white people, a workshop on anti-racism with a specialist can help to raise awareness.
Take a clear stance against racism and raise awareness among your staff accordingly. Draw up binding guidelines on racism, provide regular training and create an independent, anonymous reporting centre with support and counselling services that those affected can turn to. Openly and unequivocally challenge racist and xenophobic statements. Create a safe working environment for those affected by racism and xenophobia.
One key measure for non-discriminatory personnel selection is implementing anonymised application procedures. This approach increases the likelihood that people will be hired based on their qualifications rather than their appearance or ethnic origin. To further increase diversity in the company, job adverts can use a variety of photos (not just of white people) to increase the number of applicants. Posting job advertisements in communities of colour or cultural centres also helps to attract new talent. A diverse workforce should be one of the goals of the entire staff selection process. Targeted training can make HR managers and executives aware of diversity-oriented behaviour and highlight subtle exclusion mechanisms, for example in job interviews.
Racism prevents the equal participation of all people in society and portrays people as 'less worthy'. If companies fail to fulfil their duty to uncover racism in the company, they risk losing well-trained specialists who do not feel welcome. The person facing discrimination may also be absent for extended periods due to illness, as racism attacks a person's self-worth and identity and can have long-term psychological consequences.
