Authenticity in the workplace: why it's harder for some than others

Authenticity in the workplace: why it's harder for some than others

3 March 2023

With diversity and inclusion becoming mainstream in HR practices, we take a look at how authenticity is easier for some people in the workplace than others. We explore the advantages that diversity brings, and what businesses can do to support diversity at work in order for everyone to be able to show up as their true selves. 

Odessa Hamilton and Teresa Almeida from LSE state that authenticity at work is ' feeling able to express or operate in accordance with one's genuine values, beliefs, motivations, culture and personality, among colleagues, managers, clients and other stakeholders equally'. They explain that the way we view professionalism in society is normally dictated by the norms and values of the dominant group. By nature, policies and decisions are made based on what the majority chooses. Therefore, people in minority groups may not naturally fit the mould of professionalism. As a consequence, they may feel pressure to change their authentic self to fit in with perceived or real requirements to act or look a certain way at work. This could be anything from disability, age, race, sexual orientation, or even changing one's accent. 

In terms of disability, it is widely viewed that companies should adapt to the individual rather than the individual having to adapt themselves to the company. This is the basis of the social model of disability, which argues that it is society that disables people with an impairment from living a functioning life, rather than the impairment itself. For instance, someone with eyesight issues may no longer be disabled if they wear glasses or contact lenses to fix the issue, this is an example of society working to help the individual so that the impairment is no longer disabling. 

In the same way, employers should provide disabled people with adjustments, whether they are physical arrangements, flexibility, or providing extra resources to disabled employees. Furthermore, supporting people with disabilities can also be an asset to the company. For example, 15-20% of working adults are neurodivergent, which can bring great strengths to a business such as pattern recognition, memory and mathematics. When bosses help neurodivergent people to be themselves at work it can unlock their strengths and reduce disabling aspects of their condition. 

Managers should aim to adapt to all differences, not just disability, so that people do not face unnecessary barriers just by being themselves. A more authentic workforce is a more productive one and can lead to 140% increased engagement. In fact, we should go even further and encourage differences. Not only is this vital for individuals' wellbeing by encouraging people to be themselves, it is also important for businesses because it helps to generate innovation. If everybody acted the same and made the same decisions as each other, new ideas would be rare, and the decisions made would likely not suit everyone that the business serves. 

Right at the start of the hiring process it is important to give minority groups a fair chance whilst being careful to not engage in positive discrimination which is unlawful in the UK. This can be done through posting the job advert on multiple sites and making clear that your organisation is an equal opportunities employer. You should also provide unconscious bias training to all staff (particularly those involved with the recruitment process). Unconscious bias is the associations we hold without realising, causing us to make quick judgments and assessments. It can influence decisions in the workplace, such as hiring and promotions, and exacerbate inequalities. Becoming aware of unconscious bias through training can help to mitigate it. Equally, differences should be valued in the workplace and people should feel psychologically safe and that they belong in the space. It is important to foster a social environment where people can disagree with ideas and be listened to. 

To conclude, we can see that it is important for employees to be able to be authentic in the workplace. Not just for themselves, but also in the way that it has a positive impact on the business. Differences amongst people are becoming more welcomed in business and it is important to think about how you are supporting minority groups to be authentic at work, by providing any extra resources they may need, becoming aware of unconscious bias and encouraging a psychologically safe environment.