In recent years, the idea of bringing your whole self to work has gained a lot of traction. Employees are encouraged to be authentic and genuine, but for marginalized groups, this is not as simple as it sounds. Many employees feel like they have to code-switch to fit in with the dominant culture. This practice has long been documented among workers from marginalized groups, particularly among people of color.
Code-switching is the practice of changing your tone, expressions, body language, or appearance to fit in with the dominant culture. New data shows that those workers not only code-switch to fit in but also see it as necessary to having a successful career. According to a survey by Indeed, more than one in four Black workers said they think code-switching is vital, and half reported that not code-switching would have a negative impact on their professional lives. This statistic is alarming because code-switching is tied to worker burnout.
Research has found that code-switching gives people from stigmatized racial groups better chances of being hired and promoted, especially among the Black labor force. The practice has been the centerpiece of discussion in books, podcasts, movies, and studies when it comes to racism in the workplace. However, workers of color who code-switch to conform to the white majority can experience emotional distress and other negative psychological effects. When they feel pressured to code-switch, they can feel devalued and less motivated to commit to their company.
Diversity, equity, and inclusion (DEI) initiatives have been put in place by many organizations to address code-switching and other forms of discrimination. However, these efforts have not been entirely successful in stopping code-switching. Even working under BIPOC (or Black, Indigenous, and other people of color) leaders didn’t prevent workers of color from seeing code-switching as necessary.
“Representation in leadership alone really isn’t enough to curb the need that people feel to have to code-switch,” said Jessica Hardeman, who leads Indeed’s diversity initiatives. More investment in DEI is needed to tackle real shifts for inclusion. Hardeman noted that white colleagues should educate themselves, “remembering that we don’t want to put the burden on the folks that are impacted the most.”
Leaders of color can model the shift from code-switching for their colleagues. Hardeman recalls how her coworkers helped relieve the pressure to code-switch for her. “I’ve been on a call and there’s been somebody else on the call who’s also underrepresented…I hear them not put on [a different] tone,” she added. In that way, leaders and managers can empower other employees to feel less of a need to code-switch.
In conclusion, code-switching is a complex issue that affects many workers from marginalized groups, particularly people of color. DEI initiatives have been put in place to address this issue, but more investment and effort are needed to make real shifts towards inclusion. Leaders can model the shift from code-switching and empower their colleagues to feel less of a need to code-switch. By doing so, we can create a more inclusive and equitable workplace for all.