Too many workers still ‘covering’ their true identities at work

Why can’t we be ourselves at work? Deloitte executive says people still ‘covering’ their true identities in the office.

Pip Dexter, chief people and culture officer at Deloitte

How many people feel they can’t be themselves at work? The answer, according to a recent study, is most people – regardless of their race, gender identity, religion, sexual orientation, or age. Earlier this year, Deloitte and the Meltzer Center for Diversity, Inclusion and Belonging at the NYU School of Law surveyed almost 1300 people across different industries.

The researchers found 60 per cent of respondents claimed to have “covered” at work in the last 12 months – a figure that has barely changed in the decade since the original survey was conducted. “Covering” refers to the strategy of minimising or downplaying parts of yourself to conform to actual or perceived norms.

It’s a concept familiar to many who change who they are to fit in at work. But more than half? That’s a sobering realisation for people like me who strive to ensure that modern workplaces are in lockstep with contemporary values and genuinely inclusive.

The fact that the number of people “covering” hasn’t really changed in a decade also indicates workplace inclusivity has not advanced as far as we would like to believe, despite most employers increasingly emphasising it as a core value.

It’s a problem that organisational leaders need to address. Not only is it unfair that people feel they must put themselves away before they come to work, but it’s also bad for workplace cohesion and performance, with most people practising “covering” saying it drains them emotionally.

So how do leaders put their money where their mouths are on this issue? First, they need to understand the way that people cover. It’s not just a matter of modifying one’s appearance to fit in – it also involves modifying behaviours associated with an identity, avoiding discussion about that identity, or avoiding association with other people with that identity to avoid being “lumped in” with them.

One respondent, a gay man, told the researchers that although he did not hide his sexuality, he still felt the need to dress more “straight,” talk in a deeper voice, and avoid mentioning his partner.

Of course, there is a strong correlation between having marginalised identities or belonging to minority groups and feeling the need to cover, with 71 per cent of respondents with five or more marginalised identities reporting covering at work compared to 56 per cent with one or two marginalised identities.

But what’s interesting is that the covering trend cuts the other way too. Some 54 per cent of white cisgender men reported covering at work. Some of this was down to having a traditional marginalised identity like a disability, or being from a low socio-economic background, but many white men claimed they had to “cover” their advantaged identity to avoid being met with criticism.

If leaders are aware of “covering” and the many ways it can manifest in the workplace, they will be in a better position to examine their conscious and unconscious biases and work out if their own behaviour is unintentionally encouraging people to cover.

After all, 40 per cent of respondents said they believed their team leaders expected them to cover – something many team leaders would no doubt be mortified to hear.

It can be hard to determine what concrete steps can be taken to further help people be themselves. Obviously, increasing workforce diversity, especially among leadership ranks, is a big one, as visible diverse role models are crucial to helping people de-cover. For example, our own race and culture action plan aims to grow our proportion of racially and culturally diverse partners from 17.8 per cent to 25 per cent by 2026.

It’s a big break with how things are typically done in Australia. Even though we are an increasingly diverse nation of migrants, non-Europeans hold just 5 per cent of leadership positions nationwide, according to the Australian Human Rights Commission. It’s important to showcase diverse voices so that people feel they can “uncover” and be who they really are.

However, other initiatives that aren’t directly targeted at enhancing diversity and understanding can do a lot of heavy lifting. For example, a flexible work policy, including flexible parental leave, can help people who may have health issues or be single parents because flexible working makes it easier to balance the demands of work with the demands of life without feeling like you are seeking special favours.

The fact that the proportion of employees “covering” basically hasn’t changed in a decade shows that empty overtures to diversity and inclusion don’t make people feel more included. What works are hard diversity targets that are pursued and measured, efforts to promote diverse leaders and their stories, and modern workplace initiatives that give employees more control over when and how they get the job done.

Pip Dexter is chief people and purpose officer at Deloitte Australia