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While microaggressions — intentional or unintentional verbal or nonverbal acts toward a person that reinforces stereotypes — are unfortunately common in many workplaces, the municipal government of Dufferin County is taking several measures to minimize these incidents.

“The word ‘micro’ doesn’t give these aggressions the kind of weight they deserve, because they are very impactful for folks in the workplace,” says Rohan Thompson, director of people and equity for the southern Ontario municipality.

Read: Black Canadians say workplaces becoming more equitable, but more work to be done: survey

Indeed, research has shown that microaggressions impact employees’ mental health. According to a poll from U.K.-based Race Equality Matters, 53 per cent of respondents said racial microaggressions make them feel angry and 22 per cent said microaggressions make them anxious.

Employers need to address microaggressions by taking a structural or systemic approach, says Thompson, noting Dufferin County’s workplace policies take an inclusive approach, including its benefits plan.

It’s also important for employers to build awareness by providing education around the various ways in which oppression can show up in the workplace, he says. “We’ve done multiple training sessions on racism, abilities, homophobia and transphobia and we continue to do all of that work — from the frontline staff to the County council.”

Organizations also need a mechanism in place for employees to report these microaggressions. “The county has a human rights office where employees can ‘lodge a complaint,’ so to speak.”

Read: Expert panel: How employers, employees can mitigate workplace microaggressions

Thompson says most aggressors have no idea they’ve said or done something to offend a colleague. “Most are mortified and just want to apologize, say it wasn’t their intention and explain [why it happened]. Usually that rectifies the situation.”

While it’s important to report and address the conflict, there must be a focus on work to repair the relationship too, such as bringing in a mediator. “People are going to stay working together, and we don’t want it to turn into a toxic workplace.”

He notes one of the reasons employees don’t report microaggressions is because they don’t think the organization will respond properly, adding initiatives like team building, staff recognition and clear communication can help to build a psychologically safe workplace. These measures can also support employers’ talent attraction and retention strategies.

“It’s super important in the ‘talent war’ that organizations are doing their best to get out in front of [microaggressions] to ensure they’re competitive in the market.”

Read: 2024 Vancouver Benefits Summit: The connection between DEI and psychological health