How to recognise discrimination in the workplace

Discrimination in the workplace creates injustice and has a serious impact on people’s emotional well-being, productivity, and mental health. When it persists over time, it can even lead to burnout. The International Labour Organization (ILO) report, Time for Equality at Work, paints a concerning picture of this global issue. It highlights that many countries still experience subtle forms of discrimination based on gender, ethnicity, sexual orientation, disability, or age, affecting people across all industries.

What is workplace discrimination?

Workplace discrimination refers to the unequal or unfair treatment of an individual or group in a professional setting based on personal characteristics that are unrelated to their ability to perform the job. These characteristics may include gender, ethnicity, religion, sexual orientation, disability, age, nationality, or other attributes protected by legal or ethical standards.
It is not always obvious. Discrimination often appears in hiring decisions, promotions, task allocation, compensation, or even in comments, social exclusion, or microaggressions. In many cases, what seems like a simple difference in treatment may actually be discrimination.
The key is to look for patterns: if someone with similar qualifications is treated differently because of one of these characteristics, there may be a sign of discrimination.

Most common factors behind workplace discrimination

Certain factors are more commonly associated with discrimination in the workplace:

• Gender: often reflected in pay gaps, limited career progression, or the well-known “glass ceiling.”
• Age: prejudice against older workers, often linked to assumptions about adaptability, or against younger individuals due to perceived lack of experience.
• Ethnicity, nationality, or cultural background: discrimination based on accent, appearance, customs, or language.
• Physical or mental disability: lack of workplace adjustments, underestimation of abilities, or exclusion.
• Sexual orientation and gender identity: which may lead to hostility, exclusion, or bias in promotions.
• Religion or beliefs: discrimination related to religious practices or not sharing dominant beliefs.
• Mental health conditions: employers should support employees experiencing persistent stress, chronic illness, burnout, depression, or anxiety, and avoid unequal treatment.
• Marital status, maternity, and paternity: pregnant women or mothers may face workplace bias, as well as those requesting leave or flexible arrangements for family reasons.

What types of workplace discrimination exist?

Different types of discrimination can occur, often overlapping:

• Direct discrimination: when a person is explicitly treated less favorably for one of the reasons mentioned above. For example, denying a promotion because someone is a woman.
• Indirect discrimination: when a policy or requirement that appears neutral disproportionately affects a particular group. For example, enforcing rigid working hours without considering those with caregiving responsibilities.
• Discriminatory harassment: involving offensive behavior, comments, or humiliation.
• Retaliation: when someone reports discrimination and suffers negative consequences such as exclusion, dismissal, or demotion.
• Systemic or structural discrimination: more subtle forms embedded in organizational culture, such as lack of visibility for certain groups or unequal access to opportunities.

How to respond to workplace discrimination

Workplace discrimination can take many forms, from inappropriate comments or unequal treatment to being excluded from professional opportunities due to gender, age, ethnicity, sexual orientation, or disability.
In these situations, it is important to know how to act:

1. Identify and document the situation
   Keep a record of events, dates, people involved, and any evidence such as emails or messages. This will be useful if you decide to file a complaint.
2. Use internal channels
   Many organizations have protocols, HR departments, or ethics committees designed to handle these cases confidentially.
3. Know your rights
   Most labor laws protect against discrimination. Being informed and, if necessary, seeking legal advice can make a significant difference.
4. Promote change from within
   If you hold a leadership or influential role, encourage an inclusive workplace culture based on respect, fairness, and diversity.

How discrimination is managed in the workplace affects not only those directly involved, but also the overall work environment and the company’s reputation. Knowing how to respond is both an individual and collective responsibility.

How should HR address workplace discrimination?

Preventing workplace discrimination is largely the responsibility of Human Resources professionals, who need both experience and strong academic training, such as that provided by a Master’s in Human Resources. Their role is essential to the future of any organization, as adopting truly inclusive policies allows people to perform at their best and contributes to a healthier, more diverse workplace culture.

There is no single solution to eliminating workplace discrimination, but it is crucial to listen to employees and understand the challenges they face. Some good practices organizations can adopt include:

• Building an inclusive company culture that values differences, for example through team-building activities or cultural initiatives.
• Creating an environment where diversity is valued, not just tolerated, and where people feel comfortable and proud to be themselves.
• Using onboarding processes to clearly communicate these principles to new employees and set expectations around diversity and inclusion.
• Providing ongoing training on discrimination and related topics, including workshops, courses, and collaboration with specialized organizations.
• Regularly reviewing policies and procedures to identify and prevent unintended discrimination.
• Implementing inclusive hiring practices, such as “blind recruitment,” where identifying information is removed from CVs.
• Protecting employees’ privacy regarding any personal information that could be used for discriminatory purposes.

Ultimately, the most important practice is to listen to employees and act accordingly. No organization is perfect, but a commitment to continuous learning and valuing people is the best way to move in the right direction.