Desiree Goldey, Director of Marketing and Culture at ZRG Partners and founder of Do Better Consulting, brings over 25 years of experience in sales, hospitality, marketing, and talent management.
In today’s workplace, diversity initiatives are often discussed in broad strokes, focusing on overarching categories such as race, gender, or age. However, the lived experiences of employees are rarely one-dimensional. Intersectionality, a term coined by legal scholar Kimberlé Crenshaw, highlights the interconnected nature of social categorizations and how these overlapping identities create unique experiences of privilege or oppression. For organizations committed to equity, diversity, inclusion, and belonging (EDIB), understanding and addressing intersectionality is no longer optional; it’s essential.
What is intersectionality, and why does it matter in the workplace?
Intersectionality refers to how different aspects of a person’s identity, such as race, gender, sexual orientation, socioeconomic status, and disability, interact to create unique experiences. For example, a Latina professional who is also a single mother may encounter challenges balancing cultural expectations, workplace stereotypes, and caregiving responsibilities. Similarly, a disabled LGBTQ+ individual might face accessibility barriers alongside societal stigma, creating layers of exclusion that are often overlooked. These real-world scenarios underline the importance of considering the full spectrum of identities employees bring to the workplace. For example, a Black woman may face challenges that are distinct from those faced by either Black men or white women, as her identity sits at the intersection of both race and gender.
When organizations overlook these multifaceted realities, they risk creating environments that fail to fully support all employees. Failing to account for these complexities in the workplace can lead to:
Exclusion: Employees with intersecting identities may feel unseen and unheard in diversity initiatives.
Inequity: Standard policies and programs often fail to address the nuanced barriers these employees face.
Attrition: A lack of belonging can drive top talent to leave, undermining retention efforts.
The business case for addressing intersectionality
Recognizing and addressing intersectionality isn’t just the right thing to do; it’s also good for business. Research consistently shows that diverse teams outperform their peers. A study by McKinsey & Company found that companies in the top quartile for ethnic and gender diversity are 36% more likely to outperform on profitability. However, diversity without inclusion can lead to friction and disengagement. Addressing intersectionality helps create an environment where all employees can thrive.
Key challenges faced by employees at intersections
Bias and microaggressions: Employees with intersecting identities often experience compounded bias. For instance, LGBTQ+ employees of color may face both racism and homophobia.
Limited mentorship opportunities: Employees at the intersections of multiple underrepresented groups often struggle to find mentors who share or understand their experiences.
Stereotyping: Stereotypes can overlap in harmful ways. For example, Asian women may be stereotyped as submissive due to their gender and ethnicity, limiting their leadership opportunities.
Inequitable policies: Generic policies, such as parental leave or workplace accommodations, often fail to consider the diverse needs of employees with intersecting identities.
Strategies for organizations to recognize & address intersectionality
1. Expand data collection and analysis
Organizations should collect disaggregated data to understand the unique challenges faced by employees at the intersection of multiple identities. For example, instead of tracking “women” or “Black employees” separately, analyze how Black women fare in hiring, promotions, and employee engagement surveys.
2. Create targeted programs
Develop mentorship and sponsorship programs that address the needs of employees with intersecting identities. For instance, a program for LGBTQ+ employees of color can provide tailored support and networking opportunities.
3. Train leaders and teams on intersectionality
Mandatory training on intersectionality can help leaders and teams understand how overlapping identities affect employee experiences. Use case studies and storytelling to make these concepts relatable and actionable.
4. Implement inclusive policies
Ensure that workplace policies consider intersectionality. For example, flexible work arrangements can be particularly impactful for women of color who often bear disproportionate caregiving responsibilities.
5. Foster an inclusive culture
Encourage open conversations about identity and intersectionality. Employee Resource Groups (ERGs) that focus on multiple dimensions of identity can provide a safe space for employees to share their experiences and influence company policy.
6. Commit to continuous learning and unlearning
Intersectionality is a complex and evolving concept. Organizations must foster a culture of continuous learning and unlearning. This means staying informed about how societal changes and evolving language impact identity while also challenging outdated assumptions and biases. Encourage leaders and employees to regularly engage with new research, attend workshops, and reflect on their own practices. By embracing a mindset of growth, companies can ensure their inclusion efforts remain relevant and effective.
A global outlook on intersectionality
Intersectionality manifests differently across the globe, shaped by cultural, legal, and historical contexts. For instance:
In Europe, the concept of intersectionality often intersects with discussions on migration and integration, particularly as immigrant communities face both systemic and cultural barriers.
In Asia, intersectionality is influenced by traditional hierarchies and collectivist values, where individuals navigating multiple identities may encounter unique challenges in reconciling cultural expectations with personal autonomy.
In countries with colonial histories, such as South Africa or Brazil, the legacies of race and class inequality compound the experiences of marginalized groups, adding layers of complexity to workplace inclusion efforts.
Global companies must adopt a localized approach to intersectionality, recognizing that strategies effective in one region may not translate directly to another. This requires:
Partnering with local organizations to understand regional nuances.
Training global leadership teams to appreciate and address culturally specific challenges.
Creating platforms for employees in different regions to share their experiences and influence policy development.
By taking a global view, organizations can ensure their intersectionality efforts are not only comprehensive but also culturally responsive.
Measuring progress
Addressing intersectionality requires accountability. Track key metrics such as:
Representation of employees with intersecting identities at all levels.
Engagement and satisfaction scores were disaggregated by multiple demographics.
Retention rates for underrepresented groups.
Regularly report on progress and involve employees in identifying areas for improvement. Transparency builds trust and demonstrates a genuine commitment to inclusion.
Why address intersectionality at all?
Organizations that fail to address intersectionality risk alienating their most vulnerable employees and missing out on the benefits of a truly inclusive workplace. Recognizing the unique challenges of intersecting identities is not just an act of compassion; it’s a strategic imperative.
For organizations looking to build stronger, more inclusive teams, ZRG Embedded Recruiting’s diversity hiring program offers tailored solutions to help you attract, retain, and support talent with intersecting identities. Our expertise ensures that your workforce reflects the diverse perspectives needed to thrive in a competitive market.
Additionally, partner with DEI Labs for comprehensive training programs that equip your leadership and teams to understand and address intersectionality effectively. Their evidence-based workshops and tools help foster a workplace culture where everyone can contribute and succeed.
To learn more about these transformative programs, contact ZRG Embedded Recruiting or DEI Labs today.
Desiree M Goldey, Director of Marketing and Culture
Desiree Goldey, Director of Marketing and Culture at ZRG Partners and founder of Do Better Consulting, brings over 25 years of experience in sales, hospitality, marketing, and talent management. Her diverse background has crafted a unique perspective on shaping inclusive, high-performing workplaces. A leading figure in DEIB, Desiree's commitment to excellence and progressive action drives her to foster workplace practices that benefit all. Through Do Better People, she advocates for continuous improvement in personal, organizational, and societal conduct. Join her in advancing DEIB and elevating standards.
