Eliminating racism in the workplace requires more than a diversity statement or annual training. While policies are necessary, they often serve as a safety net rather than a driving force for real change. Addressing racism—both overt and subtle—means reshaping how people think, interact, hire, promote, and lead. It involves commitment, accountability, and consistent action across all levels of an organization. To move beyond symbolic gestures, companies need to adopt practical steps that reshape daily behaviors, hiring practices, feedback systems, and team dynamics.
The first step in eliminating racism at work is acknowledging that it exists. Many organizations avoid these conversations out of fear, discomfort, or denial. But silence does not equal neutrality—it often protects the status quo. Leaders need to openly recognize that racism can show up in hiring, pay disparities, biased feedback, microaggressions, and exclusion from informal networks. Naming the problem gives everyone permission to address it. This isn’t about placing blame; it’s about creating an environment where people can be honest about their experiences and where managers can take responsibility for shaping a more equitable culture.
Start with education, but do it right. Traditional diversity training often focuses on compliance and surface-level awareness. That’s not enough. Effective anti-racism education challenges assumptions, explores structural inequities, and teaches people how to intervene when bias occurs. This means going beyond the basics and addressing privilege, unconscious bias, and power dynamics. It also requires making education ongoing, not a one-off event. Embedding learning into team meetings, leadership development programs, and onboarding processes helps build a workplace language that consistently supports inclusion and equity.
Hiring practices should be scrutinized and restructured. Bias often enters the hiring process through subjective criteria, referrals from existing (and often homogeneous) networks, and vague “culture fit” standards. Organizations can combat this by standardizing interviews, using diverse hiring panels, and removing identifying details from resumes during the first screening round. Posting jobs publicly, rather than relying on internal referrals alone, widens the talent pool. Including specific language in job descriptions that signals a commitment to equity and welcomes non-traditional backgrounds also helps attract more diverse applicants.
Performance evaluations and promotion decisions are another area where racism can hide in plain sight. Subjectivity in feedback often leads to employees of color being labeled as less “polished,” “strategic,” or “ready for leadership”—even when their results are strong. To change this, companies must define clear, measurable performance metrics and train managers to give specific, behavior-based feedback. They should also review promotion data regularly to detect patterns. If only a small group of employees is advancing, the organization must ask why and make changes. Mentorship and sponsorship programs can help counteract systemic imbalances by giving underrepresented employees direct access to advocacy and opportunity.
A key piece of anti-racism work is interrupting microaggressions and fostering psychological safety. Microaggressions—subtle comments or behaviors that communicate bias—can undermine a person’s confidence, job satisfaction, and mental health. They often go unaddressed because they’re brushed off as “jokes” or “not a big deal.” But to the person on the receiving end, they add up quickly. Companies need to create reporting processes that are simple, confidential, and backed by clear consequences. Just as important, coworkers should be encouraged to speak up when they witness bias. This requires a culture where accountability is seen not as punishment, but as a path to growth.
Leadership representation matters. A company cannot credibly talk about eliminating racism if its executive team and board are not diverse. Representation at the top sends a message to the entire organization about who gets to lead, who gets to speak, and whose ideas are valued. Leaders must actively sponsor talent from underrepresented backgrounds and open doors that have historically been closed. This is not about filling quotas—it’s about leveraging diverse perspectives to drive better decision-making and build stronger companies.
Listening is an often-overlooked tactic in anti-racism efforts. Organizations that truly want to improve must create mechanisms for employee voices to be heard—and not just in anonymous surveys. This could include regular listening sessions, employee resource groups (ERGs), or equity task forces with real influence. The insights gained from these conversations should be used to shape decisions, not filed away. Employees should see that their concerns are not only heard but acted upon. Trust grows when people know their experiences are valued and when leadership follows through with meaningful change.
Pay transparency and equity audits are also practical tools. Salary gaps persist across race and gender, even when experience and performance are comparable. Conducting regular pay equity reviews helps companies identify disparities and correct them proactively. Being transparent about salary bands, promotion timelines, and bonus criteria builds trust and prevents behind-the-scenes favoritism. Compensation should not be a mystery reserved for those who know how to negotiate or who have insider access.
Day-to-day culture needs just as much attention as formal structures. Small acts—like who gets invited to lunch, who is asked to lead a project, or who gets face time with decision-makers—shape career paths. Managers must be intentional about inclusion in everyday interactions. Are all voices heard in meetings? Do junior employees of color get the same coaching and feedback as others? Are diverse holidays and traditions recognized and respected? These seemingly small gestures either reinforce or break down barriers.
Accountability is what separates performative gestures from progress. Anti-racism work should be tied to goals, metrics, and consequences. Just like any business priority, it must be tracked and evaluated. That includes setting benchmarks for hiring, retention, promotion, and employee satisfaction by race. Leaders should be evaluated on how well they support equity in their teams, just as they are for financial results. Publishing diversity data, even when it’s imperfect, builds credibility and allows for public accountability.
Ultimately, eliminating racism at work is not a project with a finish line—it’s a continuous process. It requires unlearning old habits, rebuilding systems, and staying engaged even when the work gets uncomfortable. It’s about creating a workplace where everyone, regardless of race, can thrive, contribute, and feel respected. Moving beyond policy means embedding equity into every layer of an organization—from who gets hired to who gets heard to who gets promoted. And it starts with the everyday choices that shape culture more than any written rule ever will.
