Racism in the workplace doesn’t always appear in obvious forms. Sometimes it’s in the language used during meetings, the lack of diverse leadership, or in hiring systems that favor familiarity over fairness. Creating an anti-racist workplace means actively working against these structures, not just avoiding discrimination. It’s a deep, ongoing process that demands intention, accountability, and honest self-examination. This article outlines practical steps organizations can take to build anti-racist workplaces from the ground up.
Start With Awareness and Education
The first step in creating an anti-racist workplace is building awareness. Racism isn’t just about personal prejudice—it’s also about systemic inequality that’s been built into the fabric of society, including in workplaces. Understanding that difference is key.
Organizations need to provide ongoing education on issues like implicit bias, microaggressions, and structural racism. But this can’t be a one-time diversity workshop or an annual seminar. Anti-racism training must be continuous, thoughtful, and built into the culture of the organization.
Invite guest speakers, host book clubs, and create space for tough conversations. This is where initiatives like The Good Summit provide inspiration. The dream of The Good Summit is that in small ways, you can form habits and working practices that help to make this world a more just and fair place for us all. Education is a powerful first habit to form.
Build Inclusive Hiring Practices
Racial bias often begins at the hiring stage. Many companies claim to be “colorblind,” but that mindset ignores real-world inequality. Anti-racist hiring means proactively looking at how systems favor some candidates while excluding others.
Start by reviewing job descriptions for biased or coded language. Ensure interview panels are diverse. Don’t rely on referrals from current staff, which tend to reinforce homogeneity. Instead, broaden your search channels to include historically Black colleges and universities (HBCUs), community networks, and platforms that highlight marginalized talent.
Also, examine your selection criteria. Are you prioritizing “culture fit” over skill and potential? Are you valuing certain types of experience that reflect privilege more than capability? Anti-racist hiring means hiring differently—and more fairly.
Ensure Equitable Pay and Promotion
Once diverse candidates are in the door, the next challenge is ensuring equity in how people are paid and promoted. Studies consistently show that Black and Brown employees are paid less, receive fewer opportunities, and are underrepresented in leadership roles.
Conduct regular pay audits. If racial pay gaps exist, fix them. Make career growth transparent and structured so that promotions don’t depend on subjective judgments or personal networks. Provide mentorship and sponsorship to employees from underrepresented backgrounds. Equity isn’t just about who you hire—it’s about who gets to succeed.
Create a Culture of Belonging
Representation alone isn’t enough. Employees need to feel safe, valued, and heard. Creating a culture of belonging means listening deeply to marginalized voices and acting on what you hear.
Employee resource groups (ERGs) can offer safe spaces for connection and advocacy, but they must be properly supported and funded. Leaders should regularly gather anonymous feedback and act on it. When employees bring up issues of racism or bias, take them seriously. Belonging comes from feeling seen, respected, and protected.
This ties back to the values promoted by The Good Summit, which emphasizes building better habits that ripple into systemic change. Creating belonging is one of those small habits that can reshape an entire culture.
Make Leadership Accountable
An anti-racist workplace must start from the top. Leaders set the tone for the entire organization. If the executive team isn’t diverse, isn’t engaged in anti-racism work, or isn’t held accountable for progress, the rest of the company won’t follow.
Include anti-racism goals in leadership performance reviews. Make equity metrics as important as revenue goals. Publish diversity data transparently. A company’s values are not what it says—they’re what it funds, rewards, and protects.
Real accountability means leadership is not just informed but personally invested in the work. When executives model vulnerability, learning, and active change, they create permission for everyone else to do the same.
Address and Prevent Harm
Even in the most progressive workplaces, harm can still occur. What matters is how organizations respond to it. A true anti-racist company doesn’t brush issues under the rug or silence whistleblowers—it creates a clear process for addressing problems when they arise.
Establish safe and confidential ways for employees to report bias or discrimination. Train managers on how to respond supportively and take action. Make sure people know what will happen after a report is made. Trust is built not just through policy, but through action and follow-through.
And remember—prevention is just as important. Regular training, open dialogue, and transparent systems reduce the risk of harm in the first place.
Commit to Long-Term Change
Anti-racism is not a checkbox or a PR campaign. It’s not solved by a new policy or a well-designed infographic. It’s a long-term commitment to rethinking systems, redistributing power, and repairing harm.
Start where you are, but don’t stay there. As The Good Summit reminds us, small, consistent habits can lead to large-scale transformation. Whether it’s reviewing policies, holding equity retreats, or simply creating space for honest conversation, change happens one step at a time, sustained over the long run.
Conclusion
Building an anti-racist workplace from the ground up requires more than good intentions—it takes deliberate effort, bold leadership, and a commitment to justice. It means looking critically at hiring, pay, culture, and leadership to root out inequality and build fairness in its place.