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If you have ever altered your appearance, the tone or volume of your voice or your demeanour to suit your surroundings or to blend in better with the people you are with, you have inadvertently been doing something that we call ‘code-switching’. It is not, in and of itself, a negative thing to do, as we know that it can oil the wheels of social interaction for all involved, particularly at work.
But code-switching takes on a different meaning when individuals feel compelled to code-switch in order to succeed and to exist in harmony with the dominant culture in their workplace. Related to this is ‘covering’, whereby a person hides an aspect of themselves, such as their heritage, religion, or sexuality, to fit in with the majority or not to draw unnecessary or unwanted attention to themselves.
Both code-switching and covering can have negative consequences, as code-switching means people are unable to be who they authentically are, often feeling pressure to hide their true selves under a veneer of what is felt to be the most acceptable way of presenting oneself. Those belonging to marginalised groups often feel this type of pressure more than others, and, in a diverse workplace, it can result in those affected not feeling psychologically safe.
The issue is not a small one – a survey by the Deloitte University Leadership Center for Inclusion discovered that 61% of employees cover their identities in some way, which can adversely affect their sense of belonging and engagement at work.
The costs of code-switching
Code-switching and covering usually involves people actively disconnecting from what might be seen as racial and cultural norms, or stereotypes, of the group or groups to which they belong. This could mean hiding – covering – an accent, altering a hair style, removing certain pieces of jewellery, or wiping off a bindi. Or it might mean concealing their identity as belonging to the LGBTQ+ community or even their practicing of a particular religion.
Not only does code-switching create an extra emotional load for the individual, but it can leave people who code-switch, or cover, open to criticism from people with similar backgrounds, identities or cultures to them, who may see this behaviour as them abandoning their principles or being embarrassed or ashamed of who they are.
A study published in the Harvard Business Review (HBR) found that code-switching can have significant emotional and cognitive costs, including generating additional stress and burnout, as individuals strive to conform to dominant cultural norms at the expense of their own authentic identity. Covering can also lead to feelings of invisibility and emotional exhaustion, as individuals are unable to fully express their true selves.
The previously mentioned HBR study refers to research that suggests that, in the US, ‘black students selectively code-switch between standard English in the classroom and African-American Vernacular English (AAVE) with their peers, which elevates their social standing with each intended audience.’
HBR goes on to explain that code-switching is one of the key dilemmas that black employees face around race at work: ‘While it is frequently seen as crucial for professional advancement, code-switching often comes at a great psychological cost. If leaders are truly seeking to promote inclusion and address social inequality, they must begin by understanding why a segment of their workforce believes that they cannot truly be themselves in the office. Then they should address what everyone at the company needs to do to change this.’
Barry Boffy, consultant at FAIRER Consulting, says: “Code-switching is a normal part of human behaviour and something that we all do – and not just in the workplace – as we tend to adapt to any environment that we find ourselves in, mirroring others’ behaviours and actions in order to fit in and be accepted.
“However, where it involves actively hiding important parts of our identity, culture or beliefs, we are ultimately creating an ‘alternative’ version of ourselves that we might feel is more palatable to others. In those instances, we’re not only being inauthentic but we’re actively preventing our colleagues from getting to know who we really are, making it difficult to build genuine relationships with us.”
It is clear, therefore, that code-switching has clear implications for diversity, equity, and inclusion (DE&I) and that organisations need to be aware that employees are at increased risk of burnout through having to conceal their authentic selves. Added to this, businesses that wish to enjoy the many benefits of a diverse workforce must develop a psychologically safe environment and make it clear that people will be supported and celebrated for being themselves at work.
Both code-switching and covering highlight the ongoing challenges of achieving true inclusivity in the workplace. While these strategies can help individuals navigate complex social dynamics, they also underscore the need for systemic changes to foster a more inclusive environment where all employees feel valued and accepted for who they are.
By addressing the root causes of code-switching and covering, organisations can move towards creating a genuinely inclusive environment where every employee can thrive.
Strategies for employers
- Promote authenticity: encourage employees to bring their whole selves to work by creating a culture that values and respects diversity.
- Implement inclusive policies: develop and enforce policies that protect against discrimination and support diverse identities.
- Provide support: offer resources such as employee resource groups (ERGs) and mental health support to help employees manage the stress associated with code-switching and covering.
- Educate and train: conduct regular training sessions on unconscious bias, cultural competence, and inclusive leadership to foster a more understanding and supportive workplace.
If you would like to know more about code-switching and covering, please watch our recent webinar.
