The thing about white supremacy is that until it’s pointed out and discussed openly, it’s invisible. If white supremacy has not yet been openly discussed at your workplace, that’s because it’s still operating invisibly, with Black, Indigenous, People of Colour (BIPOC) staff carrying the burden of it while others benefit from it. This isn’t about individual intent—it’s about systems and structures that, unless actively examined, will continue to function in the same way.
Too often, organizations treat equity and inclusion as a charity model, offering surface-level support while maintaining structures that are harmful. It’s admirable to want to support BIPOC staff, but it can’t be done by focusing on the employees themselves. When organizations focus on “helping” BIPOC staff instead of examining why BIPOC staff need help in the first place, they reinforce the idea that the problem lies with those employees—not with the system itself. This is why we see so many initiatives aimed at “empowering” BIPOC employees but so few aimed at changing the white-dominated leadership structures that continue to harm them.
The desire to support BIPOC employees must come from organizational leadership in order to be effective. If the efforts are instead initiated by middle managers and unit leaders without the power to create new policies or structural changes in an organization’s hiring, promotion, and retention practices, these initiatives risk being performative rather than transformational. Without commitment from the executive level, meaningful change cannot take place, and the burden will often fall unfairly on BIPOC employees themselves to advocate for their own inclusion and well-being. In these circumstances, any attempt at creating an equitable and inclusive workplace will not succeed, and will instead breed distrust and resentment.
Indigenous staff have specific cultural needs that organizations should be aware of to create a supportive and effective work environment. Countless Indigenous people who join white-led organizations, boards, or projects and leave shortly afterward, is often due to the cultural disconnects in organizational environments that don’t account for Indigenous ways of working and relating.
This isn’t about special treatment—it’s about recognizing that Indigenous staff may have responsibilities tied to their communities, such as participating in ceremonies, supporting family or Nation events, or observing cultural protocols that don’t align with typical workplace schedules. They may also experience added pressure as one of the few—or only—Indigenous people in the organization, which can lead to feelings of isolation or the burden of being seen as a representative voice for all Indigenous perspectives.
Organizations can support Indigenous staff by being flexible with time off for cultural practices, creating space for relational approaches to work, and fostering an environment where Indigenous knowledge and experiences are valued, not treated as an add-on. This isn’t just good for Indigenous employees—it makes for a healthier, more adaptable organization overall.
Some organizations offer ceremony funds for their Indigenous employees. This is an easy way for Indigenous employees to feel seen and validated. The Ceremony Fund can be used for regalia, such as the purchase of a ribbon skirt to wear to a sweat lodge ceremony, or to purchase protocols, such as cloth or tobacco to present to the ceremonialist, or a cash honorarium for the ceremonialist. The Ceremony Fund can be an annual offering, like Paid Time Off (PTO) or a Health Care Spending Account.
It’s important to remember that Indigenous cultures are not monolithic. There are many cultural variations within the Indigenous experience in Canada. Some may be impacted by the Sixties Scoop or other colonial policies and may not have strong cultural ties to their communities of origin. This can be a painful and complex aspect of one’s identity. It’s critical that hiring managers and co-workers do not make assumptions about their Indigenous colleagues—whether regarding their cultural knowledge, connections to community, or expectations of “performing” Indigeneity.
Care and respect are necessary to allow Indigenous employees to be who they are, rather than feeling pressure to perform according to stereotypical assumptions. Creating space for people to define their own identities, without expectation or judgment, helps foster a genuinely inclusive and supportive workplace.
All employees deserve the right to access and express their culture at work. One aspect of white supremacist culture is the enforcement of a specific standard—typically non-religious, middle-class, and white—that is treated as the “neutral” norm. Anything outside of this is often viewed as different, exotic, or even disruptive. This default work culture, into which Black, Indigenous, and other racialized employees are expected to assimilate, can create environments that feel unwelcoming or exclusionary.
So, how can you make your workplace more inclusive? Start by naming it. Acknowledge that what’s often seen as the “neutral” way of working is, in fact, rooted in specific cultural norms. Instead of staying comfortable within that default, take a step back and try to view your workplace from another perspective. How would you describe how your team operates to someone from a completely different cultural background or country?
Approach the hiring and support of BIPOC employees—especially those who are culturally connected to their communities—with that same mindset. Recognize that they may bring different values, communication styles, and ways of working that can enrich your organization, not disrupt it. Inclusion isn’t about fitting people into existing systems; it’s about being willing to adapt and grow as a team.
While there is time off for Christmas and other federally mandated holidays, time off for community ceremonies of all cultures should be provided by nonprofit employers. Communities in which resources are scarce may live more interdependently than mainstream “Canadian” culture, which means that BIPOC employees may have more obligations to their community than non-BIPOC employees. This should be a consideration when thinking about how to bring on and support BIPOC employees.
If an organization is overwhelmingly white and aims to diversify through intentional hiring, there are important considerations to keep in mind. First, avoid hiring a single employee from a specific cultural or racial background, especially for a junior role, as this can lead to isolation and added pressure to represent their entire community. Instead, consider strategies to bring in multiple hires at once to create a sense of community and shared support.
Another approach is to prioritize hiring an Indigenous or BIPOC leader with the authority to shape the team and influence future hiring decisions. This not only supports representation but also ensures that cultural knowledge and lived experience are reflected in leadership.
If hiring multiple employees or a senior leader isn’t possible, establish a strong support system. This could include access to an external coach or mentor—preferably a BIPOC professional from another organization, a professional association, or their community—who can provide guidance and support during work hours. Make sure this mentorship is formalized, with scheduled check-ins such as weekly Zoom meetings, and recognize that this mentor’s time and expertise should be compensated appropriately.
Creating a diverse and inclusive workplace isn’t just about recruitment—it’s about ensuring new hires feel supported, valued, and empowered to thrive. Consider thinking creatively and keeping an open mind. For example, some organizations have created a weekly voluntary circle where employees from any team can gather to listen, share, or simply be present, outside of a strictly work-related context. These weekly check-ins, on Zoom or in person, can support employees and help with the retention of employees from equity-seeking groups.
Employees are human beings with complex needs, and while professionalism is important, having a safe, low-pressure space where they can show up as their whole selves can significantly support their mental and emotional well-being. This sense of connection and belonging not only fosters a healthier work environment but also contributes to stronger performance, as employees feel more grounded, respected, and engaged in their roles.
Nowhere is the subtle harm of white supremacy more often reinforced than in an organization’s meetings. This is where cultural norms are on full display—norms that often prioritize aggressive, domineering communication styles while sidelining those who don’t feel comfortable forcefully interjecting. Meetings that operate as free-for-alls, with people talking over each other, can unintentionally create environments where BIPOC team members—and others—choose to stay silent. In many Indigenous and non-Western cultures, talking over others is considered disrespectful, and speaking only when it’s your turn is a sign of respect and thoughtfulness.
Conversely, meetings with rigid hierarchies, where most participants remain silent due to fear or discomfort, can also be alienating. Both extremes—chaotic and overly controlled—can undermine inclusion and make it harder for BIPOC staff to feel seen and heard.
To create more inclusive meeting spaces, be intentional about how you structure them. Make space for everyone to contribute. One effective approach is using a talking circle format, where it’s clear that only one person speaks at a time, and everyone has an opportunity to share. This simple shift can transform the dynamics of your meetings—and, over time, your entire organization—fostering deeper respect, active listening, and genuine collaboration.
All of the points above apply to board members as well, but there are also special considerations here. At non-Indigenous nonprofits, there’s a higher chance that an Indigenous board member could be the only one. If this is the case, here are some ways you can grow and change to be an inclusive space for them.
It is extremely difficult for an Indigenous manager to thrive in a system where they are the only Indigenous person in the organization, or where their team is the only one with Indigenous staff working on Indigenous issues. This can create an isolating environment and unintentionally replicate colonial power dynamics, similar to those embedded in the Indian Act—where decision-making power and control over resources remain with a parent company or executive team, while the Indigenous team is left to do the work without real authority or influence. These structural harms are often perpetuated by senior management and boards, even without overt intention.
For Indigenous managers to succeed, there must be meaningful cultural supports in place that come from leadership at the highest levels. This includes not only policies and resources but also a genuine commitment to shifting power dynamics, creating pathways for Indigenous leadership throughout the organization, and ensuring that decision-making is shared, not centralized in non-Indigenous hands.
Additionally, organizations should be cautious about showcasing their “good work” in Indigenous communities while tokenizing the one team responsible for that work. In today’s climate of performative reconciliation, it’s common to see organizations publicly touting their allyship with Indigenous Peoples while simultaneously causing harm to the very Indigenous staff and communities they claim to support. True reconciliation requires more than optics—it demands accountability, internal reflection, and a commitment to structural change.
To support BIPOC staff, management, and board members by an organization needs systemic change. The focus should not be on “fixing” BIPOC individuals (or their communities) but on addressing the structures rooted in white supremacy. It is through self-reflection, accountability, and a willingness to challenge the status quo that meaningful transformation can occur within organizations.
This article was written by Eden Fineday, Publisher of Indiginews
