2. Equity Is the Floor, Not the Ceiling: Why Fairness Can Still Fail People

By Michele Manocchi

R&D Consultant | EDI Strategist | SDG + ESG Integration Advocate

Often, I encounter organizations that believe they are treating their workforce fairly by providing the same opportunities and rights to everyone.

When I suggest that this might not be sufficient, they often become upset, claiming they don’t see colour, treat everyone equally, and – my favourite – that no one has ever complained. 

Unfortunately, those companies are not acting fairly. In fact, their system is so rigid and unaware that prejudice, bias, and discrimination flourish without notice.

Let’s go over some definitions and their implications.

Equality involves giving everyone the same resources, services, or time during a weekly meeting, for example. To many, this description seems completely sufficient, but in reality, it is the worst way to perpetuate systemic disadvantages and exclude diverse individuals (which might actually be your goal!). Indeed, by providing everyone with the same, you ignore important historical, social, and personal differences that call for a more tailored approach. That is, only those who fit into the normative, mainstream group will feel comfortable with that amount of resources and the ways they are distributed because they are very similar to those who design and manage those resources.

So, you might want to consider adopting Equity, which involves allocating resources based on specific needs or barriers. Unfortunately, this alone is not enough because it emphasizes access, which is positive, but doesn’t necessarily account for the individual’s experience. In fact, it’s not sufficient to simply build a ramp for wheelchair users or translate your brochure into several languages if receptionists make negative comments about having to move chairs in the waiting room, or if the hiring committee finds excuses not to hire a newcomer because they don’t fit in…

So, too often, when companies discuss fairness, what they actually mean is sameness. But the two concepts clearly are not synonyms, now that I have laid them out.

What I often observe is that organizations want to show they are changing and adapting (performative approach = homepages with people from around the world), but they are not genuinely committed to allocating the necessary resources, building expertise, and making systemic changes.

This is because doing so would lead to a shift in the organization’s culture, require them to listen to others’ opinions and suggestions, and they fear losing their fit within the system. Consequently, they more or less consciously tend to hire people similar to those already successful within the organization, using this as a proxy for the likelihood that the new hires will nurture and uphold the current system.

So, what to do? Well, to start, let's say that we don't need a revolution.

I will never suggest that older people must leave, be quiet, or any other nonsense.

The solution is for everyone to work together, using their power and influence based on their roles and positions to create an environment where all people can feel they belong.

Indeed, equity is not the final goal. It’s the basic requirement for people to even have a chance at belonging.

Belonging requires ongoing culture-building, adapting, and dialogue—meaning conversations among people with different opinions and perspectives who are open to considering that the other’s perspective might add value and enhance their own understanding.

Equity is the minimum — the moral foundation that provides people with what they need to participate. However, you can have equity without building connection, dignity, and joy, and without fully involving people in decision-making processes.

Many EDI efforts concentrate on policies, audits, and targets — all crucial. But numbers alone don't automatically foster a strong culture. You may hire more women, racialized individuals, newcomers, and 2SLGBTQ+ talent — yet still experience high turnover, internalized pressure to conform, feelings of invisibility or tokenism, and disillusionment with EDI initiatives that seem superficial.

Without a shift in mindset, systems, and culture, equity can become merely cosmetic. And that undermines your entire strategy — especially to employees paying attention.

From Equity to Transformation

To shift from compliance to commitment, organizations should treat equity as a foundation rather than a final goal, see equity as relational and structural—not just procedural—and connect equity efforts to belonging outcomes (how are people actually feeling? Are they thriving or just surviving?).

This involves re-examining how equity is integrated into leadership development, team dynamics, conflict resolution, hiring and promotion processes, and customer and community engagement.

Let’s Talk

What does equity look like in your organization beyond hiring targets?

Have you ever experienced a workplace where equity was present on paper but not reflected in the culture?

What’s preventing your team from moving beyond fairness to genuinely foster belonging?

Comment below or message me directly — I’d love to hear how you’re managing this in your own role.

Book a free 30-minute meeting, and we can discuss your needs: https://calendly.com/info_michelemanocchi/30min.