In today’s workplaces, we often hear about the coexistence of multiple generations—each supposedly possessing unique traits, values, and work ethics. Yet, I want to express a potentially unpopular position by siding with the increasing body of academic research showing that these categories are, at best, oversimplifications—and at worst, stereotypical and discriminatory frameworks that reinforce division rather than foster understanding.

Inclusion initiatives are everywhere: mentorship programs, EDI committees, cultural heritage days. We notice more representation on websites, in panels, and within leadership development groups. These are genuine wins. But here’s the harsh truth: You can be included – and still feel, and be, 'othered.' What Is Othering? Othering happens when people are seen as different, inferior, or outside what is considered normal, a process that usually occurs subtly and unconsciously.

“We treat everyone the same here.” Does this phrase sound familiar? If so, I have another question for you: Is it familiar because you think your organization is successfully implementing those behaviours, or because you see how much the lack of awareness in your work environment reproduces daily discrimination and hampers innovation and belonging? Even if your organization can attract diverse talent through excellent job postings, biased systems will push them out or hold them back.