"I must say all you feminist types are very weak on class politics. You're well able to analyze the power relations between men and women in great detail, but you never seem to move on from that." –character in a Nuala O'Faolan novel

Racism. Sexism. But Classism? Unlike European countries with their centuries old aristocracies, America has an image of itself as a classless society. While often blind to the workings of class power and privilege, Americans are not exempt from their effects.

The triumph of Melanie Griffith's character in "Working Girl" was not simply that of the underdog besting the bully – but rather the underdog with a working class background triumphing over the sibilant tongued upper-middle class snob.

Stereotypes, however, rub both ways: the snob may not be rich and the rich person may not be a snob. Class and classism can blind even those most attuned to power relations in other arenas of society:

"I must say all you feminist types are very weak on class politics. You're well able to analyze the power relations between men and women in great detail, but you never seem to move on from that." The words, spoken by a character in a Nuala O'Faolan novel¹, could have been referring to diversity practitioners as well.

What is behind this seeming ability to address all forms of "isms" more thoroughly than that of classism?

Why the silence?

Classism may be uncomfortable for people to discuss for many reasons. Both feelings of guilt and classed-based shame can be conjured up. Guilt for privileges accorded to us if ours is a favored class position. Shame if we view ourselves from the imagined vantage point of those higher up on the class continuum.

By recognizing class and its workings, we also have to recognize our own role in the perpetuation of the system itself. How do we carry our privileges? Who might be hurt because of them? And how do we help our society face yet another "ism?"

Class segregation, while it exists in this society, is not total. We are just as likely to see "upper, middle, or lower" class people wearing jeans and walking through a grocery store. Whereas race and gender are more visible differences, class can be a bit harder to identify by sight alone.

But if we cannot identify a person's class by sight alone, how can classism exist?

Yet, it does. The very language we use to indicate class differences itself speaks of hierarchy and power differentials. Why else would we use the terms "lower, middle, and upper" to define class?

Checklist for addressing classism in the workplace

Classism also shows up in the workplace. Consider your own organization. From what class are most of your managers and executives? How about your janitorial staff? Who is treated with more respect? Who has more opportunities to gain income and power? How about access to education (consider educational assistance, time to attend courses, and training opportunities)? Does it vary by level?

College Recruitment

Most companies have a strategy for recruiting from colleges in addition to a more general recruitment process for filling vacant positions. Several class biases can affect the recruitment process, especially when the focus is on college recruiting.

Does your company focus exclusively on one type of college recruiting, such as recruiting only from Ivy League and private schools or only from state universities and colleges?

In designing recruitment strategies, seek a variety of sources that represent a broader range of socio-economic diversity. Limited recruitment channels reduce the candidate pool to one specific socio-economic group. Ivy League schools are financially beyond reach for many people, but that does not lessen these individuals' caliber as potential employees.

Does your company seek alternative recruitment channels for those who did not attend college but are qualified for various positions? Conversely, does your company consider college-educated people for jobs traditionally held by those who did not attend college?

Many talented potential employees may be overlooked if your organization holds a strong preference either for college-educated or for non-college-educated people. Instead, help hiring managers to look at the person's ability to do the job.

Are people who have traveled abroad given preference over those who have not?

Preference for those with international travel experience can be valid if the company does business internationally. In most cases, organizations that seek employees with international experience are looking for individuals who are adept at working in culturally diverse settings.

While travel is one way to gain that skill, it is far from the only, or the best, way to do so. The selection process is therefore more effective and less biased if interview questions seek to uncover intercultural proficiency, versus focusing solely on travel experience.

Are job candidates who participated in financially exclusive extra-curricular activities (i.e. crew, horseback riding) favored over those in other activities (i.e. part-time work, Girl or Boy Scouts)?

Organized extra-curricular activities can build teamwork, leadership, dedication, motivation and other valuable qualities, but they are not the only arenas in which these qualities can be acquired. Children whose families rely on them to help support the family through part-time jobs can also build these qualities.

Are those with extensive unpaid internships given preference over those with lots of paid work experience?

Internships, when handled properly by the company, can provide excellent training opportunities for students. However, it must be recognized that unpaid internships require a time investment that many people cannot afford.

Job expenses

Often, norms in the way we do business can be a financial burden to certain employees.

If the company requires uniforms or a dress code (such as suits, or khakis and golf shirts) for employees, is a financial subsidy provided to cover the cost?

Does the company ask employees to use their own laptops or their own automobiles?

Initial expenditures (such as new work clothes, computers, or even a car) that an employee must make before taking on a position (particularly if they have been out of the workforce for any length of time) can in fact prohibit people from becoming an employee.

Do positions involve business travel that requires employees to spend their own money upfront and be reimbursed later?

Even company credit cards may pose problems for people who have bad credit histories. However, there are many legitimate reasons why a person could wind up with a poor credit rating (such as divorce, for example).

Weekend and off-hours events

Are required team-building or training events scheduled during off-hours, such as weekends or nights for weekday employees? Or scheduled on weekdays for weekend or night-shift employees?

Does the company offer assistance for child or elder care when employees are required to attend events or work beyond their normal schedule?

Many employees take care of their aging parents or grandparents in the home because of personal or cultural values. In addition, professional elder care can be very expensive.

When the company requires time outside of normal working hours, many employees must struggle to find alternative means for their family care. Also, employees may hold more than one job.

Therefore, scheduling off-hour activities can make it difficult for these employees to juggle their commitments unless they are given plenty of advance notice.

Informal networks

Does the organization have formal events that require the employees to wear tuxedos and formal evening attire?

Do unwritten norms of interaction, such as who should sit where at a table, or how to interact with those of different levels, cause bias at these events? Are people looked down on if they don't know formal dining etiquette at a formal company gathering?

Many companies are now offering social etiquette training for their new employees who will meet with clients and the public. These classes could be offered to the entire company prior to a formal event. (Some companies even offer dance classes for employees if the event will involve dancing).

While many new members of the workforce may view these social norms as old-fashioned or unimportant, they do influence other employees' perception of the person.

Does much of your company networking take place at a private country club? This excludes many people from promotional and networking opportunities.

Jokes and slurs

Do employees use classist terms such as "trailer trash" or "rich b_ _ ch"? Even uttered as jokes, these are as offensive and as intolerable as racial slurs.

External communities

Do your company's charitable contributions include organizations that serve lower-income households?

A company's contributions should not benefit only those from a higher economic bracket (like a donation to a private university) but should also benefit lower economic brackets (like a donation to a community center in a low-income neighborhood).

Location

Is your company accessible via public transportation? If not, is transportation from major cities to the work site provided for employees who cannot afford an automobile?

Lack of transportation to a work site eliminates a tremendous number of people from employment potential.

Levelism

Does your company have different rules, or application of rules, for employees at higher levels in the organization? What perks are offered only at certain levels? Do certain employees use one restroom or dining facility while all the rest have to use another?

When coupled with any interaction that could be interpreted as indicative of a lack of mutual respect, perks such as executive dining rooms and vastly different restrooms can foster divisiveness. In image alone they are reminiscent of times when bathrooms were segregated along color lines. Segregation along class lines (or positions) is still bias.

Does the director of a division ever say "good morning" to the mailroom clerk? Does the manager of a unit say "good evening" to the cleaning crew? Do people only speak to, or know the names of, "important" people?

The leadership of the company can and should set an example by making sure that members of all levels of the organization are recognized. This practice reinforces the idea that all employees, regardless of their position, should be treated with dignity, and fosters a sense of humanity and decency in the workplace.

© 2002 The GilDeane Group • August 15, 2002, DiversityCentral.com.

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