Microaggressions in the Workplace: A Guide for Managers

Abstract

This paper provides guidance for organizations and individuals to combat the subtle yet impactful discrimination of microaggressions. Drawing from interdisciplinary sources, it integrates insights from organizational science and health psychology, with a focus on diversity, equity, and inclusion (DEI). Through a review of 69 sources, including empirical studies, government reports, and policy analyses, the paper identifies where microaggressions are likely to occur, why they matter to managers, and how they can be addressed in the workplace. Practical, evidence-based strategies are offered to help reshape perceptions, reduce discriminatory behaviors, and create more equitable opportunities, ultimately fostering greater satisfaction and enabling diverse workplaces to reach their full potential. The findings emphasize the importance of mindful management and actionable DEI practices that drive meaningful change in workplace culture. By providing tools to recognize and respond to microaggressions, this paper contributes to broader efforts to reduce inequities and enhance the work environment, ensuring employees can thrive, regardless of their subgroup identities.

1. Introduction

The current emphasis on diversity, equity, and inclusion (DEI) necessitates significant changes in organizational operations, particularly in workplace learning. DEI is integral to any organization’s mission, as a diverse workforce fosters innovative problem-solving and enhances overall functionality [1]. Accordingly, 98% of U.S. companies incorporate diversity training into their programs [2]. However, despite these efforts, there were 81,055 workplace discrimination charges in the U.S. in 2023, marking a 50% rise in lawsuits from the previous year [3]. These issues include retaliation, disability, race, and age discrimination.

A growing concern is the rise of microaggressions—subtle, often unconscious acts of degradation [4,5]. Microaggressions both inside and outside of the workplace directly target individuals from marginalized backgrounds (e.g., based on one’s race, gender, sexuality, ability, etc.). Microaggressions contribute to hostile work environments, hinder DEI progress, and lead to higher turnover and dissatisfaction [6]. A meta-analysis highlighted the fact that various forms of microaggressions (e.g., racial, LGBTQ, health status) correlate with negative adjustment issues [7].

Microaggressions are foundational in existing DEI challenges. For instance, only 1% of Fortune 500 CEOs are Black, despite Black individuals constituting 13.4% of the U.S. population [8]. Racial and ethnic minorities, making up 38% of the U.S. population, occupy less than 12% of leadership positions [9]. This disparity is further exacerbated by turnover, which is often driven by microaggressions in the workplace. Microaggressions can create an unwelcoming work environment, leading to feelings of alienation, job dissatisfaction, and burnout [10]. Employees who experience microaggressions often report higher stress levels and reduced engagement, which can contribute to higher turnover rates [11]. As a result, racial and ethnic minorities may experience greater challenges in maintaining long-term employment and advancing into leadership roles [12]. These factors collectively limit their opportunities for professional growth and representation in leadership positions. A structural example is the “green ceiling” in environmental institutions, where the proportion of minoritized staff has stagnated at 12–16% and men hold 70% of leadership roles; additionally, within this sector, we observe pay discrepancies a lack of representation and accessibility to the industry, which create a systematic challenge for people of color and women [9]. Despite companies investing around $90 billion in DEI training [13], systemic barriers persist for marginalized communities. Improving DEI initiatives in the workplace requires acknowledging minority voices and addressing microaggressions. Recent studies offer insights into the experiences of Black employees and propose resourceful measures to mitigate microaggressions [14]. Some strategies for enhancing DEI include recognizing one’s privilege and understanding the impact of microaggressions on organizational culture [15]. Leaders must educate themselves on these issues to create inclusive workplaces where underrepresented groups feel valued.

With this in mind, we reviewed the literature on microaggressions to specifically call out where they may occur, why individuals should care, and how to counter them in the workplace. This review primarily examines workplace microaggressions within the United States. The geographic focus is intentional, as labor laws, diversity initiatives, and workplace discrimination policies in the U.S. differ from those in other countries. As such, only U.S.-based studies and data sources were considered in the literature selection process. This guidance is given with the goal of enabling organizations to build more DEI-friendly environments, including folks from different backgrounds across multiple levels within their organization.

2. Microaggressions Defined

Although many organizations demonstrate a need for significant help incorporating diversity, microaggressions are an issue present in all workplaces, even those with a more forward-thinking mission. Microaggressions can be defined as statements, actions, or incidents regarded as instances of indirect, subtle, or unintentional discrimination against members of a marginalized group, such as a racial or ethnic minority [10]. These microaggressions can come in three types of verbal or physical expression: microassault, microinsult, and microinvalidation [10]. A microassault is an explicit form of attack on an individual that may include derogatory comments and avoidant behavior. Although this form is less common, it is deeply impactful and often done with a deliberate intent to cause harm (e.g., ignoring customers that do not look like you). Microinsults are more subtle forms that include aggressive or rude comments. This is usually unintentional (e.g., Wow, you have a Ph.D.?). Finally, microinvalidations are actions that negate the feelings of non-White individuals, making them feel irrelevant or invisible. This excludes and nullifies individuals’ experiences (e.g., I don’t see color). Furthermore, it was found that when someone performs a microaggression, it can be detrimental to the development of the therapeutic alliance between the people [10]. Though the person who performs the offensive act may oftentimes not notice that they are hurting others, microaggressions in the workplace can still cause major tensions among coworkers. Although often done unknowingly, these are acts that must be acknowledged as unacceptable by any person in a position of managerial power at a workplace to help foster a healthier climate for all employees involved. Social scientists contend that, over several decades, overt manifestations of racism—such as racial epithets, hate crimes, physical attacks, and explicit discriminatory actions—have evolved into a more modern and insidious form [15]. Bigotry frequently conceals itself inside our cultural assumptions, beliefs, values, institutional policies, behaviors, and the profound depths of our own psyches. Microaggressions hold an underlying meaning that may leave a minority member feeling invalidated and offended. For example, an employee telling their coworker of color “you are so articulate” works as a way of signaling that the employee was not expecting their coworker to speak English with such ease. This could become very problematic, resulting in the employee thinking that they are not considered to be as articulate as others because of their skin color or ethnic background. This type of discrimination destroys interpersonal connections in the workplace and excludes voices that should be heard and included in important discussions—which, in turn, harms organizational performance and health.

3. Examples of Microaggressions Across Diverse Racial and Ethnic Groups

There are various forms of microaggressions that can be conveyed to divergent ethnic groups in different ways, each having a unique impact. To begin, microaggressions toward Black folk in the workplace are a commonly reported issue. For example, stating that “All lives matter” is a microaggression that dismisses the urgency of police brutality against these individuals. Research finds that these acts toward Black people can cause significant psychological damage [16]. Relatedly, microaggressions can be harmful because they reinforce the questioning of identity and belonging that a person of color might feel. It reinforces feelings of isolation, disrespect, and anxiety [17]. This can often lead to people feeling powerless and invisible while also questioning and invalidating their identity. This does not foster an inclusive environment for people of all races inside an organization.

Secondly, microaggressions toward Asian Americans may affect those individuals differently from Black individuals. Evidence was found that microaggressions toward Asian Americans can be significantly different from those of other minority groups [10]. For example, those authors described a scenario in which an Asian employee found that the majority of her co-workers would bring math problems to her to solve. This became problematic, as it contributes to the model minority myth and assumes being good at math as a part of her culture or experience. In addition, caricatures that depict Asians with exaggerated slanted eyes are concerning because this suggest s that Asian individuals all look the same, therefore ignoring their individuality as people. These types of stereotypes have become embedded in American culture which, in turn, work to feed into these types of microaggressions from colleagues in the workplace. It was found that eight major themes were present in the microaggressions that are common toward Asian Americans: being an alien in their own land, the ascription of intelligence, exoticization of Asian women, invalidation of interethnic differences, denial of racial reality, pathologizing cultural values/communication styles, second class citizenship, and invisibility [10]. None of these concepts are productive in terms of advancing diversity in the workplace. Comments like these that directly target a person relating to their identity need to be addressed to move forward in fostering a more welcoming climate for diversity in the workplace.

Next, microaggressions towards Latinx people can have more complicated meanings as well. A study that focused on the impact of microaggressions on the Latinx community at universities showed that microaggressions cause negative feelings in the group, but also, when supported by their community, they may be able to empower themselves to fight back against the forms of discrimination that they may be facing [18]. The troubling issue here is that they should never be put in a position in which they need to defend themselves because of their identity in the first place. In addition, different members of the Latinx community are faced with different types of microaggressions as well. Women often experience harassment in the workplace, whereas Dominican people are often exoticized, and Puerto Ricans report feeling like criminals or less important citizens [19]. For example, asking someone, “Is it dangerous when you go home” or “is English your first language” could potentially be harmful. In environments where Latinx individuals are asked these questions in a way that otherizes them or assumes they do not belong, such as in workplace or academic settings, the questions can feel invalidating or disrespectful. The first example makes the assumption that the receiver’s concept of home is outside of the United States and assumes that Latin American countries might be more dangerous than others, while also presuming that they are not a U.S. citizen. Secondly, commenting on their English is harmful because it signals that because of the way they look, people did not expect them to be from the United States. In addition to this, it could also be a way of signaling that because of the accent one carries or the dialect that they use, it is assumed that they did not learn to speak English early on in their lives [20]. Meanwhile, it is more likely for younger Latinx individuals to experience microinvalidations in their everyday lives [19]. This, in turn, plays into divisive stereotypes that result in an unhealthy and unsafe work environment. Accordingly, a recent meta-analysis showed the many negative consequences on physical and mental health due to microaggressions in the Latinx community [21].

It is important to note that microaggressions can occur in different forms and can be about various topics. Table 1 summarizes some of these comments and their respective impact. Though they have often been studied in the race and cultural sphere, they are also known to occur in the form of gender stereotypes [22]. Women can be the target of sexist and derogatory comments and were found to detect and be more negatively impacted by subtle comments or actions. An example of a sexist remark could be, “A woman shouldn’t have that position”, “She belongs at home in the kitchen”, or “She’s so emotional”. These specifically were predicted to lead to negative work outcomes [23]. Male counterparts also are vulnerable to experience microaggressions in the workplace. Despite being less frequent, microaggressions can be greatly detrimental to males who frequently face significant pressure to maintain a specific standard of “machismo”. For example, displaying Playboy bunny images in a male colleague’s office can be considered a microassault, reflecting individual manifestations of broader environmental macroaggressions [15]. Although we can argue that women are more susceptible to these types of gender discriminations, they can still happen to anyone and are something that employers should ensure that they are aware of. Such forms of gender microaggressions can undermine an individual’s contributions, sexualize them, trivialize their achievements, and restrict their efficacy in social, educational, and professional contexts.

These examples have been broadened to sixteen others: not being a true citizen; racial categorization and sameness; assumptions about intelligence; competence, or status; false color blindness/invalidating racial or ethnic identity; criminality or dangerousness; denial of individual racism; myth of meritocracy/race is irrelevant for success; pathologizing minority culture or appearance; second-class citizen/ignored and invisible; tokenism; connecting via stereotypes; exoticization and eroticization; avoidance and distancing; environmental exclusion; and environmental attacks [24]. Increasing awareness of microaggressions and training individuals to recognize their behaviors and understand their impact on others is essential [23]. The differences between how microaggressions impact different races and ethnicities are important to acknowledge in efforts to move forward and understand the complex meaning behind derogatory comments like the ones listed in the table below.

Table 1. Examples of Microaggressions.

Comment	Impact
When I see you, I don’t see color.	Signaling that the person does not acknowledge the color of your skin or will not hold it against you (adapted from [25]).
I’m not racist. I have a Black friend.	Implying that one cannot engage in discriminatory behavior against Black people if they have friends who are Black [26].
You don’t sound Black.	Implying that the person was not expecting such intelligence from a Black person [26].
Is that your natural hair?	Proving that women of color experience bias and discrimination in the workplace because of their hair ([27].
Don’t blame me. I never owned slaves.	Signaling that the individual is oblivious to the benefits they receive from discrimination and implying that the individual believes discrimination ended with slavery [26].
Where are you REALLY from?	Signaling that you do not look American and implying that you are an alien in your own land [25].
All lives matter.	Signaling that dismissing the urgency needed to address police brutality against the Black community [25].
Anyone can succeed if they work hard enough.	Signaling that systemic oppressions do not really hold people back [25].
Watching a person of color in a store and suspecting them of theft	Implying that all people of color are thieves and cannot be trusted while also signaling discriminatory behavior towards people of color (adapted from [28]).
Someone rolling his or her eyes when a Black employee is talking	Signaling that he or she feels that the Black employee has nothing helpful to say and is wasting time by talking [29].
White privilege doesn’t exist.	Signaling that white people are not aware of the benefits society gives them on a day to day basis. Some are as simple as not having to worry about your hairstyle preventing you from getting a job [26].
Referring to a racial group as “you people”	Isolating a racial group from the rest of the employees in the workplace, making them feel like they do not belong [29].

Table 1. Examples of Microaggressions.

Comment	Impact
When I see you, I don’t see color.	Signaling that the person does not acknowledge the color of your skin or will not hold it against you (adapted from [25]).
I’m not racist. I have a Black friend.	Implying that one cannot engage in discriminatory behavior against Black people if they have friends who are Black [26].
You don’t sound Black.	Implying that the person was not expecting such intelligence from a Black person [26].
Is that your natural hair?	Proving that women of color experience bias and discrimination in the workplace because of their hair ([27].
Don’t blame me. I never owned slaves.	Signaling that the individual is oblivious to the benefits they receive from discrimination and implying that the individual believes discrimination ended with slavery [26].
Where are you REALLY from?	Signaling that you do not look American and implying that you are an alien in your own land [25].
All lives matter.	Signaling that dismissing the urgency needed to address police brutality against the Black community [25].
Anyone can succeed if they work hard enough.	Signaling that systemic oppressions do not really hold people back [25].
Watching a person of color in a store and suspecting them of theft	Implying that all people of color are thieves and cannot be trusted while also signaling discriminatory behavior towards people of color (adapted from [28]).
Someone rolling his or her eyes when a Black employee is talking	Signaling that he or she feels that the Black employee has nothing helpful to say and is wasting time by talking [29].
White privilege doesn’t exist.	Signaling that white people are not aware of the benefits society gives them on a day to day basis. Some are as simple as not having to worry about your hairstyle preventing you from getting a job [26].
Referring to a racial group as “you people”	Isolating a racial group from the rest of the employees in the workplace, making them feel like they do not belong [29].

4. Recruitment, Readiness, and Retention

While microaggressions are particularly harmful to individuals in the workplace, they also contribute to creating an overall negative organizational culture that exacerbates pre-existing issues of diversity. Many issues have caused this lack of diversity to persist, including organizational practices related to the 3 R’s: recruitment, readiness, and retention.

Table 2. Description of recruitment, retention, and readiness and how they are impacted by diversity.

HR Practice	Example of Biases
Recruitment	Processes can be biased in nature and automatically negatively impact disadvantaged groups who do not have the resources to prepare in the way that is ideal [30]. Companies may be biased in the way they reach out and recruit individuals, which can be the first step to change.
Readiness	Addresses the training and consultation that individuals have had both before and as they start a job. If a minority or disadvantaged individual gets hired, they may not have had access to the necessary tools to prepare them to start the job. In addition, readiness to accept organizational change and a switch to a focus on diversity can be a challenge [31].
Retention	Focuses on the turnover of a company. Oftentimes, if an organization is adjusting to hiring new employees, they may not have the support or systems in place to keep the people they hired. Historically, there are often higher turnover rates for minority groups—in 2021, turnover for racial minorities was approximately 25% higher than for whites [32].

summarizes how some of these biases may emerge within each one of these human resource practices.

Recruitment is particularly important for diversity initiatives because of the impact that it has on the culture and employees of an organization. The recruitment process can be biased and negatively impact disadvantaged groups who have not been provided access to resources that would prepare them in the way that makes them ideal candidates [30]. For instance, marketing materials that exclude or overlook disadvantaged groups can be a form of a microaggression. In this case, the concern is about how these materials may inadvertently exclude disadvantaged groups or make implicit assumptions about certain candidates. For instance, if an advertisement assumes that all candidates for a job fit a particular profile (e.g., able-bodied, from a certain socioeconomic background, or culturally homogenous), it could unintentionally marginalize others, even if that was not the intent. Because of this, companies and organizations must be particularly careful with how they market and whom they market to, as a way to avoid implicit assumptions they might be making about candidates.

Readiness refers to the training and support individuals receive before and as they begin a new job. For minority or disadvantaged individuals, there may be gaps in access to the necessary resources and training that would adequately prepare them for success. Additionally, organizational readiness for change—particularly the shift toward a stronger focus on diversity—can present challenges [31]. It is the company’s responsibility to provide comprehensive training, relevant information, and an adequate adjustment period to ensure that all new employees, regardless of background, feel supported and able to thrive in the workplace. It is not fair for employers to assume that everyone is starting from the same baseline, so extra care should be taken during training and onboarding to make sure that every individual feels included and welcomed into the company. In addition to providing new employees with the proper tools that will allow for equal opportunities in the workplace, employers must also provide equity or diversity training to educate employees about microaggressions and how to recognize as well as reflect on biases to avoid committing them [33].

Retention looks at the turnover of a company. Oftentimes, if an organization is adjusting to hiring new employees, they may not have the support or systems in place to keep the people they hired. Historically speaking, there are often higher turnover rates for minority groups. This trend has remained consistent; the rate of voluntary turnover for racial minorities is over 25% higher than the rate for White employees as of 2021 [32]. This depicts the importance of organizational culture and ongoing support for disadvantaged groups. If people feel threatened or discriminated against, e.g., through experiencing microaggressions, then they are more likely to leave the organization [6]. Therefore, those in leadership positions must do their best to provide support and resources for all employees to make sure they are supported in their jobs. Retention issues relating to DEI in the workplace have not been effectively addressed. While efforts have focused on recruiting and hiring diverse employees, there is often less emphasis on creating an environment that supports their long-term success and retention [9]. It is one thing to recruit and train a diverse group of employees to work at an organization, but creating a culture where they feel supported can be much more challenging to achieve. Once an organization can successfully hire diverse employees, it is their job to develop strategies and support mechanisms to enable those employees to thrive and share ideas. Furthermore, employers have the ability to change the narrative around microaggressions along with setting expectations for how they expect their employees to behave and treat their coworkers, regardless of their cultural or racial background [34]. Micro-interventions are intentional actions aimed at addressing and mitigating the effects of both individual microaggressions and broader societal or institutional discrimination (macroaggressions). Micro-interventions are defined as everyday actions—whether verbal or non-verbal—that serve to validate the worth of those targeted by bias, reduce their sense of helplessness, and actively challenge or interrupt biased behaviors or situations [15]. These interventions can be carried out by targets of microaggressions, allies, bystanders, or others in a position to support and disrupt harmful patterns. Through micro-interventions, individuals can make microaggressions more visible, disarm them, educate those committing such microaggressions, and find support [35]. These expectations will encourage employees to view microaggressions differently and provide them with tools to properly identify and address microaggressions in the workplace.

5. Why Should Individuals Be Invested in Reducing Microaggressions

Microaggressions in the workplace can be extremely harmful to an individual’s self-esteem, as well as overall productivity, as they can lead to feelings of rejection and undermine confidence. Structural oppression is a means of dehumanization; microaggressions lead to a sense of rejection. In a meta-analysis, it was found that rejection frustrates basic psychological needs [36]. With a direct connection to these fundamental psychological needs, we can see how microaggressions pose as acts of dehumanization. This can lead to antisocial responding behaviors by those facing microaggressions, which, in turn, can impact their work outcomes. In addition, microaggressions from White counterparts can contribute to increased stress and lowered self-esteem among Asian Americans [37]. Oftentimes, people of color can be subjected to pathological stereotypes about other ethnic groups—while they also may hold negative views of the group that they personally identify with—which can affect their ethnic identity development [38]. Microaggressions can increase stress, depression, reduced self-efficacy, and cause other issues [39]. It was discovered that racial microaggressions negatively predict lower self-esteem and can be particularly harmful within an educational or workplace environment [40].

When employees feel targeted or discriminated against, it can lead to less successful work outcomes. Microaggressions can cause talented people to lose motivation, stop applying for jobs or promotions, and can lead to turnover, costing the organization more money. Microaggressions have been likened to a “death by a thousand cuts”. The build-up can be detrimental as negative connotations and subliminal messages continue to be reinforced [41]. This shows the level of intensity that microaggressions can contribute to decreasing motivation in even the most talented workers. People who experience incivility (e.g., disrespect, condescension, degradation) in the workplace have negative impacts on job satisfaction, job withdrawal, and career success [42]. In turn, with job dissatisfaction, there can be higher turnover rates for organizations, costing them more money to train and onboard new employees [43]. Thus, a strong relationship between managers and their staff is integral in achieving maximum productivity and attaining the company’s goals. The trust that these healthy manager–worker relationships cultivate can maintain employees’ likeliness to stay committed to their work and reduce voluntary turnovers. This can be attained through intervention programs, where training is formatted to help the participants identify and address discrimination as well as build multicultural awareness [44]. Such interventions take place over several days: on the first-day, the term microaggression is defined; on the second day, strategies to address these microaggressions are discussed, and participants are encouraged to share their personal experiences with microaggressions within the workplace; finally, participants complete a written action plan that explains their commitment to becoming more self-aware of microaggressions and fostering a more supportive work environment [44]. Using this training, managers can foster a more positive work environment and build a stronger relationship with their employees—those who are racially diverse in particular—to encourage work motivation and increase business productivity and profits. When such interventions are successful, companies are more motivated to initiate and support efforts that prioritize diversity [44]. Therefore, prioritizing a work environment that values respect, inclusivity, and care for individuals supports the well-being of employees and reflects an organizational commitment to fostering a culture of respect and mutual support. Thus, framing the interest in the environment and treating others properly are parts of it, as others have properly displayed their core values with some extent of care for people and the organization.

Microaggressions in Virtual and Hybrid Work Environments

As workplaces evolve to accommodate remote and hybrid models, it is crucial to recognize that microaggressions persist in these digital settings. The challenges posed by virtual interactions add a new dimension to workplace biases, requiring organizations to adapt their diversity, equity, and inclusion efforts accordingly. Understanding how these biases manifest in remote settings is a necessary step before exploring strategies to combat microaggressions more broadly.

Although some researchers suggest that virtual settings can decrease some surface-level biases by making differences less salient [45], the absence of in-person interactions does not eliminate workplace biases but instead alters their expression, creating new avenues for exclusion and discrimination [46]. Microaggressions in virtual settings often take subtle forms. Employees from marginalized backgrounds may be excluded from informal virtual conversations, limiting access to key information and networking opportunities. Virtual meetings can reinforce workplace marginalization, as certain voices—particularly those of women and racial minorities—are more frequently disregarded or spoken over. Bias in digital communication is another concern, with tone-policing in emails or chat messages disproportionately labeling women and people of color as “aggressive” or “unprofessional”. Additionally, remote employees from underrepresented backgrounds often struggle with visibility, affecting recognition and career advancement [46]. Research has shown that gender inequality in remote work structures exacerbates these challenges, as women often face increased household responsibilities while being overlooked for leadership roles in virtual settings [47]. Furthermore, the nature of remote work can create ambiguity anonymity and decreased accountability, leading to an increase in negative workplace behaviors, including microaggressions, as employees may feel less observed or regulated in virtual settings [48]. Studies on video conferencing have demonstrated how virtual platforms can consolidate control among dominant groups, exacerbating workplace biases and reinforcing existing hierarchies [48]. Additionally, research highlights that hybrid work models must be deliberately structured to align with diversity, equity, and inclusion strategies to prevent reinforcing existing workplace inequities [49].

The shift to digital workspaces can amplify microaggressions due to the absence of physical cues. Without in-person interactions, biases influence whom employees choose to engage with, leading to workplace silos. The anonymity of virtual communication may also embolden individuals to make dismissive or exclusionary remarks. The cumulative effect of these digital microaggressions—such as being consistently overlooked in meetings—can lead to frustration, disengagement, and burnout, negatively impacting employee well-being and productivity.

To mitigate these issues, organizations must implement intentional strategies to foster inclusion and equity. Structured virtual meetings that encourage turn-taking and active facilitation can help ensure all voices are heard. Digital communication training has proven effective in raising awareness of biases in written and verbal interactions. Proactive leadership is essential in remote settings, with managers conducting regular check-ins to ensure employees feel valued and included. Organizations should also establish confidential reporting mechanisms for virtual microaggressions and adopt equitable policies to prevent “proximity bias”, ensuring that remote employees have equal career advancement opportunities as their in-office counterparts [50].

As organizations adapt to evolving work environments, addressing digital microaggressions is both an ethical and strategic necessity. Recognizing these biases and implementing proactive solutions can create an inclusive workplace where all employees, regardless of location, feel valued and supported.

6. How to Fight Microaggressions in the Workplace

Microaggressions have a very negative impact on the workplace, and many organizations are beginning to acknowledge the impact that they pose. As a result, there is a growing body of research focused on transforming organizational culture to mitigate these effects and foster a more inclusive environment. Fostering an inclusive and accepting workplace can be achieved through various approaches, with micro-interventions and corresponding steps identified as an effective option [35]. To begin, we must start by acknowledging the negative impacts listed above and recognize them as discriminatory acts in the workplace. Many people do not even realize that they may be saying something offensive, given that microaggressions are often characterized as subtle and have complex meanings [25]. We can combat this by acknowledging how such statements are unacceptable—particularly in a work context—and understanding their impact on people of color in such settings.

Upper-level management must emphasize their commitment to diversity and inclusion by blatantly stating that they will not tolerate racism in the workplace [51]. Although small, acts like these are still considered racist acts. When leaders commit to prioritizing diversity and inclusion, particularly through diversity training, a safer and more inclusive company culture can be established. Taking specific steps—from the individual to the organizational level—can help combat negative cultural dynamics (see

Table 3. Ways to address microaggressions when they occur.

Action	Description
Send a Link	When you experience a microaggression, it may be hard to confront the person in a virtual format, so when this happens, it can be helpful to send a link or explanation regarding the comment. Someone may not recognize the problem with a comment, so sending a link to define what microaggressions are can be a way to address the issue without starting a major conflict.
Know when to step away	Knowing when to step away from the computer is important. In a virtual format, it can be easy to get too involved, so knowing when to take a step back and try to put any comments out of your mind is an important skill to build on.
Support from others	If you are the target of a microaggression or notice someone else being targeted, it can be useful to gather support from others to identify the issues with the comment and address the problem with the person committing the aggression.
Self-care	Self-care in a virtual format is more important than ever, especially after the Covid-19 pandemic, so work–life balance is vital to a healthy work environment. This comes with stepping away from the computer and recognizing when you must take care of yourself and your needs.

for a summary).

7. Micro-Interventions: Individual Level

When an individual witnesses a microaggression toward someone else, they have three options: to not respond, to respond immediately, or to respond later. That being said, an individual’s choice in this situation is often reliant on their past experiences with microaggressions. For example, many people have been the target of racist comments or actions for the majority of their lives, which could possibly make addressing the problem directly taxing and uncomfortable [25]. One option is for the individual to directly respond to the threat [25]. Whether responding immediately or later, individuals can use micro-interventions to diffuse the situation and address the concerning behavior. Strategies such as asking for clarification, separating intent from impact, and sharing personal feelings can help address the situation [52]. By employing these strategies, individuals can recognize the moment that a microaggression is evident and immediately put a stop to it. Empowering employees to speak up and confront these issues is imperative in cultivating an overall healthy work environment for all parties involved. This can be addressed in both training and presentations on a company-wide level.

Another option is to encourage active bystanders. While many organizations focus on after-the-fact policies and methods for reporting microaggressions, they often overlook that individuals who experience microaggressions may not feel comfortable addressing them, whether directly or indirectly [53]. These authors highlight how bystanders—typically non-targets, from privileged social identity groups—are often better positioned to counteract biases. This is because they can often deliver messages more persuasively than the targets of microaggressions themselves. Thus, by encouraging bystanders to actively speak up and prevent further microaggressions, they can not only alleviate some of the burdens that targets face but also help maintain a sense of community, support, and inclusivity within the workplace.

Active bystanders within the workplace can be encouraged through bystander training that focuses on three key interconnected processes: integrating bystander work in a broader change initiative, fostering support for this change, and engaging members of the organizational community in the implementation of the bystander work [53]. In today’s climate, where virtuality continues to become more and more accepted, companies must recognize that discrimination and microaggressions can still take place via the computer. This is very relevant due to the prevalence of the virtual formats that many companies have begun to implement within their everyday structure. Some suggestions to combat this are shown in Table 3, which discusses ways to address microaggressions when they occur online or in person [19].

7.1. Micro-Affirmations

Another way to help combat microaggressions in the workplace is to encourage micro-affirmations of staff members. Micro-affirmations are small acts that may go unseen or are unnoticeable but help to support others and show that they hope individuals will succeed. Micro-affirmations can be broken into three categories that explain how individuals can make others feel more included and validated in their everyday lives: recognizing and validating experiences, active listening, and affirming emotional reactions [54]. Examples of micro-affirmations include phrases like “I see you’re making progress in this area”, and “I notice that you’re interested in _____. Have you considered participating in ___ (opportunity/program/organization)?” [54].

Micro-affirmations like these help people feel more comfortable, welcome, visible, and capable of performing the work needed to be successful [55]. They act as simple affirmations to someone who may already feel insecure about their place and the role that they play. Coming from superiors, this can be an even more validating response. Along with these micro inclusions, other things, such as inviting someone to chat or inviting them to dinner, can also be productive. Though this does not make up for microaggressions, it is a way to help contribute to resolving the negative mindset of the employees in the office that stem from the microaggressions that they face. Micro-affirmations may help counteract the harmful effects of microinequities, particularly in terms of their impact on individuals’ psychological well-being. Micro-affirmations “offer comfort and support to those experiencing distress” (p. 46) [56]. Simple comments like these help to create a community of support and openness for all employees.

7.2. When You Are the Microaggressor

Finally, individuals must recognize when they have committed a microaggression themselves. Most people make comments without noticing that they may be offensive. This is where everyone must take on the responsibility of educating themselves to understand the complex meanings that can exist behind a statement that they may see as harmless. Whenever you notice that you may have said or done something questionable, you must own up to it and immediately apologize. It is important to be able to not only recognize harmful statements that you have said but also to subsequently correct the harmful language [57]. Once you accept your own experiences and mistakes with committing microaggressions, you can learn from them and use these experiences to teach others about microaggressions and their impact. Educating yourself and others can help diminish their occurrence.

Upper management can be particularly helpful in this journey to education, where they have an active duty to not only educate themselves and others but to also set a standard for their workplace dynamics [19]. Specifically, managers must encourage their subordinates to engage in strategic training that will address how to identify and rectify microaggressions in the workplace [58]. Although diversity training has proven to be successful in the past, employees must voluntarily feel a need to participate in said training to ensure its successfulness [33]. If employees are forced to participate in equity or diversity training, some may develop biases from lacking the option to decide whether or not they want to take part in it [33]. This could potentially exacerbate divisions between those affected by microaggressions and the offenders. In addition, it is crucial to diversify the approach to training within an organization. A more comprehensive and in-depth diversity and inclusion program can create opportunities for overlooked individuals to showcase their talents and succeed within the organization [59]. Another way to educate each other and facilitate an inclusive working environment is for employees to hold employers, as well as fellow employees, accountable [33]. Research states that both employers and employees play roles in developing an anti-racist organization, but it is critical for employers, or leaders, to lead by example for their subordinates [33]. If leaders take diversity training seriously and embrace change with open arms, their subordinates will follow their lead, decreasing the chances of microaggressions occurring in the workplace [33].

8. Micro-Interventions: Organizational Level

This is not to say that the burden should only fall on the individual. Organizations—particularly in more historically marginalizing institutions—must also work to break systemic barriers. Many DEI initiatives can help in fostering an appropriate climate and providing further support to employees to avoid, mitigate, and become allies when microaggressions happen.

8.1. Foster the Appropriate Climate

Diversity issues regarding conflict, the mistreatment of others, and HR-related problems often arise in a climate that does not support or empower minorities. However, there are ways to build a community for disadvantaged individuals and encourage them to share their voices and ideas in a collaborative environment. The following techniques are suggested to empower minority individuals in the workplace [9]. Mentoring programs have proven to be successful initiatives at many environmental agencies. They have helped with social isolation and anxiety among women and minorities [60]. Instituting a formal mentorship program that connects employees across levels, genders, and ethnicities is a productive way to encourage a supportive and inclusive work environment.

Tracking and transparency have also been shown to help display commitment and success. Detailed plans and steps must be developed and put into action to create change. With this, the goals and steps being taken should be accessible and obvious to everyone within the organization. Additionally, organizations need to be held accountable for their actions and the role that they play in discriminatory behavior. Benchmarks need to be obvious and tracked so that people and diversity committees can be held accountable for following through on their initiatives.

Employers should provide resources to everyone in the office to help prevent microaggressions. Said resources should be made available across the board for minority groups to feel supported and listened to, with clear channels of communication and openness for the diverse population. The organization must be completely committed to altering organizational culture to show their employees that they are implementing real efforts to help foster these beneficial changes. They can show such commitment through leadership by taking active steps toward improving organizational culture. Leaders, by virtue of their elevated status relative to employees who may engage in microaggressions, are uniquely positioned to set behavioral norms. When leaders not only refrain from committing microaggressions but also actively address such behaviors when they occur, they model inclusive conduct for their subordinates. This, in turn, fosters a culture in which microaggressions are less likely to occur, as employees are more inclined to emulate positive examples set by their leaders [26].

8.2. Diversity and Inclusion Training

Diversity and inclusion training is more important now than ever. It has proven to be successful in reducing implicit racial bias, increasing cultural competence, and increasing communication and teamwork—factors that can help to address microaggressions. Diversity training should include components to inform individuals about microaggressions, how they work, and how to stop them. This type of training has been shown to have lasting impacts on cognitive learning [61]. However, it does not automatically lead to these benefits, as some organizations have faced a backlash as a result of such interventions (e.g., [62]). Researchers found that what the training entails and the support it receives from the organization as a whole is more important than where and how the training is conducted [61]. A roadmap for successful diversity training includes preparation and post-training steps designed to support effective implementation [63]. It is important to highlight the connection between the role of leadership commitment and the positive impact of this work, as employees will more directly see the organizational support at hand. If diversity training is supported by an organization, the leaders of that organization can use this training to help its employees realize the effects of microaggressions and change how perpetrators view them [34]. Consequently, DEI initiatives should provide employees with tools to identify and aid in repairing the damage from some of the common microaggression acts that occur in the workplace.

To summarize,

Table 4. Key steps to reducing microaggressions.

Key Steps	Description
Individual Level
Use micro-affirmations	Encourage staff members to use micro-affirmations to combat microaggressions
Know how to respond to a microaggression	Know some responses that you can say when faced with a microaggression (see Table 3)
Know how to address microaggressions	Know how to mitigate the negative effects of microaggressions when they occur: send a link, know when to step away, support from others, and self-care
Organizational Level
Recruit, Readiness, and Retention	Focus on these three topics with a commitment to making sure each individual feels supported and included (see Table 2)
Educate your employees	Diversity and inclusion training, mentoring programs, manuals, handbooks, how to deal with microaggressions, along with diversity programs for minorities
Show commitment to stopping microaggressions	Create an inclusive culture that prevents people from getting away with negative remarks
Mentoring/Diversity Program	Facilitate and participate in a formal mentorship program to connect employees and encourage a supportive and inclusive work environment.

, which can be seen below, provides the steps needed to reduce these microaggressions on both individual and organizational levels. This is an ongoing effort from employees and employers across industries to reduce discrimination and foster a culture of inclusion, ensuring a more diverse workforce not only at lower levels but also among decision-makers.

9. Implementation Challenges in Addressing Workplace Microaggressions

While numerous strategies exist to combat microaggressions in the workplace, organizations often encounter significant barriers when attempting to implement such measures. These challenges can be categorized into three primary areas: employee resistance, resource constraints, and leadership commitment.

9.1. Employee Resistance

Despite the potential benefits of diversity training, organizations often face significant resistance from employees. Some individuals may perceive these initiatives as performative or punitive rather than educational, leading to disengagement. Studies have shown that voluntary training programs tend to be more effective than mandatory ones, as employees are more likely to internalize inclusive behaviors when they opt in [64]. To address this, organizations should focus on creating an inclusive dialogue around the purpose of DEI training and emphasize its benefits for all employees.

9.2. Resource Constraints

Another key challenge is the allocation of resources. Many small to mid-sized organizations lack the financial or administrative capacity to implement large-scale diversity programs. To mitigate these constraints, companies can explore cost-effective alternatives such as online training platforms, peer mentorship programs, and employee-led DEI committees, which provide sustainable and scalable solutions [65]. Investing in DEI does not always require extensive financial resources but rather strategic implementation and prioritization of inclusive policies.

9.3. Leadership Commitment

The successful implementation of DEI initiatives requires strong leadership commitment, yet many organizations struggle with executive buy-in. Some leaders may underestimate the impact of microaggressions or prioritize immediate business objectives over long-term cultural change. To overcome this, organizations can integrate DEI accountability into leadership performance reviews, ensuring that inclusive practices are tied to managerial evaluations and promotions [66]. When leadership actively supports and models inclusive behaviors, employees are more likely to follow suit, fostering a more welcoming work environment. By recognizing and addressing these barriers, organizations can move beyond theoretical strategies and develop actionable, sustainable solutions that create meaningful change in workplace culture.

10. Measuring DEI Impact

To effectively evaluate the impact of DEI strategies, organizations must implement measurable methods that allow for continuous assessment and refinement. Establishing SMART goals—Specific, Measurable, Achievable, Relevant, and Time-bound—ensures that progress is trackable and aligned with organizational diversity objectives. In the context of workplace microaggressions, measurable indicators such as reductions in reported incidents, improvements in employee perceptions of inclusivity, and increases in trust in reporting mechanisms provide concrete ways to assess progress. Structured employee surveys and HR analytics can capture these trends over time, helping organizations identify patterns and adjust interventions accordingly [67].

A data-driven approach is essential for assessing DEI success. Managerial support plays a critical role in fostering inclusive work environments, which can be quantified through engagement metrics, promotion rates of underrepresented groups, and retention data [68]. When addressing microaggressions, organizations must track not only reported incidents but also employees’ willingness to report, the effectiveness of interventions, and the impact of training programs. Longitudinal studies can help refine DEI strategies by identifying persistent gaps in workplace culture and areas requiring further action [69]. Additionally, structured evaluation cycles ensure that anti-microaggression efforts remain dynamic, allowing organizations to adjust strategies based on real-time insights. This repetitive assessment process ensures that interventions remain effective and responsive to workforce needs while maintaining alignment with broader DEI objectives.

11. Practical Tools for Addressing Workplace Microaggressions

To support the effective application of DEI recommendations, organizations should utilize practical tools that help managers track and evaluate progress in reducing workplace microaggressions. Checklists, dashboards, and performance-tracking diagrams transform abstract DEI goals into actionable insights, enabling organizations to monitor inclusivity and the effectiveness of microaggression interventions [69]. For instance, tracking the frequency of reported incidents before and after implementing bias training can offer valuable feedback on its impact. Additionally, employee sentiment surveys can help gauge whether individuals feel safer and more included in their work environments. Structured micro-intervention strategies empower individuals and leaders to actively respond to microaggressions in real-time, reinforcing a culture of accountability and psychological safety [35].

Beyond quantitative metrics, visual guides and structured frameworks enhance DEI implementation by ensuring consistency across teams. Organizations often struggle with differing interpretations of DEI principles, making standardized tools crucial for alignment [68]. To address microaggressions effectively, checklists can guide managers in responding appropriately to reported incidents, while interactive dashboards can highlight trends and patterns in workplace behavior over time. For example, tracking the frequency of reported incidents before and after implementing bias training offers valuable feedback on intervention impact. These tools reinforce accountability and transparency, helping organizations take proactive steps in fostering an inclusive environment.

Both continuous assessment and accountability mechanisms are essential for long-term DEI success. Implementing regular evaluation cyclesensures that microaggression mitigation efforts remain adaptable and measurable [68]. By integrating these tools into daily operations, organizations can reinforce their commitment to workplace equity, ensuring that microaggressions are not only acknowledged but systematically addressed through data-driven, structured interventions.

12. Limitations and Future Research Directions

This review is limited to studies focusing on U.S. workplaces, restricting broader international comparisons. Additionally, as a literature review, it does not include primary data collection, relying instead on existing research to draw conclusions. Another limitation is the potential bias in the reviewed literature, as studies on workplace microaggressions and diversity, equity, and inclusion (DEI) efforts may differ based on regional and cultural contexts. Future research should explore the role of legal frameworks in addressing workplace microaggressions and enhancing DEI policies. Investigating how anti-discrimination laws and organizational policies can be strengthened to mitigate microaggressions would provide valuable insights for policymakers and corporate leaders alike.

While this review synthesizes existing research, it does not explicitly test hypotheses. However, the findings suggest that stronger legal frameworks and organizational accountability measures could help reduce workplace microaggressions. Future studies should empirically evaluate these claims by analyzing the effectiveness of specific legal and policy interventions in different workplace settings. Expanding the scope to include comparative international research would further clarify the broader applicability of these strategies across diverse organizational and legal landscapes.

Given these limitations, this study contributes to ongoing discussions about workplace equity by highlighting the importance of legal and policy-driven interventions. Addressing these gaps through empirical research and cross-jurisdictional legal analysis would provide a clearer path toward fostering more inclusive and equitable workplaces.

13. Conclusions

Addressing microaggressions and fostering DEI are crucial for organizational success. Leveraging research and resources to support disadvantaged communities is essential, as diverse perspectives and innovative ideas are critical for building a sustainable future. Diversity drives growth and enhances productivity, providing insights into ongoing progress. However, increasing representation alone is not enough; tackling microaggressions and educating employees is vital. DEI training helps uncover the impact of discriminatory actions on organizational culture. While adopting DEI policies is a critical first step, achieving a truly inclusive world requires collective effort. This review outlines strategies for managers to support employees and mitigate microaggressions, aiming for a more inclusive future.