A guide for supporting BIPOC staff for success 

When I began my tenure as vice-principal at Bishop’s University in early August 2024, I knew I wanted to lead my portfolio with intention and purpose. As a Black immigrant woman and the only person of colour in a senior administration role at my institution, I was adamant that I would galvanize our community and create an ecosystem that supports other racialized faculty and staff and – by extension – our students. I join the roughly eight per cent of senior leaders at Canadian postsecondary institutions who are persons of colour and the minuscule 2.3 per cent who identify as Black.  

Postsecondary institutions play a crucial role in shaping societal norms and standards, and technically they should be the pinnacle in driving equity, diversity and inclusion at all levels and in all spaces. Despite the increasing diversity of our student bodies at Canadian postsecondary educational institutions, the reality is that with so few racialized leaders and with a multitude of systemic barriers, the path to career advancement for someone who is not straight, male and white continues to be out of reach.  

Bias in recruitment, promotion and leadership contributes to the lack of diversity in institutions. Black, Indigenous and People of Colour (BIPOC) professionals, especially Black women, face burnout and exclusion. Inclusive and supportive workplaces become possible when institutions acknowledge systemic racism, revise policies and invest in mentorship, leadership pathways and equitable resources. 

Mentorship and sponsorship 

Two of the best gifts employers can give to a BIPOC employee are recognition and access. Recognition because understanding and affirming the experiences that BIPOC people face in the workplace is the key to developing the type of empathy and action that effectuates concrete change. Access because there are so few opportunities for racialized professionals to network or participate authentically. One of the best examples of this was a supervisor who was humble enough to recognize their limitations as a non-person of colour. They worked with me to find a mentor who could provide the intersectional perspective I needed. This self-reflexive approach ultimately helped me model my leadership approach, and I now offer mentorship to all my BIPOC staff – whether they are on the front lines or managing teams. 

Mentorship doesn’t always require a significant financial investment. However, institutions that rely on in-house BIPOC staff to meet this need should commit to compensating these folks for their time and labour. For instance, Murdoch University in Australia, introduced a cultural workload allowance to compensate First Nations staff “who are contributing cultural knowledge and perspectives beyond the scope of their role.” For racialized leaders, supporting, uplifting and encouraging fellow BIPOC colleagues, especially when many of us are still dealing with or navigating workplace discrimination, can be highly taxing on our mental health and safety.  

Sponsorship is different. It requires institutions to actively and consciously commit to creating sustainable pathways and opportunities for growth and leadership for people of colour. Quite simply, it involves advocacy supported by policy and funding. This doesn’t just include hiring more diverse people at the top; it’s creating the environment and systems that ensure they succeed and thrive.  

Targeted leadership development programs 

Structured leadership development programs that take an intersectional approach can stimulate community engagement in the best ways among BIPOC staff. I believe three questions are critical to ask: 

1. Who is leading this program? 

2. Does the programming include perspectives and resources for BIPOC and other equity-deserving staff?  

3. What tools or resources are available for managers/leaders supporting BIPOC staff?  

Spaces that are intentional in addressing intersectional and identity-based experiences are meaningful. Having the space and resources to do my job without feeling the effects of burnout means that my daily existence does not have to be grounded in being an activist or advocate for my humanity. Admittedly, this gets easier the further one progresses. Still, without a supportive community and strong institutional policies and programs (the infrastructure), institutions end up with excellent leaders of colour who are burnt out and become jaded and detached from their work.  

Institutions that lack resources to invest in comprehensive leadership development programs can consider creating affinity groups as specialized support networks. Affinity groups help build a sense of belonging and community and give BIPOC professionals agency and connectivity, especially on campuses with few racialized staff.  

Institutional policy changes and accountability 

The third component involves creating robust policies that demonstrate an institution’s commitment to diversity. Our policies should embrace diversity while also incorporating mechanisms that support and enhance it at every level. This encompasses the ongoing evaluation of hiring practices, tenure-track appointments and other professional roles. The most effective policies also integrate strong anti-racist strategies and language, along with regularly assessed accountability measures. The challenge at Canadian postsecondary institutions isn’t a lack of talent; rather, it is an issue of talent development.  

Access to resources and opportunities 

If you’re not a person of colour and you’re supervising a team that includes BIPOC individuals, consider prioritizing targeted professional development opportunities that address their unique experiences in this field. In my department, I fully endorse BIPOC staff participating in conferences, both virtual and in-person training, leadership development and personal growth education. My management teams can utilize these opportunities to support their BIPOC staff, recognizing that this resource distribution promotes career advancement for everyone and fosters stronger teams. I also pay particular attention to the needs of my BIPOC female leaders, particularly Black women, who require additional support and resources to navigate their careers and daily challenges.  

Paying it forward 

When distilled, the roadmap is not complicated. Simply put, if you want to sustain more diverse teams, you have to create the environment for their success. Be conscious about creating a space where BIPOC staff feel empowered and can engage fully in their work. For senior leaders, ensure that institutional processes and structures do not hinder BIPOC success or progress. 

Diversity is the future. In these uncertain times, when the very lifeblood of our institutional diversity is under threat, we must commit to long-term change to ensure success. We won’t achieve this without diverse perspectives and individuals. I urge other senior leaders to consider these actions.  

My closing thoughts are for BIPOC professionals: you are your own best advocate. Speak with your supervisors, rally your network of allies and demand equitable access. Most importantly, do not give up.