In the modern workplace, diversity and inclusion are not just moral imperatives but also strategic advantages. As organisations become increasingly global and heterogeneous, managers and leaders are tasked with ensuring that performance management and feedback processes are both inclusive and equitable. One approach that has gained significant attention is intersectional feedback, which considers the multiple, overlapping dimensions of identity—such as race, gender, class, sexuality, and disability—that shape an employee’s experiences.
Coined by Crenshaw (1989), the concept of intersectionality highlights that individuals face unique experiences of privilege or disadvantage depending on how their identities intersect. Applying this framework to workplace feedback ensures that managers do not reduce employees to single categories (e.g., “female” or “Black”) but instead consider how multiple identities interact to influence performance, challenges, and opportunities. This article explores the principles of intersectional feedback, discusses its relevance in diverse workplaces, and provides strategies for implementation.
1.0 Recognise Diversity
The first step in delivering effective intersectional feedback is to acknowledge diversity. Each employee brings a unique set of identities and lived experiences that shape how they approach work, interact with colleagues, and respond to feedback. According to Hancock (2007), intersectionality requires moving beyond simple identity categories and recognising the complex, interlocking systems of privilege and oppression that individuals navigate.
For instance, a woman of colour in a leadership role may experience challenges that differ from those faced by white female leaders or men of colour. Recognising this complexity helps managers avoid a “one-size-fits-all” approach to feedback.
2.0 Be Inclusive
Creating an inclusive environment is essential to ensure employees feel safe and supported during feedback conversations. Bell (1997) argues that organisations often underestimate the impact of systemic racism and exclusion, which can make employees hesitant to share their perspectives. Leaders must therefore foster a culture of psychological safety, where employees feel they can openly discuss their experiences without fear of stigma or retaliation.
Inclusive feedback involves active listening, respecting employees’ identities, and validating their lived experiences. According to the CIPD (2021), inclusive feedback also strengthens engagement and reduces turnover by signalling that all employees are valued.
3.0 Consider Context
Intersectional feedback requires attention to context. Employees’ performance and workplace experiences cannot be separated from the structural inequalities that shape them. For example, research by Bowleg (2008) shows that Black lesbian women often encounter challenges that cannot be fully understood by analysing race, gender, or sexuality in isolation.
When providing feedback, managers must consider whether an employee’s performance barriers stem from systemic factors such as bias in team dynamics, lack of accessible resources for employees with disabilities, or cultural exclusion. Contextual awareness ensures feedback is both fair and constructive.
4.0 Avoid Assumptions
A critical element of intersectional feedback is avoiding stereotypes and assumptions. As Hill Collins (2015) notes in Black Feminist Thought, stereotypes often reinforce unequal power dynamics and delegitimise the contributions of marginalised employees. Instead of relying on assumptions, managers should base feedback on observable behaviours, actions, and outcomes.
For instance, assuming that women are less assertive or that employees from minority backgrounds lack leadership potential can bias feedback and limit career progression opportunities. Focusing on evidence-based assessment reduces subjectivity and supports equity.
5.0 Tailor Feedback
Feedback should be specific, actionable, and tailored to the employee’s unique circumstances. Bilge (2009) argues that intersectionality acknowledges the situatedness of identity—meaning that feedback strategies must adapt to different contexts.
For example, a working mother in a demanding role may benefit from tailored feedback that acknowledges her dual responsibilities, alongside practical support such as flexible working arrangements. Similarly, employees navigating workplace exclusion may need feedback delivered in a way that emphasises support and growth rather than criticism.
6.0 Be Empathetic
Empathy is a cornerstone of effective intersectional feedback. As Hooks (2000) reminds us, empathy allows managers to move beyond transactional interactions to genuine human connection. Demonstrating understanding towards employees facing systemic barriers validates their struggles and creates trust.
Empathy does not mean lowering expectations but rather recognising the additional hurdles employees may face. For example, employees from underrepresented groups may encounter microaggressions or bias that affect confidence. Acknowledging these experiences while offering constructive support demonstrates both fairness and compassion.
7.0 Offer Resources
Feedback should not only highlight areas for improvement but also connect employees to resources and support systems. Carter (2011) emphasises that structural inequalities often require institutional responses, such as mentorship, training, and professional development opportunities.
Practical resources may include:
- Mentorship programmes for underrepresented employees.
- Employee resource groups (ERGs) for networking and support.
- Tailored development opportunities such as leadership training for minority groups.
Providing resources transforms feedback into an actionable tool for empowerment rather than a critique.
8.0 Continuous Learning
Delivering intersectional feedback requires ongoing education and reflection. According to Cho, Crenshaw and McCall (2013), intersectionality is not just a theory but a praxis—a practice that demands continuous learning, self-examination, and adaptation. Managers should stay informed on issues of diversity, equity, and inclusion (DEI) and seek input from employees to refine their approaches.
This might involve training programmes on unconscious bias, attending workshops on cultural competence, or engaging in dialogue with diverse colleagues. As the workforce evolves, so too must leaders’ understanding of intersectionality.
9.0 Lead by Example
Finally, leaders must model inclusive behaviour. Davis (2008) argues that leadership grounded in equality and respect sets the tone for organisational culture. Leaders who demonstrate openness, humility, and respect signal that intersectionality is valued within the workplace.
This involves more than rhetoric—it requires embedding inclusion into policies, practices, and daily interactions. Leaders who give feedback through an intersectional lens demonstrate that equity is not just aspirational but actionable.
10.0 Organisational Benefits of Intersectional Feedback
Adopting an intersectional approach to feedback benefits both employees and organisations. Research shows that diverse and inclusive workplaces outperform their peers in innovation, engagement, and financial performance (McKinsey, 2020). Intersectional feedback contributes to these outcomes by:
- Enhancing employee engagement through recognition of identity and context.
- Supporting talent retention by ensuring fair and constructive development opportunities.
- Driving innovation, as diverse perspectives are validated and encouraged.
- Strengthening organisational culture, by modelling equity and respect.
Ultimately, intersectional feedback aligns with both ethical commitments and strategic imperatives for business success.
The art of intersectional feedback lies in recognising employees as whole individuals shaped by multiple, intersecting identities. Unlike generic feedback models, intersectional approaches consider context, diversity, and systemic inequalities, ensuring feedback is both equitable and impactful.
By recognising diversity, avoiding assumptions, tailoring feedback, demonstrating empathy, and offering resources, organisations can cultivate a culture of inclusion. Moreover, continuous learning and inclusive leadership are essential to embed intersectionality into feedback practices.
In a world where diversity is increasing, adopting intersectional feedback is no longer optional but essential. Organisations that embrace this approach will not only support the growth and development of their employees but also create environments where everyone feels valued, respected, and empowered to succeed.
References
Bell, D.A. (1997) Faces at the Bottom of the Well: The Permanence of Racism. New York: Basic Books.
Bilge, S. (2009) ‘Beyond subordination vs. resistance: An intersectional approach to the agency of veiled Muslim women’, Journal of Intercultural Studies, 30(1), pp. 75–94.
Bowleg, L. (2008) ‘When black + lesbian + woman ≠ black lesbian woman: The methodological challenges of qualitative and quantitative intersectionality research’, Sex Roles, 59(5–6), pp. 312–325.
Carter, P.L. (2011) Stubborn Roots: Race, Culture, and Inequality in U.S. and South African Schools. Oxford: Oxford University Press.
Chartered Institute of Personnel and Development (CIPD) (2021) Diversity and inclusion in the workplace. Available at: https://www.cipd.co.uk (Accessed: 17 August 2025).
Cho, S., Crenshaw, K.W. and McCall, L. (2013) ‘Toward a field of intersectionality studies: Theory, applications, and praxis’, Signs: Journal of Women in Culture and Society, 38(4), pp. 785–810.
Crenshaw, K. (1989) ‘Demarginalizing the intersection of race and sex: A black feminist critique of antidiscrimination doctrine, feminist theory and antiracist politics’, University of Chicago Legal Forum, pp. 139–167.
Davis, A.Y. (2008) Women, Race & Class. New York: Vintage.
Hancock, A.M. (2007) ‘When multiplication doesn’t equal quick addition: Examining intersectionality as a research paradigm’, Perspectives on Politics, 5(1), pp. 63–79.
Hill Collins, P. (2015) Black Feminist Thought: Knowledge, Consciousness, and the Politics of Empowerment. 2nd edn. New York: Routledge.
Hooks, B. (2000) All About Love: New Visions. New York: William Morrow.
McKinsey & Company (2020) Diversity Wins: How Inclusion Matters. Available at: https://www.mckinsey.com (Accessed: 17 August 2025).