Workplace equity in Canada: A deep dive into benefits, accommodations, and career mobility
In the last five years, QuakeLab has conducted equity audits across 12 diverse organizations in Canada. These audits have provided rich, nuanced insights into the experiences of employees with respect to key workplace themes. In this article, we’ll be focusing on three key thematic areas: benefits satisfaction, accommodation requests, and career mobility (raises, promotions, etc.). Through a disaggregated lens, we examined how these themes intersect with employee gender, race, disability, and other social factors. This report delves into these findings, compares them with relevant external research, and offers actionable recommendations for employers aiming to build more equitable workplaces for the future.
Key findings from QuakeLab audits
Benefits Satisfaction: A Deep Divide
One of the most striking findings from QuakeLab’s surveys is the dissatisfaction among certain demographic groups, particularly women, racialized employees, and individuals with disabilities, regarding employee benefits. Women, especially those with caregiving responsibilities, reported insufficient support in areas like parental leave and mental health coverage. These findings align with broader trends seen in other research, including data from Statistics Canada, which shows that women continue to face systemic barriers in accessing equitable benefits, particularly in terms of mental health services and parental leave.
For racialized employees, particularly Black and Indigenous workers, the dissatisfaction with healthcare benefits, such as vision care, dental coverage, and mental health services, was a recurring theme. These groups indicated that the coverage provided was either insufficient or inflexible to meet their specific needs. A study referenced in Canada’s Anti-Racism Strategy (2024-8), used Canada’s Official Poverty Line for comparison and found that out of 11 racialized groups analyzed, 10 had higher poverty rates than the White population, with this gap not significantly diminishing across successive generations. Black people, Indigenous peoples, and other racialized groups face some of the highest levels of income inequality in Canada, meaning that even if access to benefits are equal, the pot in which different workers supplement those benefits are not. Similarly, employees with invisible disabilities, such as those with chronic conditions or mental health issues, reported gaps in coverage for services like therapy and specialized medical care.
The social factors that further exacerbate these benefits disparities include socioeconomic background and immigration status. For example, immigrant workers—especially those in temporary or contract roles—often face disadvantageous employment terms that prevent them from accessing the same benefits as permanent employees. The precarious nature of their work, coupled with language barriers and unfamiliarity with workplace systems, results in a disproportionate impact on their satisfaction with available benefits.
Accommodations: A Persistent Barrier
The issue of accommodations in the workplace also reveals stark inequalities. Employees with invisible disabilities, such as those suffering from mental health conditions or chronic illnesses, reported significant barriers when seeking accommodations. Requests for accommodations—whether for flexible work hours, assistive devices, or mental health support—were often either ignored or denied. This was particularly true for racialized employees and gender minorities, who cited a higher rate of unsuccessful accommodation requests, suggesting a structural bias in how organizations handle such requests.
The failure to accommodate these employees reflects broader patterns seen in external research. Statistics Canada notes that racialized employees—especially Black and Indigenous workers—are more likely to face discrimination in the workplace, this may extend to accommodation requests. Furthermore, gender non-conforming individuals and those with invisible disabilities reported feeling unheard when they sought adjustments to their work environments.
Another factor contributing to these accommodation barriers is the contractual status of many employees. Temporary and contract workers, particularly in lower-paying positions, often find themselves excluded from accommodation processes, as their roles are viewed as less permanent or temporary. This structural exclusion exacerbates inequities, particularly in terms of job stability and access to support.
Mobility: Raises, Promotions, and Career Advancement
Perhaps the most concerning area of disparity is career mobility, particularly regarding raises and promotions. White employees consistently reported higher rates of promotion and raises compared to their racialized counterparts, with Black and Indigenous employees, in particular, facing slower career progression despite similar tenure and performance metrics. Additionally, women, particularly women of color, were more likely to report feeling overlooked for promotions, a finding that mirrors external research conducted by organizations like Universities Canada. This study highlights that gender minorities and racialized individuals often find themselves underrepresented in senior roles, with White men disproportionately occupying leadership positions.
Employees with disabilities, both visible and invisible, also faced challenges in advancing their careers. For example, employees with mental health conditions or physical disabilities reported limited upward mobility, citing a lack of accommodations and assumptions about their abilities as significant barriers. These trends are consistent with findings from external workforce studies, which suggest that disability continues to be a significant barrier to career advancement in Canadian organizations.
The intersectionality of gender, race, and disability further complicates these issues, creating a complex web of inequities that requires a more holistic approach to addressing workplace disparities. For instance, racialized women often report being excluded from career advancement opportunities, as they face multiple layers of discrimination—both as women and as members of racialized communities.
The findings from QuakeLab’s audits align closely with external data from sources. Statistics Canada reports that racialized employees are underrepresented in management roles and overrepresented in lower-paying or temporary positions, which directly correlates with the career mobility challenges faced by racialized employees in QuakeLab’s audits. Similarly, gender disparities in benefits satisfaction and promotion rates reflect broader societal trends highlighted in national research, including gender inequality in access to benefits and leadership positions.
Moreover, studies by think tanks and academic researchers emphasize the impact of invisible disabilities and mental health on career progression. These factors were consistently identified in QuakeLab’s audits, where employees with invisible disabilities reported difficulty accessing accommodations and limited mobility within organizations. Research supports these findings, indicating that workplace cultures that do not prioritize mental health or disability accommodations contribute to higher turnover rates and employee dissatisfaction.
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At QuakeLab, we believe in the importance of comprehensive surveys that examine a broad range of workplace dynamics. Although some may view our surveys as asking too many questions, this depth of inquiry is essential for uncovering the hidden inequities that affect all employees, including equity seeking groups. Our approach centers on intersectionality, recognizing that employees are not defined by a single identity factor—be it gender, race, disability, or socioeconomic status. Instead, these factors intersect to create a unique set of challenges that require tailored solutions. By considering intersectionality in our audits, we are able to provide actionable insights that address the specific needs of diverse employees and foster a more inclusive and equitable workplace.
Recommendations for employers
The findings from our small-scale audits provide a valuable glimpse into the challenges faced by diverse employees in Canadian workplaces. These challenges are exacerbated by gender, race, disability, and other social factors. As organizations look to attract, retain, and support the next generation of workers, they must address the systemic barriers that disproportionately impact these employees.
We recommend that employers:
Explore what your options are for revising benefits packages to be more inclusive and responsive to the needs of employees, particularly in areas such as mental health, parental leave, and vision care.
Create clear and accessible accommodation processes, especially for employees with invisible disabilities, and ensure that temporary workers have access to the same supports as permanent employees.
Ensure equity in career mobility by developing transparent promotion policies, clear performance management processes, and addressing biases in raise distribution.
Remote Work and Flexibility: Given the changes in work patterns, particularly in the wake of the COVID-19 pandemic, employees increasingly advocated for hybrid work models that provide greater flexibility. Employees with caregiving responsibilities (especially women) and disabilities particularly favored flexible work-from-home policies. The need for flexibility in work hours and locations was identified as crucial to maintaining work-life balance and improving overall satisfaction.
In doing so, employers can ensure that they are prepared for the changing workforce, and will be better equipped to attract and retain top talent while creating a more equitable and inclusive workplace.
As the workplace continues to evolve, it is clear that new equity challenges will emerge, requiring innovative approaches to workplace design. Here are some predicted trends in the future of work and the equity challenges employers will need to address:
Increased demand for flexibility and hybrid work models: The shift toward remote and hybrid work is likely to persist, driven by employee demands for work-life balance and greater flexibility. This presents an equity challenge, as not all employees have access to the same resources at home (e.g., stable internet, workspaces, mental health support). Employers will need to ensure that remote workers, especially those in lower-income households, have equitable access to resources and support. Additionally, hybrid work environments must be designed to ensure inclusion—ensuring that remote employees have equal access to career advancement opportunities, team engagement, and mentorship.
Increased focus on employee well-being and mental health: Mental health will be one of the most prominent challenges in the coming years. With the continued uncertainty around global crises (like the pandemic) and economic disruptions, mental health will remain a priority. Employees are increasingly calling for employers to take responsibility for providing not just physical health benefits, but also mental health support. Workplace design will need to account for well-being—integrating quiet spaces, wellness programs, and mental health resources into everyday work environments. Organizations will need to design environments where employees feel supported, not just physically but also emotionally and psychologically.
Data-driven equity initiatives: As diversity and equity continue to be top priorities, there will be greater emphasis on data collection to measure and track progress in these areas. Bias audits, pay equity analyses, and success tracking will become more commonplace as organizations move to more data-driven accountability. The challenge for employers will be to ensure that data collection is done ethically, maintaining privacy while being transparent about the goals and actions they are taking. Future workplace designs will need to include data systems that monitor and address any inequities in real-time, as well as a framework for acting on this data.
Workplace accessibility: Disability rates in Canada are steadily rising, today, more than 20% of Canadians live with at least one disability, a trend that is expected to grow. The future of workplace design must also account for the increasing need for accessibility, not just for employees with visible disabilities, but also for those with invisible disabilities, including those with mental health conditions and chronic illnesses. This may mean integrating assistive technologies, designing spaces that accommodate flexible working hours, and ensuring that remote work policies are accessible. The move towards virtual meetings and digital communication must also be accessible to employees who may face technology barriers or require assistive devices. Companies will need to build more inclusive environments, ensuring that accessibility is not just a compliance issue but a fundamental component of workplace culture.
Cultural shifts toward holistic well-being: In the future, holistic well-being will extend beyond the physical and mental health of employees. It will encompass financial health, career satisfaction, community building, and personal development. Future workplaces will need to integrate programs that support employees in all aspects of their lives. The shift to recognizing the whole person rather than just the employee will require workplace design that supports community-building, learning opportunities, and personal development alongside traditional benefits.
Environmental sustainability and green workplaces: As climate change continues to impact societies globally, there will be growing demands for environmentally sustainable workplaces. Employees, particularly from younger generations, are increasingly prioritizing employers who are committed to sustainability. Future workplace designs will incorporate green buildings, energy-efficient technologies, and sustainable work practices, not only as a moral responsibility but also as a key part of an employer's social contract with its workforce. This trend will intersect with equity concerns as companies work to reduce their environmental impact and offer sustainable options to employees, ensuring that both the workplace and the wider community are served by these practices.
The move toward more flexible and employee-centered workplace designs is not just about keeping up with trends; it’s essential for businesses that want to remain competitive in today’s fast-moving market. As workforce expectations and customer needs evolve, organizations that fail to adapt will struggle to attract top talent and meet the growing demands of their clients. Talent is increasingly recognized as the key to success in any organization. Companies that can offer flexible work environments, clear opportunities for career growth, and workplaces that support a variety of needs are better equipped to keep employees satisfied, engaged, and productive. These companies see higher levels of retention and innovation—crucial factors for staying ahead. The ability to attract and keep great people is no longer optional; it’s necessary for long-term growth and success.
At the same time, customer needs are changing more quickly than ever. Companies that have workplaces designed to foster agility and cross-team collaboration are the ones that can respond faster to shifts in the market and customer demands. These organizations are better equipped to deliver solutions that meet their clients’ evolving needs, which directly impacts business growth. Workplaces that support flexibility and fast decision-making give companies the ability to adapt quickly, which is key to staying ahead of competitors. Offering flexibility in how people work, along with creating environments where employees feel supported and can contribute their best ideas, is not just about improving satisfaction—it’s also about building a business that’s resilient to change.
Simply put, the businesses that succeed will be those that create workplaces that not only attract talent but also empower employees to deliver the innovative, responsive solutions that keep their businesses competitive. In today’s world, how you design your workplace isn’t just about employee happiness—it’s a fundamental part of your business strategy and critical for long-term success.
Methodology
This article is based on the analysis of survey data collected by QuakeLab from 12 different organizations over the past 5 to 7 years. These surveys were designed to assess various aspects of workplace equity, focusing specifically on employee benefits satisfaction, accommodation requests, and career mobility (raises, promotions, and career progression). The data collected through these surveys serves as the foundation for the analysis and insights shared in this report.
The survey methodology has evolved significantly over the years, with the first iterations being relatively broad in scope and focused primarily on general satisfaction levels. Over time, QuakeLab refined its approach based on feedback from organizations and gaps identified in previous data, leading to a more targeted set of questions that capture a detailed picture of employees' experiences, especially concerning identity-based disparities (i.e., gender, race, disability, socioeconomic background, etc.).
Each survey was designed with careful attention to demographic disaggregation, ensuring that responses were analyzed across key identity categories to uncover intersectional inequities that might be hidden in aggregate data. Over the years, the inclusion of questions related to mental health, invisible disabilities, parental leave, and cultural competence in benefits grew, reflecting a growing recognition of the unique needs of diverse employee groups. This development has enabled QuakeLab to better capture and highlight the nuances of workplace inequality that are often overlooked in traditional employee satisfaction surveys.
The analysis process involved aggregating data from each of the 12 audits, followed by disaggregating results by gender, race, disability, and other factors to identify trends, patterns, and disparities. This data was then cross-referenced with external research and national workforce studies to situate the findings within a broader context. The evolving nature of the survey instrument, along with a deep commitment to examining intersectionality, ensures that this report reflects both past trends and the changing needs of the modern workforce.
By analyzing these data points over a long time period, we can observe shifting trends in employee satisfaction, mobility, and accommodation requests, which provide critical insight into how workplace cultures and employee expectations have evolved over the last several years. This has been crucial for understanding how employers can better adapt to the demands of the increasingly diverse workforce.
In summary, the methodology reflects years of refined data collection, iterative feedback, and a commitment to intersectional analysis, allowing QuakeLab to offer a robust, data-driven understanding of workplace equity and the changing landscape of work in Canada.
