Centring and Amplifying Marginalised Voices at Work

Creating an inclusive workplace culture is often described as “giving everyone a seat at the table.” Yet true inclusion goes further than representation. It requires organisations to actively listen to, respond to, and act on the perspectives of people whose voices are often overlooked.

In many workplaces, some voices are centred by default. These are the voices that are heard most frequently, trusted most quickly, and relied upon to shape decisions. Without intentional effort, organisations risk hearing only a narrow set of perspectives.

Centring and amplifying marginalised voices helps organisations create environments where a wider range of insights influences decisions, strengthening both workplace culture and organisational outcomes. For many managers and inclusion champions, building the confidence to do this consistently is where structured learning, such as the Inclusive Impact Lab, can play an important role.

Why Some Voices Are Centred by Default

In most organisations, whose voice is heard is rarely random. Several structural and behavioural factors shape whose perspectives carry influence.

These include:

• Hierarchy – senior leaders often dominate conversations and decisions.

• Tenure – long-standing employees may feel more comfortable speaking up.

• Confidence and communication styles – certain styles of speaking are often rewarded in meetings.

• Cultural norms – expectations around assertiveness can favour some groups over others.

• Meeting dynamics – fast-paced discussions can unintentionally exclude quieter contributors.

• Power dynamics – people may hesitate to challenge ideas from more senior colleagues.

These patterns can lead to a common organisational paradox: the people with the most direct experience of a problem often have the least influence over decisions about it.

Research from the Chartered Institute of Personnel and Development (CIPD) highlights that employee voice plays a fundamental role in workplace wellbeing and performance. When employees feel able to share their views and influence decisions, they are more likely to feel valued, engaged, and committed to their organisation.

However, many employees still feel unheard. One UK survey found that one in four workers do not feel they have a voice in their organisation, highlighting a significant gap between inclusion intentions and everyday experiences.

What Does “Centring Marginalised Voices” Mean?

Centring marginalised voices means intentionally ensuring that perspectives which are often overlooked are included in conversations and influence outcomes.

This involves three key steps:

1. Recognising whose perspectives are missing

Leaders need to notice when certain groups or experiences are not represented in discussions.

2. Creating opportunities for those voices to be heard

This may involve changing how meetings are structured or how feedback is gathered.

3. Ensuring those perspectives influence decisions

Listening alone is not enough. Inclusion requires acting on insights shared.

Importantly, centring marginalised voices does not mean asking individuals to represent entire communities. Instead, it means valuing lived experience while recognising that no single person speaks for a whole group.

In practice, consistently applying these steps requires more than awareness alone, which is why organisations often invest in learning and development programmes like the Inclusive Impact Lab to help managers and inclusion champions incorporate these behaviours into everyday decision making.

Practical Ways Managers Can Centre Voices

Managers play a critical role in shaping whether people feel comfortable contributing their perspectives. Here are some practical actions that you can start implementing immediately.

1. Notice Who Speaks Most (and Least)

Managers should pay attention to meeting dynamics.

Useful prompts include:

• Who contributes most frequently?

• Who rarely speaks?

• Who gets interrupted or talked over?

• Whose ideas are acknowledged?

Simply noticing these patterns can help leaders identify where inclusion gaps exist.

2. Interrupt Patterns of Dismissal or Interruption

Sometimes ideas are overlooked or unintentionally dismissed.

Managers can gently redirect attention by saying:

“I’d like to return to the point Sam raised earlier as that felt like an important perspective.”

This helps ensure contributions are acknowledged and signals that every voice matters.

3. Create Multiple Ways to Contribute

Not everyone is comfortable speaking in large meetings.

Offering different ways to contribute can make participation more inclusive. For example:

• Written feedback

• Anonymous surveys

• Smaller group discussions

• Follow-up conversations

Providing multiple channels helps organisations capture insights from a wider range of employees.

4. Follow Up When Issues Are Raised

When someone shares a concern or suggestion, leaders should:

• Acknowledge the contribution

• Clarify next steps

• Update the team on progress

If employees raise issues but see no action, trust can quickly erode.

Embedding these behaviours consistently is what enables inclusion to move from intention into everyday practice, with managers and inclusion champions acting as role models across the organisation.

What Does Amplifying Voices Look Like?

Amplification ensures ideas continue to influence discussions and decisions after they are shared.

In practice, this might include:

• Repeating and crediting ideas in meetings

• Ensuring contributors are recognised for their input

• Inviting individuals to present their ideas directly

• Including insights in decision-making processes

For example, if an idea shared by a junior colleague is later repeated by someone more senior, a manager might say:

“That builds on the point Aisha raised earlier.”

This simple acknowledgement reinforces that contributions are valued regardless of role or seniority.

Avoiding Common Pitfalls

Efforts to centre marginalised voices can unintentionally create additional burdens if not approached thoughtfully.

Common pitfalls include:

• Expecting marginalised employees to educate others without support

• Holding listening sessions without acting on feedback

• Asking individuals to speak for entire communities

• Overloading employee resource group (ERG) members with additional work

When people share their lived experiences, organisations should recognise that this contribution is valuable labour and should be supported accordingly.

The Role of Data and Stories

Understanding inclusion requires both data and lived experience.

Organisations can combine:

Data

• Employee surveys

• Engagement scores

• Promotion and pay data

• Attrition trends

Stories

• Focus groups

• Listening sessions

• Lived experiences shared by employees

Together, these sources provide a fuller picture of workplace inclusion and highlight areas where change is needed.

The Impact of Getting This Right

When organisations successfully centre and amplify a wider range of voices, the benefits extend beyond culture.

Research shows that effective employee voice contributes to:

• Better decision-making

• Stronger employee engagement

• Improved retention

• Increased innovation

• Higher organisational performance

When people feel heard and respected, they are more likely to contribute ideas, challenge assumptions, and collaborate openly.

Inclusion, in this sense, becomes a driver of organisational success and not just a cultural aspiration.

Reflection Question

In your last team meeting, whose voices shaped the conversation, and whose were missing?

Taking a moment to reflect on this question can reveal important patterns in how decisions are made and whose perspectives influence them.

Moving from Intention to Practice

Creating an inclusive workplace culture requires more than good intentions. It requires practical skills, reflection, and ongoing learning. The Inclusive Impact Lab supports managers and inclusion champions to turn these principles into consistent practice, making inclusive behaviours part of everyday organisational culture.

By developing the confidence to centre and amplify marginalised voices, organisations can move beyond representation and begin building workplaces where everyone has the opportunity to shape outcomes.