The push for workplace equity has recently brought identity data to the forefront. Organizations ask more questions about race, gender, disability, and other social identities. But few ask the most important ones:
Participatory Action Research (PAR) is a framework rooted in collaboration, accountability, and community-defined knowledge. It positions participants—not researchers or institutions—as co-creators of meaning and decision-making. Unlike conventional research, PAR adapts to context, and its methods, timelines, and goals are developed with, not for, those most impacted.
“The distinguishing feature of participatory research is stakeholder power in decision making and implementation.”
- Sage Publications, PAR Toolkit
In organizations, PAR invites employees—especially those from historically marginalized groups—to shape how they collect, interpret, and use data. Organizations can adapt surveys, focus groups, and even dashboards for participatory use. They become truly participatory when co-designed, collaboratively implemented, and used to serve the people who shaped them (Johnson & Martínez Guzmán, 2013).
This collaborative approach gets its power from its specificity. Its methods, tools, and even the questions themselves are not standardized. Instead, those most impacted by the work sculpt them. A survey designed through a participatory lens isn’t just sent out—it’s imagined, shaped, and interpreted alongside community co-researchers who bring not just proximity, but invaluable insight.
This approach doesn’t toss out surveys or focus groups as “too traditional.” Instead, it reimagines them. What if employees across pay bands co-facilitated a focus group? What if affinity groups shaped survey questions on gender identity or race, with the power to veto, reword, or expand the language? What if analysis itself was collaborative, challenging internal assumptions?
PAR demands we treat participants as decision-makers, not data points. That’s not just participatory—it’s ethical.
Companies increasingly recognize PAR's power. For instance, Sobeys, a major Canadian retailer, actively pursues Progressive Aboriginal Relations (PAR) certification through the Canadian Council for Aboriginal Business (CCAB), currently in its third phase of qualification. This rigorous process demands deep engagement and collaboration with Indigenous communities. It ensures data related to partnerships and employment reflects community-defined knowledge and directly informs practices aimed at reconciliation and shared prosperity. Sobeys' broader DE&I strategy (updated FY2024) also emphasizes 'listening to marginalized teammates' and 'co-creating action plans' to address barriers. This demonstrates a commitment to treating employees not just as data points, but as active participants in shaping an inclusive workplace culture. This proactive approach shows how organizations can adopt a truly relational approach, moving beyond simple compliance to genuine co-creation.
We often feel workplace culture before we measure it. But surveys give us a chance to do both—if we design them ethically. Most employee experience data comes from surveys. Yet, these tools' design and framing often reflect dominant norms, not inclusive truths. When data is collected without care, it:
"Data collection is never just about numbers—it’s about people"
-Opendatasoft Glossary on Data Ethics
Standardization may support benchmarking, but it can invisibilize marginalized communities. Asking, "Do you identify as male or female?" without offering space for gender diversity erases people before they can even show up. That’s a cultural statement.
The data organizations choose to collect—and how they collect it—reveals what they value, who they see, and whose voices matter in shaping culture.
Trust often erodes when organizations collect employee survey data but never fully share the findings or take visible action. Employees feel their 'stories' disappear into a black box. This leads to cynicism and a reluctance to participate in future data collection efforts.
Imagine a scenario where an organization, after conducting a diversity and inclusion survey, forms 'action circles' composed of employees from various departments and levels. Acting as co-researchers, these circles collaboratively analyze anonymized data, identify key themes, and co-develop recommendations for leadership. They then transparently communicate the findings and proposed actions across the organization. The action circles also monitor implementation and report progress. This 'closing the loop' builds immense trust. It demonstrates that data collection is not a transactional exercise but a shared commitment to change.
Ultimately, ethical data practices are not just morally right. They are a strategic imperative, driving deeper employee engagement, mitigating costly risks, and fostering innovation that directly impacts the bottom line.
Ethical data collection and survey design are essential tools for understanding employee experience. But it’s not just about asking questions. It’s about asking the right questions, in the right way, with the right intentions. According to the University of the Cumberlands, ethical data collection should be:
McKinsey defines data ethics as the commitment to collect and use data in ways that align with moral values, such as fairness, privacy, and responsibility. Dataversity reminds us that data practices carry historical weight—including the misuse of data to justify segregation, exclusion, and inequity.
Surveys that ignore the emotional labor of identity, fail to explain why we collect data, or never result in visible change are not neutral. They erode trust. On the other hand, ethical surveys build trust and treat data collection as part of a larger relationship, not a transaction.
When we design surveys well, they:
As DataCamp notes, ethical surveys prioritize clarity, informed consent, and data minimization. And that means being able to answer:
The principles of ethical data collection and participatory design become even more critical with the rise of AI for HR analytics. When biased or unethically sourced data—the very kind that reinforces deficit-based narratives and flattens identities—is fed into algorithms, it amplifies existing inequalities. This can lead to unfair hiring, promotions, and performance evaluations. This is where PAR shines. By inviting those most impacted to be co-creators in the design and oversight of AI systems, we can ensure technology serves to empower, not constrain, individuals. PAR transforms AI from a potential engine of bias into a tool for genuine equity and liberation.
This brings us to one of the most critical and high-stakes ethical issues in data today: privacy.
The intersection of data ethics and racial justice is not theoretical. Communities of color have long faced disproportionate surveillance, profiling, and misrepresentation. That legacy shows up in the workplace when organizations mishandle, overexpose, or collect identity data without consent. For example, unredacted identity data may be accessible to managers without a clear need, or demographic breakdowns may be so specific they risk identifying individuals.
When you design surveys to evaluate organizational culture, you likely collect identity-based data (race, gender, disability status, sexual orientation, veteran status, etc.) and potentially highly personal opinions, experiences, and even sensitive health-related information (e.g., questions about mental well-being or stress). This kind of data faces the highest levels of privacy regulation and public scrutiny. Anonymity and data protection are not just technical matters. They are equity safeguards rooted in the right to dignity and safety. As Brookings and EPIC remind us, privacy is a civil rights issue. When organizations collect data tied to race, gender, disability, or immigration status without consent or proper safeguards, they can reinforce the very inequalities they claim to dismantle.
Ethical organizations must proactively recognize that data privacy is not simply a procedural requirement. It’s a relational practice that signals whether people’s stories are treated with respect, discretion, and care. Protecting someone's identity isn’t just technical. It’s moral, cultural, and political. It’s a promise—a trust between employer and employee. When that trust is broken, it fractures the foundation of inclusion itself.
Overlooking privacy safeguards exposes organizations to significant business risks:
In a rapidly evolving regulatory landscape, organizations that proactively embed ethical data practices into their core operations aren't just complying. They're building a resilient, future-proof culture that mitigates both legal and reputational risks before they arise. This demands not just technical privacy measures but a comprehensive data governance framework built explicitly to ensure equity. It dictates not just what data is collected but how we store, access, analyze, and, most importantly, use it to empower, not constrain, individuals. This is the essence of liberatory data practices.
Is your organization truly ready to lead the charge towards liberation, not just compliance? The status quo of data collection was never built for genuine transformation. If you're ready to challenge conventional wisdom and integrate data ethics as a truly transformative force, Elleria Consulting is your partner. We offer comprehensive services, including workplace culture assessments that expose systemic barriers, and long-term equity strategy development designed for profound, lasting change.
Our unique E.L.L.E.R.I.A Approach provides the blueprint for this transformation. It's a comprehensive method for analyzing and reshaping organizational culture, centering on the crucial interplay of equity, inclusion, and systemic change. Inspired by leading equity frameworks, our approach examines core cultural components—from values and leadership to power dynamics and physical space—emphasizing accessibility, well-being, and data transparency. We don't just help you collect data; we empower you to cultivate inclusive, accountable, and adaptable cultures that drive real human and business impact.
The time for performative metrics is over. It's time for genuine human impact. Take the decisive step. Contact Elleria Consulting today, and let's co-create your path from extractive data practices to truly liberating organizational change.
