Micro-aggressions are subtle ways of interaction that lead to discomfort, leading employees into a disadvantageous situation and at a far end of the power equation.While the offender tends to get away, the ramifications of their action can result in diminished output and an overall reduction in productivity. With time, the workplace environment becomes unhealthy.

Micro-aggression can be verbal, through aggressive body language, and when instigated by a supervisor, it directly results in unfair performance reviews. Often when the bias is deep-rooted, the offender is unaware of the negativity and gets integrated as part of their conversations. This kind of oppression reinforces power differentials. They diminish the respect of the individual for their colleague and generate negativity within the team.

In today's globalised world, it is necessary to be attentive to the subtle messages sent to external sources, as micro-aggression is culture specific.What may be acceptable in one socio-economic context may be seen as discriminatory to another. Indian society is very family and religion centric. It may not be distasteful to ask someone about their religion or their family members. However, this may be seen as very offensive by someone from another ethnic background. Similarly, people in India tend to make direct eye contact with strangers, but it's unacceptable in the other parts of the world as they feel it violates personal space. They also come across as 'cold' and unfriendly for this very reason.

In all these cases, the instigator — usually a senior or a Head of Department comes out of the situation with a feeling of superiority, and the individual in question feels embarrassed or let down. Unfortunately, such episodes are seldom reported as most employees are keen to preserve their equations with the managers. Worse, even the gullible imbibe the same attitude.

Some forms of micro-aggression are elucidated below.

• Alluding to an individual's work habits in a supposedly light vein in common office areas or during coffee conversations. For example, "She works overtime to finish her day's work." It is tantamount to making fun of the employee. An inclusive approach is to call the staff members and gently show them how to complete work during regular office hours. It not only enhances the efficiency of the staff but also creates a helpful, inclusive ambience.
• Making disparaging references about third parties who are absent but who share the same attribute with the individual, such as their age or accent. "He is too old to remember simple instructions,” sends a nasty signal to all employees who may be above a certain age.
• Publicly pretending to be interested in a minority member's lifestyle (religion, socio-economic status, linguistic background, etc). It can reinforce the feeling that they are being looked down upon because they are different.  

Being able to engage with others agreeably calls for a great deal of sensitivity and a certain level of maturity. Not all people have that quality. Unfortunately, these attributes are seldom assessed at the interview stage. The focus is always on how the interviewee can contribute to the growth of the company and not on their soft skills. But soft skills go a long way in building a harmonious work environment that contributes to a happy workforce and enhances productivity. It can make an organization the envy of the wider world. Moreover, the reason for better performance is often intangible and is difficult for the competition to grasp.

To ensure that all staff treat each other with sensitivity and respect, organizations must have a policy against obvious biases such as casteism, sexism, ageism, etc. It is important that staff members be encouraged to challenge each other and even their superiors when they see any kind of discriminatory behavior. It is a good way of ensuring that all members are careful about how they treat their colleagues and gradually internalize an all-inclusive attitude.