The power of allyship: Transforming the workplace through support and inclusivity

By Shahenda Abou-Aly

I vividly remember sitting in my third-year Human Resources Management class at Western University when my professor emphasized that the workforce is both an organization's greatest asset and its largest expense. As he spoke, a lightbulb went off for me, as it underscored the critical importance of investing in people and fostering an exceptional employee experience.

That moment resonates even more deeply today as I think about allyship in the workplace. Just as we invest in developing our teams, allyship is about investing in individuals, and creating a culture where every voice feels heard and is valued.

Allyship isn't just a moral imperative—it's a strategic one. Creating a culture of belonging, support, and active advocacy for one another ultimately fuels both personal and organizational success.

Allyship builds bridges and drives growth

Allyship is more than just a corporate buzzword—it's a critical practice in today’s workplace, essential for supporting marginalized and minority groups.

In my 15 years in HR, I’ve seen how true allyship brings people together, fostering a genuine desire to learn, listen, and empathize. It turns individuals into advocates, mentors, and sponsors for those from diverse backgrounds, all the while building trust, encouraging collaboration, and strengthening community.

This active engagement is key to creating a caring, inclusive workplace culture that drives both personal and organizational growth.

And let me be clear, you can be part of a marginalized or minority groups and show up as an ally for someone else. This is a two-way street.

The crucial role of allies in embedding DEI efforts

In today's climate, where DEI (Diversity, Equity, and Inclusion) initiatives can be under scrutiny, the role of allies is more critical than ever. The pressure against these concepts can make it challenging to maintain momentum towards a healthier and more inclusive workplace.

However, showing up as an ally—both as an individual and as part of a group—is vital for creating a supportive environment.

I have seen the positive effects of allyship through ERGs coming together to celebrate diverse events like Arab Heritage Month, Emancipation Day, Disability Employment awareness month, Pride, and Indigenous Peoples’ Day as well as many others. These collective actions are a testament to the power of showing up for each other and demonstrating solidarity.

Workforce trends all point to “belonging” as being an integral part of an organization’s competitive advantage in its ability to attract and retain high-performing talent, a trend which also holds true for Enbridge.

Effective allyship involves several key actions

Interrupting Biases: Being vigilant and proactive in challenging discriminatory behaviors and stereotypes.

Advocacy: Using one’s platform to speak up for those whose voices are often unheard and standing firm in support of equitable practices, even when they are met with resistance.

Respectful Discourse: Engaging in meaningful conversations with curiosity and openness, such as learning about cultural practices.

Sponsorship: As employees navigate the corporate world, sponsorship matters, for some it may mean combating affinity bias and identifying team members who are not typically part of their circles to amplify their experience, provide exposure and accelerate their career.

From policy to practice: How everyday actions drive true inclusion and engagement

An inclusive culture is not just about policies. It’s about embedding diverse and equitable practices in everything we do and driving home those everyday actions that foster belonging.

The concept is straightforward, as employee engagement is profoundly influenced by a sense of inclusion and belonging. Belonging has emerged as a critical driver of engagement in the workplace.

According to Mercer’s 2024 workforce trends, employees who can bring their whole selves to work are twice as likely to trust their organizations and over five times more likely to be satisfied and committed, with no intention of leaving.

This is strongly correlated with productive and bottom-line impacts. (Mercer is a global consulting firm specializing in talent, health, retirement, and investments.)

Conversely, a lack of allyship—an essential component of fostering a sense of belonging—can undermine trust and degrade the overall work environment. Investing in allyship is not just a moral imperative but a strategic necessity for building a thriving, engaged workforce.

Senior leaders play a crucial role in modeling allyship. Through facilitating and coaching teams during talent discussions, I've witnessed how inclusive leadership can be a catalyst for meaningful change.

I continuously prompt leaders in one-on-one and group settings to think about underlying assumptions about individuals’ performance and outcome.

I clearly recall a leader asking their colleagues, “Are we attributing these characteristics because she is a woman?”

It was so impactful and powerful. It brought on silence and then changed the course of the conversation. His courage in interrupting bias made a lasting impact on the conversation, and on me.

It showed that every single one of us has a role to play. I’ll leave you with this one question: “How are you going to demonstrate allyship today?”

Shahenda Abou-Aly is a Senior HR Business Partner at Enbridge.