Community Engagement Report for developing a National Action Plan Against Racism forms of racism or treated in a special way”. One participant identified the need to “observe and learn from the lessons of antisemitism in history and how it plays out internationally”. It also included encouraging people to be upstanders rather than bystanders when they witnessed inter-personal racism. One submission said: We encourage the Human Rights Commission to consider how it can create the conditions that cultivate upstanders at school, in the classroom, in the workplace, and across society. We need to ensure that both our formal and informal arrangements encourage this. An example of formal arrangements might be ensuring that our human rights legislation is fit for purpose, and that remedies are accessible and known to all. Informal arrangements might be through national campaigns on diversity and inclusion. Employment Many participants described how they felt the need to hide or minimise their ethnic or cultural identity when they went to work and to behave more like Pākehā so that they could fit in. Their vision was for a workplace where their cultural competency and expertise as well as lived experiences were recognised skills and remunerated accordingly. Tangata Tiriti from migrant backgrounds shared their experiences of instability in the job market, due to barriers such as the lack of recognition of overseas qualifications, language and cultural misunderstandings, as well as racist attitudes towards migrants. Many participants felt that racism in employment could be addressed by more diversity in leadership and in the workforce. One said, “we need to have our people up there – you can’t be what you can’t see”, while another commented: New Zealand Human Rights Commission all cultural people are at a junior level, while higher up is all white. Our work gets white-washed by the time it gets to the top. We need to have more diversity all the way through. Some felt those in leadership positions should have cultural competency requirements as part of their job, saying “if you can’t understand this, then step aside”. While leadership was singled out, participants also felt that workplaces in general need more cultural capability. One said, “diversity and inclusion strategies need to be done correctly” and this involved recognising people for the distinct skills and experience they bring: “the diversity someone brings from their background and community is an addition to the technical skills they bring to the job.” Several participants felt that strategies aimed at recruitment, retention and progression were essential. They noted that “there needs to be ongoing mentoring [and] professional development” and “a different way to do shortlisting – some way to ensure that race isn’t something that’s a barrier to jobs”. Another commented: I have worked 12 years in the public sector and am good at my job but keep getting passed over when it comes to promotions. The colour of my skin should not impact my career aspirations and I should be treated fairly. Participants identified the link between secure employment and migrant settlement, noting this was “one of the most important factors in settling well”. However, there were persistent barriers to this. One submission noted: The 2018 MBIE National Migrant Consultation found that newcomer migrants felt employers were reluctant to employ them due to discrimination (among other factors). The 2019 Workplace Diversity Survey … found that 69