Racial Profiling and Ethical Decision-Making
You are a security guard at a large shopping mall. Your supervisor tells you to 'keep an eye on the group of young Black men' who have been hanging around the food court for the past hour. The supervisor says they 'look suspicious' and that several stores have reported thefts recently, though no specific description was given. You have not observed any of the young men doing anything wrong; they are laughing and eating. You know that profiling based on race is unethical and may violate human rights laws. You also know that your job is to prevent loss and that you should follow lawful instructions. Your supervisor is insistent and says it's 'just good preventive work.' You are concerned about being seen as insubordinate. You have a radio and a notebook. The mall has a policy on diversity and inclusion that you have read. You must decide how to respond.
1. What should you do in response to your supervisor's instruction?
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You should not follow the instruction to target the group based on race. Racial profiling is unethical, ineffective, and may violate the Manitoba Human Rights Code and the Canadian Charter of Rights and Freedoms. Your duty is to provide equal protection and service to all. Instead, you should politely but firmly explain to your supervisor that you cannot single out individuals based on race without reasonable grounds. You can suggest an alternative: increase general patrols in the food court and retail areas, and monitor for specific suspicious behaviours (e.g., concealing merchandise, tampering with security devices) regardless of race. You can also review recent theft reports for actual suspect descriptions. If your supervisor persists, you should document the instruction and your response, and report the matter to your manager or human resources. You should not confront the group or treat them differently. Continue to observe everyone equally. Your professional conduct must be unbiased. If you see any person, regardless of race, committing a theft, you can act based on behaviour. Your report should reflect that you addressed the issue professionally and sought a lawful alternative.
2. How would you document this situation, and why is documentation important?
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You should document the incident in your notebook and in an incident report, even though no theft occurred. Include the date, time, location, the supervisor's exact words, your response, and any actions you took. Note that you did not observe any suspicious behaviour by the group and that you chose not to target them. Documentation is important for several reasons: it creates a record in case the supervisor's instruction leads to a complaint or human rights claim; it protects you from being accused of insubordination or of ignoring a directive; and it demonstrates your commitment to ethical conduct. If the supervisor later claims you disobeyed, your notes show you offered a lawful alternative. Also, if the group later complains of harassment, your documentation shows you did not engage in profiling. You should keep the notes factual and objective, avoiding emotional language. Report the matter to your manager in writing if possible. This documentation may also be used in training or policy review. Remember that as a security guard, you are accountable for your actions, and good documentation is part of professionalism.