2023 workplace wellness research

Many organizations list nondiscrimination policies in the employee handbook—often never reviewed again after new hire orientation. In addition to the handbook, these values should be expressed on the organization’s website, intranet, job postings, and training materials so new and existing staff can easily find and consider how these values align with their own.

The values should guide and be at the forefront of every organizational decision, operating procedure, training, and interpersonal interaction. Workers want to feel they can bring their “whole selves” to work, and actions will speak louder than words alone.

If organizational leadership is homogenous and lacks representation, all stated values or commitments to diversity will be perceived as superficial and performative. Analyze your organization’s power and gatekeeping system and how power dynamics influence hiring and recruitment. All levels of an organization, including leadership, should model the values and inclusive culture they aspire to achieve.

Consider each worker as an investment and provide compensation, benefits, and programs that allow workers to thrive in their personal and professional lives. Happy workers are more loyal to an organization that invests in their growth, which ultimately benefits the bottom line. BIPOC workers are less likely to benefit from generational wealth and social safety nets than their White counterparts. They may also have higher expenses due to systemic financial inequities, including legacies of redlining, predatory lending practices, and higher student debt. Workers paid a thriving wage will likely have less financial stress, improved job performance, and increased organizational loyalty.

BIPOC and female workers still earn less than their White male colleagues performing similar job functions. Consider a clear and transparent compensation structure and procedure to determine salary ranges for each position and how salary increases are given for promotions, recognition awards, or cost-of-living adjustments (COLA).

Suppose a predominantly White or homogenous group determines standard dress, hair, or behaviors. In that case, marginalized workers may feel uncomfortable bringing their authentic selves to work. They may code-switch their manner of presentation to keep their colleagues comfortable. Keeping others comfortable by minimizing or hiding one’s identity comes at an emotional cost, so ensuring all workers feel comfortable being themselves is critical.

A cut-throat competitive work environment alienates workers who may feel like, or be seen as, outsiders due to racial or cultural differences. A collaborative work environment that often recognizes the individual accomplishments of workers and teams (which promotes healthy competition) encourages teamwork and relationship-building, creating a more inclusive culture.

BIPOC workers often work harder and are exceptional to achieve the same recognition as their White counterparts, leading to BIPOC individuals overworking as a means of survival, increased stress and burnout rates, and feelings of discontent. An employer that provides and encourages PTO usage levels the playing field for all workers. Encourage workers to completely disengage from work when they are on vacation and allow them time when they return to catch up before adding additional responsibilities.

Affinity groups can offer respite to workers in underrepresented groups. However, affinity groups should not be the sole source of support for workers or set the expectation that affinity groups alleviate the responsibility of promoting DEI policies and practices from leadership or other members of an organization.

Individuals who identify as women are routinely interrupted, dismissed, or spoken over in meetings. Draft a meeting “agreement” to ensure no one person dominates the floor and everyone’s voice is heard. If a person violates the agreement, remind them of the agreement and ensure other workers have the opportunity to share.

Many employers offer recognition of Christmas or Easter as paid holidays but do not provide equivalents for other religious or spiritual days. Some organizations implement “floating holidays” to allow workers to take paid time off to celebrate their chosen holidays.

A public shooting targeting a specific demographic of people might impact your workers who identify with the victims. In response, offer non-intrusive ways to support them, including offering time away from work – individuals may not want to process their feelings at work. Acknowledge – do not ignore – the event, and provide workers who want to connect a safe, confidential space to meet. Ideally, have a compassionate and knowledgeable individual facilitate the process and respect each worker’s decision on whether or not to participate. Remind workers of the organization’s resources, including an employee assistance program (EAP) or telehealth options. Finally, respect that secondary trauma affects individuals and how they process those feelings differently.

No one worker should be the face or voice of an entire group. If only one or a few individuals represent an entire group, their “otherness” invariably comes to the forefront. Workers are less likely to feel tokenized when their colleagues and peers are diverse. Additionally, research demonstrates that a diverse workforce contributes to better financial outcomes.

Educating others about DEI is an emotionally, mentally, and socially taxing challenge, so employers and all staff must take responsibility for cultivating a culture mindful of these ideals. The exceptions might be when workers request to take on this task, or it is an explicit function outlined in their job description.