Beyond the Ballot: The Power of Everyday Voting to Create an Inclusive Workplace

Photo by Alexander Suhorucov

The act of voting in America is often associated with a single day in November when citizens cast their ballots to influence the direction of our country. But our influence extends far beyond the confines of a voting booth. Every day, with each decision we make, we're casting a silent but powerful vote that shapes the world around us. As we gear up for a crucial presidential election year, it's clear: our future isn't solely determined by the ballot we'll cast in November. It's crafted by the sum of our daily choices—a mosaic of decisions that ripple through our homes, workplaces, and communities. In a time when many are feeling anxious about the upcoming election, struggling to secure voting rights, and fighting for equitable participation in all aspects of life, recognizing the impact of our daily votes becomes even more crucial.

This recognition of our individual and collective ability to change the world around us can provide us with hope and the drive to continuously work towards creating a more equitable future—not only on Election Day, but every day.

What is Everyday Voting?

Everyday voting is not confined to official ballots but instead extends to the choices we make in the various roles we hold, whether at home, at work, or in our communities. Americans make tens of thousands of decisions daily. At work, these choices manifest in various forms, shaping the culture and direction of the organization. Whether through formal leadership roles or informal channels, individuals leverage their influence to vote on critical issues.

The way we communicate and collaborate can influence the workplace environment significantly. Every email, meeting, and conversation serves as a vote for a particular communication style and teamwork approach. How we respond to microaggressions, for example, represents a tangible example of everyday voting, with the potential to significantly impact the well-being of our colleagues.

Those in formal leadership positions exercise their voting power through decisions related to workplace systems, strategic planning, and resource allocation. For example, the process for recruiting and selecting new board members, the allocation of budgets for employee-led groups, and determining the kinds of data to collect and analyze are just a few examples of the votes that demonstrate an organization’s fundamental principles and values. Of course, decisions extend beyond internal matters as well, impacting the environment and community stakeholders.

How Everyday Voting Informs Fair Workplaces

The ripple effects of everyday voting are best illustrated by The Butterfly Effect, a concept derived from chaos theory, suggesting that a small change in one part of a system can lead to significant consequences elsewhere. In the workplace, our daily voting or decisions can set off a chain reaction that influences the overall environment—for better or for worse. From the projects we choose to invest resources in, to the way we communicate with colleagues, each action can trigger a cascade of effects that shape the fairness and inclusivity of an organization. 

At its core, workplace equity is not a static state (it is not a “set it and forget it” approach) but instead a dynamic process that requires continuous attention and commitment. For example, a new meta-analysis from Northwestern University shows that racial discrimination in hiring practices continues to exist at nearly the same rate, despite having been outlawed 25 years ago. Decisions made at various levels of an organization hold the potential to either reinforce or challenge systemic inequalities. Out-dated recruitment, hiring, and promotions processes can perpetuate bias and create a lasting impact on barriers to workplace equity—impacting employees of all identities. 

Conversely, mentorship and sponsorship programs act as catalysts for professional growth. The guidance and support provided by a mentor or sponsor can have a cascading effect on an individual's career trajectory and, by extension, on the overall team. While 20% of white employees have sponsors, only 5% of Black employees do. However, having a sponsor significantly impacts career progression for Black managers—increasing their likelihood of advancing to the next level by 65%. Moreover, sponsorship reduces the likelihood of Black employees quitting within a year by 60% compared to their unsponsored peers. By actively choosing or voting to participate in mentorship and sponsorship initiatives, individuals contribute to positive ripples that extend beyond immediate circles and actively contribute to perceptions of fairness and overall organizational health.

The Unique Position of Top Leaders

In the intricate web of workplace dynamics, leaders hold a unique position of influence. Their decisions, actions, and values send powerful signals that shape the culture of the organization. By leveraging their position, top leaders can cast a resounding vote for inclusivity and fairness by…

• Prioritizing values-aligned budgeting and resource allocation. Our financial decisions are a direct reflection of what we value. Doubling down on ensuring that we have the money required to back our values and give them the foundation they need puts action behind our statements. For example, you might implement a robust supplier diversity program or set aside funds for community outreach and engagement initiatives aimed at supporting local organizations and communities of color. Consider the following questions: What kind of organization are we striving to build? How do our financial decisions align with our values and definition of success? Are there any existing investments or budgeting practices that are misaligned with our commitment to diversity and inclusion?

• Implementing inclusive hiring practices. When organizations tap into a broad spectrum of perspectives, skills, and experiences, they can accomplish new levels of creativity and problem-solving. Ellequate members from a variety of industries - including the arts, social services, manufacturing, and more - have witnessed first-hand the transformative impact of diversifying their workforce through the implementation of cutting-edge policy and practice. They recognize that by reflecting the varied demographics of customers and markets, they have improved their ability to connect with and understand their audience.

• Establishing a clear compensation philosophy and regularly reviewing pay practices. Pay transparency guarantees fair compensation for all employees, thereby fostering a culture of trust and promoting overall employee well-being. By basing compensation on individual skills, experiences, and contributions—which better gauge an employee's true value to the organization rather than relying solely on market value, which can be distorted by occupational segregation—we cultivate a more unified, collaborative, and resilient workplace. An inspiring example from an Ellequate member illustrates the significant impact of a leader's resolve to focus on and refresh compensation strategies. This leader, by bringing together the right people and implementing effective measures, was able to introduce a minimum living wage organization-wide. This change not only overcame the deep-seated obstacles of the cliff effect but also led to broad-ranging positive impacts, enhancing the well-being of employees, the dynamics of teams, and the overall health of the organization.

• Aligning professional development with employee needs and organization goals. When employees are equipped with up-to-date information and skills, it contributes to increased productivity, employee satisfaction, and overall workplace effectiveness. Moreover, investing in the professional development of staff demonstrates a commitment to their success, fostering a culture of loyalty and engagement. This commitment not only attracts top talent but also retains experienced professionals, creating a workforce that propels the organization toward its goals.

The Pivotal Role of Every Employee

While the leadership team plays a pivotal role in shaping workplace culture, the collective actions of every employee, regardless of their position, determines the overall momentum of an organization. By leveraging their unique position, employees (from entry-level and up) can cast a vote that prioritizes and advances fair and inclusive workplaces by…

• Educating themselves and others. Investment in personal and professional development opportunities, support employees in becoming empowered advocates for change. Sharing knowledge with colleagues contributes to a workplace that is aware of and actively addressing issues related to fairness and wellbeing. In addition to PD, employee resource groups (ERGs) provide a platform for employees to share experiences, offer support, and advocate for meaningful change. Understanding and valuing the perspectives of others demonstrates a commitment to fostering an inclusive workplace culture.

• Embracing inclusive language and communication norms. This enhances collaboration, innovation, and productivity within diverse teams, drawing on a range of perspectives. Inclusive language fosters empathy, nurturing a culture of understanding and reducing the risk of perpetuating stereotypes or bias that result from gendered or exclusionary terms. Earlier this year, one of our members in manufacturing spoke about their organization’s commitment during a period of rapid growth to secure these norms. They recognize their role in establishing organization-wide expectations and creating an environment where everyone feels seen and valued.

• Advocating for continuous improvement of meaningful workplace policies and practices. Our members will tell you stories for days about how meaningful workplace policies, addressing issues such as hiring practices, flexible work arrangements, promotions, inclusion in decision-making, mental health supports, work-life balance, etc., lead to increased job satisfaction, productivity, and retention. Moreover, as employees champion improvements, organizations become more resilient, better equipped to attract top talent, and adept at navigating the complexities of a rapidly changing global landscape. 

Embedding Everyday Voting as a Workplace Norm

In the workplace, voting is not a one-time event but an ongoing process that occurs daily with every decision and action. By recognizing the impact of these daily choices, employees and employers can collectively create a positive work environment that ripples outward, affecting the well-being and experiences of everyone involved. Through intentional voting in the workplace, we have the power to shape a future that reflects our values and aspirations.

Ellequate provides organizations with the tools and resources to activate everyday voting. Our members are not just fostering change within their own structures but also using their wings to inspire change across industries and communities. An Ellequate membership not only provides your organization with a data-driven strategy with limitless momentum, it also connects you with a diverse network of employers who will help to shape your impact and contribute to a world where positive change reverberates across boundaries.

Ready to explore your next steps? Take a look at what you can do with an Ellequate membership or contact our team today.

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Operationalizing Meaningful DEI When Time is a Limited Resource

Employers often find it hard to achieve meaningful DEI outcomes because they struggle to find a balance between what they want to achieve and their internal capacity. While many of us have understood, and maybe even witnessed, the profound impact of equity in the workplace, most (if not all) of us are also facing the very real limitations of resources, such as time and money. While the obstacles related to time are complicated, there are some effective strategies that have been proven to free up an organization’s capacity to do more of what matters most—the cultivation of environments in which all people, but specifically people with marginalized identities, can thrive. In all cases, the resulting ROI of these efforts yields impressive revenue (over 700%) and employment (nearly 300%) growth rates—making the question of how we spend our time a valuable and often overlooked key performance indicator.

How to Free Up Time for What Matters Most

The irony of freeing up time is that it takes time to accomplish this end goal. That being said, it can be done and it is worth engaging in this effort for the long-term return on investment that it offers. A study including dozens of knowledge workers determined that by engaging in a Start/Stop/Continue exercise, the average person was able to free up nearly 20% of their time—an average of one full day a week. Having this time available to continuously enhance and implement policies, procedures, and practices which directly impact the experiences of employees is easily recognized as a game-changer. So what can you do today, to get closer to freeing up your time? Check out this resource on strategies for setting and ranking priorities—you won’t regret frontloading a little time on this activity when you experience the returns!

How to Capitalize on the Time You Have

While finding ways to free up time might be considered a longer term initiative, there are simple strategies that teams and organizations can implement today which will significantly impact their ability to uphold the integrity of their value proposition. Typically, the most effective approaches do not require an overhaul but a small adjustment—making it easier to implement without frontloading an additional time commitment. To start, consider changing your SMART goal framework to a SMARTIE goal framework (Strategic, Measurable, Ambitious, Realistic, Time-bound, Inclusive, and Equitable). By making a slight shift in this regular workplace practice, we embed DEI in daily goal-setting activities organization-wide. This can promote a shift in mindfulness that begins to reframe daily decision-making to be equity-focused. We’ve created a SMARTIE goal-setting tool that can help you to get started!

Our clients have made tremendous gains by incorporating their commitment to DEI into daily operations! Here are a few “quick” time-saving adjustments that they have found to make a noticeable impact on equity in their workplaces:

• Make hiring practices more efficient with an objective scoring rubric. A client in the Arts and Culture industry found that by simply adopting Ellequate’s Interview Guide and Scoring Rubric as a routine interview process, not only were hiring panelists able to more objectively assesses the candidates for role “fit,” but operationalizing this practice also had a marked impact on the efficiency and effectiveness of hiring panel discussions and decision-making.

• Be strategic in collecting demographic information. When it comes to establishing and sustaining an efficient supplier diversity program, there can be a lot of back and forth with suppliers. One of our nonprofit sector clients has not only cut down on back and forth communication with suppliers but has also developed a robust demographic tracking data system, simply by standardizing the collection of demographic information as a part of the application process. Unsurprisingly, when employers are strategic in the collection of internal and external demographic information, they have more data available to analyze their DEI status and set data-driven metrics for growth.

• Ensure that DEI committees have decision-making power. DEI committees have been known to lose their momentum when there isn’t enough clarity on the decision-making process. Oftentimes, taking a moment to formalize (in writing) a committee charter that outlines these practices and ensuring leadership representation can produce time efficiencies, expedite action, and result in responsive outcomes. Recently, a governmental organization, engaged in our certification program, recognized that they were coming up against this unknown barrier and it was costing them time, money and leading to frustration. They are on their way to adjusting this practice and it’s already starting to make a difference in how they use their time! 

Don’t Spend Time Guessing, Invest in Approaches that Work

Equity work can feel overwhelming and complicated, especially when we are faced with limited resources. Organizations don’t need to spend tens of thousands of dollars on consultants to get meaningful results. With access to the right tools and resources, as well as organization-specific information about what’s working and where there are opportunities to continue to grow, most organizations realize that they have everything it takes to be able to do this work on their own and to do it well. Dozens of employers have already discovered the capacity-building opportunities available within Ellequate’s Equity Engine. As a result, they are spending less time and financial resources on efforts to operationalize equity in the workplace and they are celebrating the impact!

Even with limited time and resources, you can develop an effective DEI strategy. Learn how an Ellequate membership can help your organization achieve meaningful results.

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The Evolution of DEI: From Setbacks to Data-Driven Strategies

Photo by Ivan Samkov

Emerging from the Civil Rights Movement in the 1960s, Diversity, Equity, and Inclusion (DEI) gained traction as laws like the Civil Rights Act of 1964 and affirmative action came into effect, prohibiting discrimination in education and employment based on identities like race, color, religion, sex, or national origin. 

Early DEI efforts included diversity training, encounter groups, and the use of hiring tests. During this period, diversity training focused primarily on legal compliance and surface-level awareness. While encounter groups intended to improve race relations, their outcomes were mixed, with some White participants gaining insight into racial discrimination in America and others resisting a process in which they felt attacked. In addition, the implementation of hiring tests, designed to promote fairness, suffered from inconsistent enforcement and frequently overlooked deeply ingrained biases in recruitment processes. Despite well-intentioned motives, these approaches often oversimplified the complex nature of systemic inequality, relying instead on isolated interventions aimed at changing individual hearts and minds.

More recent efforts to address disparities such as all-staff implicit bias training and the Implicit Association Test (IAT) may promote understanding, but often fall short in actually changing explicit bias or behavior. Paradoxically, some instances of implicit bias training can backfire, hampering the advancement of people with marginalized identities. 

The failures of past efforts to effect real change, punctuated by legal battles and shifting cultural norms, continue to shape the evolution of DEI in America. While backlash, economic uncertainty, and DEI's politicization have cast doubts on its future, DEI remains a critical factor in attracting and retaining talent. We found that when employees believe their employer prioritizes diversity, equity, and inclusion, they are 28% more likely to recommend their employer to a friend or colleague and 22% more likely to see themselves still working at their employer in two years' time compared to employees that don’t. Additionally, employers that demonstrate a commitment to getting DEI right financially outperform their peers. 

While the language used to describe DEI may vary (EDI, DEIA, DEIAB, IDEA, etc.), the primary goal remains the same—to create workplaces and communities where all people can thrive. In this article, we’ll clear up some common misconceptions and offer our take on the future of DEI.

DEI is Not a Corporate Culture War

According to the Pew Research Center, 56% of employed US adults believe increasing DEI at work is a good thing. However, opinions tend to be divided along demographic and political lines. This New York Times article attributes some of the recent resistance to DEI to an overemphasis on identity groups.

While recent media coverage suggests DEI is dying, citing recent layoffs of DEI executives across the country, we see things differently. The small and midsize organizations we work with are not scaling back their DEI efforts—in fact, the majority have seen significant gains over the past few years as they’ve prioritized employee needs and implemented their data-informed action plans. For example, between 2021 and 2023, the City of Cincinnati Department of Transportation saw improvements in their employee survey scores for staff overall (+12%), women (+22%), BIPOC (Black, Indigenous, People of Color) (+29%), employees with disabilities (+26%), parents of kids under 18 (+21%), and non-managers (+18%). In addition, ArtsWave, Bethany House Services, FEG Investment Advisors, Freestore Foodbank, Cincinnati Symphony Orchestra, Curiosity, Great Parks of Hamilton County, Greater Cincinnati Foundation, and The Ion Center all saw improvements in either their employee survey scores, organizational assessment, or both in their most recent certification cycle. 

Inevitably, DEI will become increasingly important to business leaders in the coming years. For starters, it’s what job seekers want: according to LinkedIn, 76% of employees and job seekers said diversity was important when considering a job offer. By 2045, the majority of the workforce will be Black and Latine/Hispanic. Additionally, women now outnumber men in the college-educated workforce. In order to serve changing markets, organizations will need diverse representation at all levels, as well as the insights and tools to work together and make decisions effectively. However, the lack of a universally accepted standard for effective DEI practices can leave employers and employees feeling stuck—it's not always clear where and how to start. A data-driven approach to DEI can provide leaders with a roadmap—and ultimately, a better return on their investments.

Building and Supporting the Best Teams of Tomorrow

In light of the overturn of affirmative action, many employers are rethinking their DEI strategy. It's worth noting that unlike higher education, the practice of hiring based on race or sex has never been allowed. When executed effectively, DEI should broaden opportunities for those with marginalized identities without limiting opportunities for others. Ultimately, the creation of fairer systems that mitigate bias, foster transparency, and hold all employees—leaders included—accountable to the organization's mission and vision benefits all stakeholders.

For example, when it comes to recruiting talent, employers can proactively build relationships with organizations that serve marginalized communities, such as HBCUs and disability advocacy organizations, by providing value—for example, paid internships, scholarships, and sponsorship. In doing so, they expand their understanding—and ultimately, broaden their pool of potential candidates. They may also choose to require minimum representation in all final candidate slates, making sure to provide hiring managers with the time and resources needed to source candidates. Through the implementation of these kinds of workplace systems, employers are able to effectively cultivate a more diverse workforce. Equity in the workplace translates to the deliberate removal of barriers to participation and progress, putting your organization’s values into action and ensuring your organization consistently thrives by attracting top talent and adapting to the evolving needs of the workforce.

If there’s one thing about traditional workplace systems that will ultimately lead to an organization's downfall, it’s the assumption that everyone has a universally shared experience. Employers dedicated to a data-centric DEI strategy are cultivating more robust cultures and relationships, fueled by deliberate people-focused strategies and innovative tactics that enhance employee experiences. Although disaggregated demographic data cannot establish or enforce quotas, it holds substantial value in understanding and improving organizational culture. In contrast, organizations that neglect to respond to the unique needs of their employees will likely struggle to stay competitive. 

Which DEI Solutions are Worth the Investment?

Understanding your workforce isn’t much different than understanding your target market. Determining what your employees need to succeed takes the right data, insights, guidance, and tools. The key ingredient, though, is executive buy-in. Overcoming resistance from the C-suite can be challenging. However, if you understand their objections, you can build a compelling case that positions employees as a top stakeholder. Focusing on structural change, rather than personal responsibility, will not only lead to more meaningful outcomes, but can also mitigate any perceived threats to people’s positive sense of self.

Now is a great time to revisit the DEI conversation with apprehensive leaders because there’s plenty of new data available about what’s working and what’s not. Otherwise, maintaining inefficiencies of the status quo is sure to result in lower employee trust and higher turnover rates. Even if past DEI efforts haven’t panned out, you can still achieve meaningful outcomes. It’s okay to let go of ineffective approaches to DEI. Workforce demographics and expectations are changing, so it’s wise to adopt a systems change approach sooner rather than later. 

Evolve Your DEI Strategy and Systems

Leaders that resist DEI efforts often don’t realize that they practice the tenets of DEI on a daily basis. At the end of the day, promoting fairness, providing for your team’s needs, and opening pathways to success are good for business. That’s exactly why the best courses of action will rise to the top and set people-centered organizations apart from the rest. DEI isn’t dying—it’s evolving.

Taking a data-driven approach now will give your organization’s leaders everything they need to make better decisions to create a best-in-class employee experience—providing a competitive advantage in a race to the top. 

Ready to explore your next steps? Take a look at what you can do with an Ellequate membership or contact our team today.

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Acute vs. Chronic Conditions: DEI as a Pathway to Organizational Health

In the last year, a combination of economic and cultural factors has led to a significant decrease in both the mental well-being of employees and their level of engagement at work. This issue is compounded by the fact that many employees who belong to marginalized groups experience an extra "emotional tax" on the job—feeling constantly on guard against bias or discrimination based on their race, gender, ethnicity, and so on. Consequently, what employees expect from the workplace has changed, leaving employers struggling to adapt and finding it difficult to maintain organizational health.

While many employers recognize change is necessary, they often approach complex challenges as if they are acute problems—when in reality, they are the result of chronic issues. For example, after the killing of George Floyd, corporate America pledged nearly $50 billion to groups working toward racial justice, hired Chief Diversity Officers, and hosted a multitude of implicit bias trainings. Fast forward three years, and those pledges have failed to effect change, DEI executives are leaving en masse, and many employees feel that their employer’s DEI efforts aren’t working. 

DEI efforts are falling short because organizations are failing to address the root causes of inequity. In other words, they are treating the symptoms, but not the disease. Why? 

Historical responses to public health emergencies can help shed light on this phenomenon. After the 2010 earthquake in Haiti, the Red Cross raised an incredible $490 million for disaster relief—one of its most successful fundraising efforts ever. However, Haiti needed aid long before the earthquake: about 72% of the population was living on less than two dollars a day, and malnutrition, AIDS, infant mortality, and limited access to clean water put Haitian life expectancies more than ten years lower than the regional average. We saw a similar response as the COVID-19 pandemic exacerbated gender disparities. Employers scrambled to support working parents, especially mothers, as they struggled to manage both family and job responsibilities—but mothers had been struggling long before the pandemic due to an unequal division of caregiving and household tasks.

People often respond more actively and immediately to acute problems than chronic issues due to a combination of psychological, emotional, and societal factors. Acute problems:

• Evoke a strong emotional response due to their sudden and dramatic nature, triggering a sense of urgency and empathy.

• Generate vivid images that are widely shared through media, making the situation more tangible and leading to a stronger emotional connection and increased willingness to take action. 

• Disrupt the norm, capturing people's attention and resulting in a surge of support and resources—chronic issues may be perceived as less surprising, leading to a less robust response.

• Often have a clear cause-and-effect relationship, making it easier for people to understand and attribute blame—in contrast, chronic issues may involve complex systemic factors that are harder to comprehend and address.

• Demand immediate attention and action due to their urgent and time-sensitive nature, whereas chronic issues are ongoing.

While acute problems receive more immediate attention, addressing chronic issues requires sustained effort, long-term strategies, and systemic changes. Employers face the challenge of bridging the gap between the intense response to acute problems and the ongoing commitment necessary for achieving lasting change. This balancing act is crucial for attaining optimal organizational health.

What Is Organizational Health?

Organizational health refers to the overall well-being of an organization, including how efficiently it operates and how engaged its employees are. It's a state in which systems, methods, and individuals work together to optimize performance, much like the synchronized function of a healthy human body.

For employers, organizational health is crucial for success. A healthy organization can handle challenges, adapt to changes, and take advantage of opportunities effectively. When employees are fully engaged, feel valued, and are proud of their contributions, they are more productive and creative. This contributes to the organization's growth and reputation, building trust among its community of stakeholders.

DEI as a Path to Organizational Health

When employees face bias or discrimination at work, the entire organization suffers, much like when a single part of the human body is unwell. Just as a health issue can impact overall well-being, a negative work environment affects the collective performance of the workplace. Negative experiences can lead to increased stress, anxiety, and reduced job satisfaction. Our recent findings suggest that when employees with multiple marginalized identities, like Black women, do not believe their employer prioritizes DEI in the workplace, they are less likely to experience psychological safety and more likely to experience stress in the workplace that affects their personal life. Over time, the perception of bias and discrimination can contribute to burnout and mental health issues. 

Addressing bias and discrimination by singling out individuals (i.e. "a few bad apples") or treating incidents as isolated events, fails to acknowledge the ongoing and systemic nature of the problem. This approach treats the issue as if it's an acute problem, rather than recognizing its pervasive and deeply ingrained presence within the organizational structure.

Imagine a scenario where a manager consistently includes more critical subjective feedback in the performance evaluations of BIPOC (Black, Indigenous, People of Color) employees or women. Consequently, these individuals receive fewer promotions compared to their White or male colleagues. If we approach this situation as if it is an acute problem, we might solely blame the manager. Proposed solutions, such as providing implicit bias training or individual coaching, could make the manager feel defensive, leading to resistance and hindering our DEI efforts. In contrast, if we address this situation as a chronic issue, we acknowledge that biases are prevalent in all of us. We focus on mitigating bias in the performance review process itself. We define clear expectations and deliverables for each role, train all managers to use an objective assessment rubric, implement more frequent 360-degree reviews, ensure evaluations are free from biased language, put accountability measures in place, and track promotion rates by race, gender, etc. By adopting this comprehensive strategy, biases are acknowledged as systemic challenges that demand systematic solutions, which leads to smarter and fairer business decisions and a healthier work environment.

Mental, physical, and social well-being are concepts that everyone can relate to. Framing DEI as a pathway to optimal health can solve for gaps in understanding. By recognizing outcomes as products of operational systems, all members of the organization can better understand their role in cultivating a healthy workplace—without experiencing the blame or shame that often accompanies acute approaches to DEI problem solving. 

A Diagnostic Tool for the Workplace

Outcomes such as decreased turnover, improved employee engagement, and the attraction of top-tier talent are direct products of sound organizational practices. Luckily, these are all things that leaders can control!

Great leaders admit that they're still learning and acknowledge there are things they don't know. With our advanced analytics platform, Ellequate helps leaders identify gaps in their operations and bring to light disparities in employee experience. Working together with our coaches and advisors, they get clear on what really matters and create achievable action plans to reach their goals.

Are you ready to join our community of changemakers? Get in touch with our team to learn more.

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#ShowYourReceipts: Honor Observance Months With Action

Photo by Anete Lusina

As Pride Month draws to a close, we find ourselves once again on the cusp of Fourth of July weekend. Throughout the first half of this year, we have honored and commemorated Black History, Women’s History, AAPI, Arab American, and Jewish American Heritage, as well as LGBTQ+ Pride. Now, our calendars remind us that it is time to celebrate our country's independence and reflect on the freedoms that all Americans are entitled to.

At the same time, diversity, equity, and inclusion (DEI) programs are being attacked at state-funded universities and affirmative action in college admissions has been ended by the Supreme Court. States are still fighting legislative battles over drag bans and gender-affirming healthcare. Millions of women still don’t have access to safe and legal reproductive healthcare. Black Americans still face disparities across many aspects of society, from law enforcement and criminal justice to employment, housing, financial services, health care, and others.

As a nation, we have not yet lived up to our aspirations. Many people with marginalized identities continue to lack access to the resources, opportunities, and freedoms many of us will celebrate next week.

So how can we begin to change these surface-level norms of advocacy and allyship into meaningful systems-change for the people we aim to serve in our observance month celebrations? To know where to start, we have to take a few steps back to understand the full picture.

Why observance Months?

Commemorative and heritage months were created to recognize and honor the histories, contributions, achievements, and struggles of specific groups of people who have been historically marginalized or underrepresented in mainstream narratives. While it remains crucial to honor the resilience of these groups, it is equally important to recognize the grave consequences that arise when a dominant group wields unchecked power.

Some of these months grew directly out of advocacy movements to stop oppression and gain equal freedoms. For example, Pride Month came out of the Stonewall Uprising of 1969 and Women’s History Month was originally a labor movement spearheaded by the Socialist Party of America. Founders of movements like these are usually seeking to challenge the status quo. They want to bring awareness to social injustice, change inequitable systems, and prevent the same kind of harm from happening again in the future.

Unfortunately, no fight for freedom is won-and-done. The repeal of Roe v. Wade demonstrates that even when rights are established as precedent, marginalized groups remain vulnerable to their potential loss. The education resource Learning for Justice explains that “The heroes and holidays approach reinforced by heritage months,” as it’s applied in the classroom, “places non-dominant groups in silos outside of the standard curriculum, thus perpetuating marginalization.” A similar phenomenon happens in mainstream media: taking a “good vibes only” approach to observance months (especially when the marginalized group is still fighting for equitable freedoms) can have the countereffect of further tokenizing marginalized communities and erasing their struggle. This is the result of observing commemorative and heritage months without acknowledging the realities these groups are facing in the present.

Performative DEI is Harmful

If people were skeptical about DEI before 2020, the situation became worse when big corporations pledged billions of dollars to Black Lives Matter and aligned organizations—and never came through with the receipts. Executives continued paying for quick fixes like standalone implicit bias trainings to “check the box” so they could say they did something and move on. Brands still fail at virtue signaling all the time, and audiences notice when messages are insincere. The wave of “DEI fatigue” happening now is coming out of the same frustration with stagnant systems that never seem to change and waning trust in DEI efforts as a solution. 

Leaders committed to building an equitable society recognize that deeply ingrained social and cultural biases affect everyone and every organization. The biases prevalent in politics and media are the same ones that contaminate our homes and workplaces—that latter of which not only provide employment opportunities but also perpetuate generational wealth disparities. Acknowledging the inherent biases within organizational systems should not be a source of shame. However, organizations that neglect to take action in addressing these biases will be subject to scrutiny and held accountable in the court of public opinion. People have become increasingly aware of social issues and inequalities, and they expect their favorite brands to prioritize and demonstrate a commitment to caring for the most vulnerable individuals within their organizations.

How to Operationalize DEI Values

With their agility, adaptability, and closer connections to their employees, SMBs have a unique opportunity to set a new standard and inspire larger organizations to prioritize DEI efforts. This begins by showcasing, particularly at the highest levels of leadership, a commitment to translating values into tangible actions and decision-making on a daily basis. For example, one of our clients expanded bereavement leave to cover all loved ones, not just immediate biological family. While attending a Pride parade is an easy way to show support for LGBTQ+ employees, it will not have the same effect if these same employees are not provided with the personal time they need to mourn the loss of the people closest to them.

If observing commemorative or heritage months on social media is an important part of your branding strategy, you can find ways to back up those messages with meaningful action. Try using these strategies to start putting your DEI values into practice:

• Make the time to work on DEI strategies by streamlining other processes and prioritizing carefully.

• Your colleagues have valuable insights related to current challenges and possible solutions. Give them a channel to share their voice so that you have the evidence needed to identify the goals that will be most meaningful to those you work with.

• Be strategic with data collection from the beginning so that you can understand the full impact of your work over time.

• Ensure that employee resource groups, affinity groups, and DEI committees have a dedicated budget and real decision-making power.

• Measure progress through the establishment of Key Performance Indicators (KPIs). To achieve success, DEI should be integrated as a strategic priority, rather than treated as an independent initiative or program.

HONOR WITH ACTION: Start Now

The most authentic and meaningful way to honor commemorative and heritage months is by addressing and transforming the systems that have made them necessary. Rather than merely expressing your intentions and commitments, it is more impactful to demonstrate tangible results (#ShowYourReceipts). Imagine the power of saying, 'We achieved a remarkable 13% increase in employee satisfaction scores among LGBTQ+ team members in the past year,' instead of a generic 'Happy Pride?'

A recent Times Magazine article on equity in the workplace ended with the following insight: instead of asking “how much will it cost to increase….” leaders asked a more enlightened question of “what will be the cost to my competitors if we get this right, and they don’t?” You’ve got about six months to get a head start before the commemorative and heritage month celebrations start coming around again. We can help you use employee survey data to identify gaps and prioritize high-impact efforts, making it easier to create a culture where all people can reach their full potential.

You can do the work to create a truly equitable work environment and Ellequate has everything you need to ensure that when it comes time to demonstrate your commitment that you’ve got the receipts to prove it!

Ready to access the insights, guidance, and tools you need to create a successful DEI strategy? Whether you’re just starting out or working toward certification as a Leader In Workplace Equity, we’ve got you covered.

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How to Promote Mental Health in the Workplace

Photo by Jopwell

A survey from the American Psychiatric Association shows that only about half of American workers say they are comfortable talking about their mental health in the workplace, and more than one-third are worried about job consequences if they seek mental health care. More than one-quarter of workers are unsure how to access mental health care through their employer. Our own data confirms that while 95% of employers provide employees with access to Employee Assistance Programs (EAP), nearly 1 in 10 employees struggle to access mental health care services. These findings illustrate that more needs to be done when developing strategies to support the mental health of our employees. 

Providing sufficient mental health solutions and resources in the workplace means making them accessible and affordable while authentically and actively encouraging employees to use them. Because mental health stigma is so pervasive in workplace culture, leaders need to set a new tone by modeling behaviors that promote well-being at the top. It’s also important to recognize that while there are globally-recognized solutions, mental wellness is a highly personal experience and should include individualization where possible. 

How Can Employers Meet the Growing Demand for Mental Health Support?

While influences on mental health live both inside and outside of the workplace, employers have an opportunity to impact the trajectory and outcomes of well-being for their employees. If you’re familiar with Maslow’s Hierarchy of Needs, the principle is the same: deficiency needs like safety, health, and employment need to be mostly fulfilled before people can think about growth needs like belonging, connection, and self-esteem. Mental health is among the basic needs at the bottom of the pyramid, but since there can be so many barriers to achieving and maintaining mental wellness, these needs are often deprioritized. Many people sacrifice their own mental health to take care of the needs of others or, if funds are limited, prioritize food, shelter, and transportation. Creating a culture of belonging through diversity, equity, and inclusion (DEI) work and talking about the mental health solutions available to employees are two ways you can help make those benefits seem safe and accessible to use.

For example, to support the well-being of their employees, one of our clients provided on-site mental health support for around $80 per session—but few employees scheduled appointments. Why? Employees shared in a listening session that while they would like to take advantage of the benefit, they couldn't afford the fee. The intent was on the right track, but it didn’t make the desired impact. 

Understanding how best to support the mental health of employees can be challenging. Below, we explore five essentials to creating a culture where all people can thrive.

5 Essentials to Meeting Mental Health Needs

As Surgeon General Dr. Vivek Murthy wrote in a press release last October, “We have an opportunity and the power to make workplaces engines for mental health and well-being.” Along with his statement, he released a 5-point framework for improving workplace mental health. The Surgeon General’s Five Essentials for Workplace Mental Health and Well-Being include protection from harm, connection and community, work/life harmony, mattering at work, and opportunity for growth. 

Using this framework, we’ll outline some best practices and policy guidelines that can support the mental health and well-being of your employees. We’ll also use original data from our employee survey to demonstrate how these issues can disproportionately impact marginalized groups. 

1. Protection from Harm

In the workplace, the two human needs of safety and security call for protection from both physical and psychological harm as well as financial security and job security. While OSHA grants employees the right to a physically safe workplace, psychological safety is a much newer concept—and much harder to establish and monitor. In fact, our data show that 16% of employees do not feel safe bringing up tough issues with their employer. 

Professor Amy Edmondson defines psychological safety as “a shared belief that the team is safe for interpersonal risk-taking.” We recommend co-creating team norms with your team’s input to promote inclusion and psychological safety. Such norms might look like “rules of engagement” for fair conversation, guidelines for giving and receiving feedback, expectations around risk-taking and making mistakes, and strategies for conflict resolution.

For many employees, bullying and harassment can threaten psychological safety in the workplace. In fact, 23% of employees in our data have reported threats or humiliation, and 6% of employees have reported sexual harassment. Of those who did not report bullying or harassment, 23% said they did not trust the process to be fair, 22% said the behavior stopped on its own, 16% confronted it on their own, and another 16% thought it might hurt their career. As leaders work to create a workplace that’s free from harassment and discrimination, it’s important to establish clear reporting processes and put accountability measures in place to address it when it does occur.

2. Connection and Community

The human needs of connection and community translate to social support and belonging in the workplace. When employees can fully agree with the statement  “I feel respected and valued by coworkers and by my manager,” you know these mental health needs are met.

To promote social support and belonging in your workplace culture, we recommend sponsoring Employee Affinity Groups (EAG) or Employee Resource Groups (ERG). The group format you choose will depend on your organization’s culture and structure: ERGs include employees with shared interests, and EAGs provide a safe space for employees with a shared identity. Members can coordinate professional development activities, identify workplace issues, and advocate for change within the organization. It’s important to note that both types of groups require a committed budget, adequate resources, decision-making authority, and support from senior leadership to be successful.

3. Work-Life Harmony

The advent of remote work has made it much easier for many companies to accommodate their employees’ mental health needs of flexibility and autonomy. However, that’s not always the case; mission-driven organizations in particular struggle with employee burnout, which also stems from a lack of these essentials. While 85% of employers report that they offer flexible work arrangements, 16% of employees in our data set think their commitment would be questioned if they used them. 

Hybrid, remote, and other flexible work arrangements are especially important for women, BIPOC employees, and those who serve as primary caregivers. When implemented consistently and at scale, these policies can reduce the impact of structural inequalities. However, if flexible work policies are not intentionally made available and promoted to all eligible employees, you can exacerbate inequity through proximity bias. Proximity bias is the tendency to favor employees that are physically closer to the organization and its leaders. You can avoid this by measuring outcomes instead of facetime, tracking and comparing the promotion rates of remote/hybrid employees and those working on-site, and establishing team norms that promote inclusion. For hourly and part-time employees, resources for requesting days off and swapping shifts can provide this flexibility.

4. Mattering at Work

When employees are given the tools they need to succeed at work, they are more likely to feel respected and valued. Our analysis of over 6,000 Ellequate survey responses revealed a significant relationship between having multiple marginalized identities (e.g. being Black, having a disability, being a woman) and having more negative perceptions of mattering at work.

Providing employees with the resources they need to succeed is essential to creating a sense of shared purpose. Compared to 12.6% of staff overall, 26% of Black employees with a disability and 28% of White employees with a disability report that they do not have the information, training, and resources they need to do their job well readily available. Black women with children report similar experiences 21% of the time, along with 15% of Black employees overall, and 13% of women. When employees do not have what they need to contribute in a meaningful way, they are more likely to experience stress in the workplace that affects their personal life and less likely to feel safe bringing up problems and tough issues at work.

Similarly, 30% of White employees with a disability and 23% of Black employees with a disability do not believe their manager recognizes their contributions and achievements at work, compared to 10% of employees overall. When employees feel appreciated, recognized, and engaged by their managers, they are more likely to experience psychological safety, as well as feel a sense of value and meaning at work.

To promote dignity and provide a larger sense of purpose, we recommend making paid training and leadership opportunities available to employees at all levels. Change and uncertain times can be destabilizing for both individuals and organizations; giving your employees the opportunity to reskill, upskill, and build resilience to change on the job creates mutually beneficial outcomes. Investing in employee development increases retention, and your team will have more skills to help the organization weather the unpredictable.

5. Opportunity for Growth

The final essential for workplace mental health, opportunity for growth, relates to the human needs of learning and accomplishment. According to our data, 7% of employees feel like they've missed out on a raise, promotion, or chance to get ahead because of an identity like race, gender, etc., and 8% disagree or strongly disagree that people from all cultures and backgrounds have equitable opportunities to succeed. 

Though traditional performance management techniques are outdated and disliked by both employees and supervisors, conducting effective performance evaluations and providing feedback on a consistent basis (at least weekly) are the secrets to fostering individual growth in the workplace. Standardizing the performance review process with rubric-based evaluations can help mitigate bias, provide clearer performance standards and criteria, and help ensure assessments remain objective. Finally, equip your managers by training them ahead of implementation to communicate expectations, collaborate on professional development goals with direct reports, and measure progress over time.

Plan to Promote Your Employees’ Mental Health 

While the fundamental human needs that foster well-being are universal, it is crucial to recognize that your team members may require tailored mental health benefits and effective communication to cater to their individual situations. While mental health benefits undoubtedly contribute to addressing overarching concerns like burnout, there are several other workplace issues that also warrant attention. The most effective approach is to evaluate the specific needs of your team and develop a strategy accordingly to address those needs. 

In our exploration of the employee experience, we have discovered how having multiple marginalized identities can impact well-being. One area of interest is pay equity, where we discovered how a lack of pay transparency can negatively impact feelings of belonging and psychological safety at work, specifically for Black women. This finding highlights the importance of considering the unique experiences of individuals with intersecting identities and their impact on various aspects of the workplace. We are excited to announce that an upcoming report will delve into the intersectional experiences of Black employees and shed light on how they differ from other demographic groups. Stay tuned for this insightful analysis that will broaden our understanding of diversity and inclusion in the workplace. (Sign up for our newsletter to get notified when it’s out!)

Whether you're looking to promote employee well-being, increase diversity in your hiring practices, create a more inclusive workplace culture, or gain a competitive advantage in a race to the top, we can help you get there faster and more effectively. An Ellequate membership puts employee experience and workplace systems at the heart of your DEI strategy, while our employer certification provides a rigorous and data-driven standard of excellence that measures both employee experience and workplace systems.

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