Employee Relations

From TikTok to Boardroom: Embracing Microfeminism at Work

An image of three professional women to represent embracing microfeminism at work.

Microfeminism, gaining traction from TikTok to corporate offices, presents a dynamic approach to bridging the gender gap in professional settings. This strategy involves intentional, minor actions—whether it’s the inclusive language we adopt or the equitable acknowledgment of contributions—that collectively foster a more inclusive workplace culture. For HR professionals, adopting microfeminism isn’t just progressive; it’s a strategic shift towards sustainable workplace equality, enhancing the overall corporate ethos and employee satisfaction.

Understanding Microfeminism

Microfeminism is the infusion of small, deliberate actions into everyday corporate practices to promote gender equality and dismantle entrenched biases. This approach can include simple gestures like using gender-neutral language when referring to hypothetical scenarios or ensuring that women’s voices are prioritized in discussions where they are typically marginalized. These efforts, while seemingly minor, can dramatically empower individuals and signal a company-wide commitment to fairness and diversity. Implementing microfeminism can catalyze significant cultural shifts, making it an essential strategy for contemporary HR leaders aiming to nurture a genuinely inclusive workplace.

Illuminating the Path to Gender Equality

A Pew Research Center survey reveals that 42% of working women in the United States have experienced gender-based discrimination at work. This figure is more than a mere statistic; it reflects deep-rooted systemic issues that require strategic interventions. Notably, these discriminatory practices range from wage discrepancies—where 25% of women report earning less than their male counterparts for the same work—to less overt forms of bias, such as being overlooked for key assignments or receiving less support from leadership.

Furthermore, Deloitte’s Women @ Work 2024 survey highlights that over 40% of female employees face microaggressions and harassment, a revelation that brings into sharp focus the everyday realities that many women navigate in professional settings. This pervasive issue not only affects the mental health and job satisfaction of women but also impacts their career progression and the overall productivity of the organization.

Case Study: The Snapchat Settlement

The $15 million settlement reached by Snapchat with California’s Civil Rights Department is a compelling illustration of the tangible consequences businesses can face when gender disparities are ignored. This legal action was precipitated by claims that the company failed to ensure equal pay and promotion opportunities, and allowed a workplace culture where discrimination, harassment, and retaliation against women were prevalent.

This case underscores not only the legal and financial risks associated with non-compliance with gender equality laws but also highlights the broader organizational and cultural failings that can perpetuate inequality. Snapchat’s agreement to implement new practices and policies as part of the settlement marks a significant commitment to transforming its workplace culture. These measures include hiring an independent consultant to evaluate and recommend changes to its compensation and promotion policies and engaging a third-party monitor to audit compliance with anti-discrimination laws.

Microfeminism Strategies for HR Leaders

To effectively integrate microfeminism into the workplace, HR leaders need to adopt a range of strategies that proactively promote gender equality through everyday interactions and decision-making processes. Here are several key strategies that can be implemented:

Structured Inclusivity in Recruitment: Standardize recruitment processes to minimize gender bias. This could include using software that anonymizes applications, ensuring job descriptions are gender-neutral, and maintaining diverse hiring panels. Training recruitment teams to recognize and challenge their biases can also support a fairer selection process.
Equitable Professional Development Opportunities: Ensure all employees have equal access to professional development and training opportunities. This means actively monitoring participation rates and outcomes by gender to identify and address any disparities. Encouraging women to enroll in leadership training programs can help bridge the gender gap in senior roles.
Targeted Mentorship Initiatives: Develop mentorship programs that focus on elevating women in the workplace, pairing them with leaders who can provide guidance, support, and advocacy. Ensure these programs are well-supported and regularly assessed for effectiveness and fairness.
Regular Policy Reviews: Continuously review and update workplace policies to ensure they reflect the latest standards in equity and inclusivity. This includes anti-harassment policies, equal pay audits, and procedures for reporting and addressing discrimination.
Inclusive Culture Committees: Form committees or task forces that include a diverse cross-section of employees to oversee and advocate for gender inclusivity initiatives. These groups can be instrumental in identifying issues, proposing solutions, and fostering a culture of openness and inclusivity.

By implementing these strategies, HR leaders can create a workplace where microfeminist practices are embedded in the fabric of the organization, promoting a culture of equality and respect that benefits all employees.

Microfeminism as a Catalyst for Change

Microfeminism is more than a theoretical concept; it’s a practical, actionable strategy that enriches the workplace environment and promotes gender parity. By embracing microfeminist practices, HR professionals can spearhead the development of more equitable workplaces, enhancing organizational health and driving innovation through diversity. As businesses evolve, the principles of microfeminism will increasingly serve as guideposts for creating environments where every employee, regardless of gender, can achieve their full potential.

Unpacking EVPs: More Than Bells and Whistles

Marisol Ciovacco

HR professionals hold the key to unlocking a vibrant and resilient workforce. By seamlessly integrating strong Employee Value Propositions (EVPs), fostering dynamic HR and marketing collaborations, offering impactful education benefits, and cultivating a thriving learning culture, organizations can pave the way to sustained success.

Redefining EVPs for Lasting Impact

In the wake of the Great Resignation and a fiercely competitive labor market, simply responding to employees’ immediate demands can be a short-sighted strategy. While material offerings like compensation and remote work are easily implemented, their impact on retention is often fleeting and can lead to a race to the bottom. Instead, a well-rounded EVP should address four core components: material offerings, opportunities for growth, connection and community, and meaning and purpose.

Material offerings include not just compensation, but also physical office amenities, commuting subsidies, and flexibility in work arrangements. Opportunities for growth encompass training, new role assignments, and career development pathways. Connection and community are fostered through a culture of appreciation, mutual accountability, and social relationships, making employees feel part of a larger mission. Finally, meaning and purpose align with the company’s aspirational goals, giving employees a deeper sense of why their work matters. This holistic approach not only attracts talent but also builds a sustainable and engaged workforce.

Education Benefits for Retention

Education benefits, such as tuition reimbursement or free degree programs, are more than just perks; they’re strategic tools for retention and career advancement. Take Papa John’s “Dough & Degrees” program, for instance. By offering no-cost education opportunities, the company has significantly boosted retention rates and enabled numerous promotions. For HR professionals, implementing similar programs can bridge skill gaps, enhance job satisfaction, and inspire long-term loyalty among employees.

Cultivating a Learning Culture for Success

A vibrant learning culture is the heartbeat of any thriving organization. Effective Learning and Development (L&D) programs that emphasize upskilling and reskilling not only prepare employees for future roles but also enhance retention. Companies with robust learning cultures see a remarkable boost in employee engagement and loyalty. For HR professionals, championing L&D initiatives is essential for fostering continuous improvement and innovation, ultimately supporting the organization’s strategic goals.

The Path to Sustainable Success

For HR professionals, weaving together EVPs, collaborative efforts with marketing, education benefits, and a strong learning culture creates a powerful strategy for recruitment and retention. These interconnected elements don’t just build a motivated and skilled workforce; they position the organization as a top employer in a competitive market. By focusing on these strategic areas, HR can drive sustainable business success and cultivate a dynamic, engaged, and loyal workforce.

The Reality of Unlimited PTO: A Double-Edged Sword for HR

Marisol Ciovacco

An image of an aircraft and purple straw hat representing a worker utilizing unlimited PTO.

Imagine having the freedom to take as much time off as you want without worrying about accruing vacation days. Sounds like a dream, right? Welcome to the world of unlimited paid time off (PTO). However, as HR professionals, it’s crucial to understand both the advantages and hidden pitfalls associated with this trending policy.

The Financial Freedom

From a financial standpoint, unlimited PTO is a win for companies. Traditionally, businesses carry hefty liabilities for unused vacation days, costing the U.S. between $224 billion and $318 billion annually. By switching to unlimited PTO, companies can wipe these obligations off their books, saving billions. This cost-saving measure is particularly enticing to corporate balance sheets, explaining its rising popularity, especially in the tech sector.

The Employee Conundrum

Here’s where it gets interesting. Despite its enticing name, research shows that employees on unlimited PTO plans sometimes take fewer days off compared to those with traditional plans. A 2018 study by Namely found that employees with unlimited PTO took an average of 13 days off per year, compared to 15 days for those with traditional PTO. In 2022, Namely repeated the survey and discovered that while workers with unlimited PTO took slightly more days off annually, overall, they’ve been taking fewer vacation days than they did before the pandemic.

The Hidden Pressures

Unlimited PTO can create a culture of guilt and hesitation. Employees worry about taking “too much” time off, fearing it might reflect poorly on their work ethic. This leads to “vacation deprivation.” Moreover, some employees resort to “hush vacations,” where they work remotely without informing their employers, to avoid using their PTO. This highlights a lack of trust and support within the workplace.

The Inequity and Administrative Burden

Unlimited PTO policies can also breed inequity. Diligent employees might take less time off, while others may exploit the system, creating resentment and imbalanced workloads. Additionally, the lack of a structured policy places a heavy administrative burden on managers, who must navigate leave requests without clear guidelines. This inconsistency can lead to feelings of unfairness and dissatisfaction among staff.

Creating a Supportive Culture

For HR professionals, the magic lies in fostering a supportive culture that genuinely encourages time off. It’s crucial to create an environment where taking vacation is normalized and endorsed by leadership. This means setting clear expectations, using technology to monitor vacation use, and ensuring executive buy-in to model and promote healthy work-life balance.

The Bottom Line

Unlimited PTO offers financial perks to companies but can be detrimental to employee well-being and organizational culture if not handled with care. HR professionals must balance these policies with genuine support and clear guidelines to ensure employees can fully enjoy their time off. By addressing hidden pressures and fostering a culture that values rest and recuperation, HR can transform the promise of unlimited PTO into a reality that benefits both the organization and its employees.

So, while unlimited PTO might sound like a golden ticket, it’s up to HR professionals to turn that potential into a truly rewarding experience for everyone.

Why RTO Mandates Could Be Your Biggest Mistake

Marisol Ciovacco

An employee experiencing critical stress levels due to RTO mandates.

In today’s dynamic work environment where return-to-office (RTO) mandates are on the rise, HR professionals are grappling with a crucial challenge: keeping top talent happy and engaged. The answer, as revealed by recent studies, lies in one word: flexibility. By embracing hybrid work arrangements, companies can significantly boost employee satisfaction and retention. Let’s dive into why flexibility is the key to success in the modern workplace.

The Perils of RTO Mandates

Imagine this: nearly three-quarters of executives see RTO mandates sparking leadership conflicts, according to a Gartner report. Despite 63% of HR leaders pushing for more office time, these mandates often backfire. Employees cite a lack of work-life balance as a top reason for quitting, and the rigid RTO approach leaves high performers, women, and millennials—the very people who value flexibility—feeling frustrated and undervalued. Instead of fostering loyalty, strict office requirements diminish employees’ intent to stay, lowering overall morale and productivity.

Flexibility: The Employee Dealbreaker

A study by Greenhouse Candidate Experience sheds light on a startling fact: 76% of employees would leave their jobs if flexible work options vanished. This sentiment is echoed in findings from Unispace, where 42% of companies with RTO mandates face unexpected retention and recruitment challenges. Even the Federal Reserve notes that taking away hybrid work feels like a pay cut to employees, driving them to seek more accommodating workplaces. It’s clear that flexibility isn’t just a perk—it’s a necessity.

Hybrid Work: Your Competitive Edge

The IWG report brings good news for those willing to adapt: hybrid work arrangements lead to happier, more loyal employees (Source 4). Imagine boosting productivity, wellness, and mental health across your team—sounds great, right? HR leaders are unanimous: hybrid work is the way forward, making it easier to attract and retain top talent. Companies that embrace this approach report improved engagement and stronger team dynamics.

Balancing Act: The Hybrid Approach

Studies from the University of Pittsburgh highlight a crucial insight: strict RTO policies often fail to boost financial performance or productivity. Instead, they alienate employees, creating a toxic work environment and driving talent away. On the other hand, hybrid work models offer a balanced solution. By blending in-person and remote work, companies can support employee well-being, reduce carbon footprints, and enhance work-life balance. It’s a win-win situation that promises long-term benefits.

Flexibility is the Future

HR professionals, the message is clear: flexibility and hybrid work arrangements are not just trends—they’re essential strategies for retaining talent and driving success. Mandating a rigid return to the office can lead to higher turnover, disengagement, and recruitment challenges. Instead, adopting a flexible, human-centric approach will improve employee satisfaction, boost productivity, and enhance retention. Embracing hybrid work is the key to thriving in the modern workplace. It’s time to future-proof your operations and stay ahead in the competitive talent market.

The Skills Gap Challenge: Are Employers Stepping Up?

Marisol Ciovacco

Bridging the skills gap by upskilling current employees.

The Need for Upskilling and Reskilling

In today’s fast-paced business world, staying competitive means keeping up with the rapid changes in technology and industry demands. Companies must take a proactive approach to address the growing skills gap and enhance employee development. A Deloitte study found that a whopping 68% of workers are ready to retrain under any circumstances, and 28% will do so “if necessary.”

Upskilling and reskilling are vital strategies. While upskilling enhances existing skills, reskilling provides employees with entirely new abilities. Both approaches are essential to maintaining a competitive edge, fostering innovation, and ensuring sustainable growth.

The Big Stay: Emphasizing Training

The COVID-19 pandemic brought about the Great Resignation, where many employees left their jobs in pursuit of better opportunities and higher salaries. However, as economic instability persists, workers are now prioritizing job stability and meaningful employment over frequent job changes. This shift has led to the “Big Stay,” where employees are more inclined to remain with their current employers. The pandemic’s Great Resignation has slowed, and the uncertain economic outlook has made the risks of changing jobs too high for many workers. Many organizations have adjusted their work environments to retain employees, ensuring they became healthier, more positive places to work. Companies strive to create people-first cultures, partly as a result of the cost of staff turnover, and the ensuing better places to work seem to be a significant factor contributing to the Big Stay.

Leveraging Interim Workers

Interim workers are becoming a crucial solution to the skills shortage in HR and finance. According to Wade Macdonald’s research, 39% of interims are hired to fill gaps in short-term skills, and 82% are focused on delivering results. Interim workers bring high-level skills to meet immediate organizational needs, supporting business changes and strengthening project teams.

Bridging the Skills Gap

The skills gap continues to widen as automation and AI reshape industries. Employers and employees often have different priorities when it comes to skill development. While employees seek business and financial skills, employers value critical thinking, creativity, and communication. Bridging this gap requires collaboration and a mutual understanding of the benefits of upskilling and reskilling. Employers must offer training opportunities that align with both organizational goals and employees’ personal responsibilities.

Demand for Continuous Learning

A recent survey by TalentLMS and Workable reveals a strong demand for continuous learning among U.S. employees. About 71% of employees want to update their skills more regularly, and 80% desire more investment in upskilling and reskilling from their employers. The primary motivator across all age groups is personal growth, followed by meeting job requirements and staying up to date with industry changes. Interestingly, 37% of employees worry about their current skills becoming obsolete, and 64% find upskilling and reskilling have supported job security.

Future-Proofing the Workforce

Addressing the labor shortage through the Big Stay and strategic reskilling is crucial for HR professionals. By focusing on employee development, leveraging interim workers, and investing in learning and development, companies can bridge the skills gap and ensure long-term success. This holistic approach not only meets immediate needs but also prepares the workforce for future challenges, driving organizational growth and resilience.

Comprehensive Employee Well-being: A Strategic Imperative

Marisol Ciovacco

Colleagues promoting employee well-being in the workplace.

In today’s evolving workplace landscape, ensuring employee well-being is more critical than ever. From prenatal care to corporate wellness programs and financial health, HR professionals must adopt a holistic approach to support their workforce. Recent developments and research underline the importance of these initiatives, offering valuable insights for HR leaders.

Paid Leave for Prenatal Care

New York’s landmark legislation mandating up to 20 hours of paid leave for prenatal care marks a significant step towards prioritizing women’s health in the workplace. This policy, effective January 2025, applies to all employers and ensures pregnant employees can attend prenatal appointments without financial concerns. Such progressive policies not only support the health of employees but also set a precedent for other states, highlighting the growing recognition of the need for comprehensive employee benefits.

The Economic Benefits of Corporate Wellness Programs

Corporate wellness programs are proving to be a sound investment for companies, with 95% reporting a positive return on investment (ROI) from these initiatives (Source 2). Research shows that comprehensive wellness programs, particularly those supported by C-suite leaders, yield the highest returns. Organizations with robust wellness initiatives see improved employee participation, increased productivity, reduced healthcare costs, and lower turnover rates. For HR professionals, integrating holistic wellness programs is essential for fostering a healthy and engaged workforce.

Addressing Financial Well-being in the Workplace

Financial stress significantly impacts employee productivity and engagement, with 57% of employees identifying finances as their primary stressor (Source 3). Employers can mitigate this by offering financial well-being benefits, such as financial education, earned wage access (EWA), and support for financial planning. These initiatives help employees manage their finances more effectively, reducing stress and enhancing overall well-being. Prioritizing financial wellness is a strategic move for HR professionals to ensure a motivated and productive workforce.

Importance of Holistic HR Practices

Understanding and implementing these interconnected elements of employee well-being is crucial for HR professionals. The integration of paid prenatal leave, comprehensive wellness programs, and financial well-being benefits can significantly enhance employee satisfaction and retention. By addressing these areas, HR professionals can create a supportive and productive work environment that meets the diverse needs of their workforce. This holistic approach to employee well-being not only improves individual outcomes but also drives organizational success.

Are Bare-Minimum Mondays the Future of Work?

Marisol Ciovacco

An employee that begins to utilize Bare-Minimum Mondays to mitigate rising stress levels.

“It was like some sort of sorcery had happened. As soon as the pressure was gone, I was more productive than I’ve been in a long time.” This quote from Marisa Jo Mayes, a social media influencer and co-founder of Spacetime Monotasking, captures the essence of Bare-Minimum Mondays. This emerging phenomenon, where employees do the bare minimum amount of work on Mondays to ease into the workweek, has taken root in many workplaces.

Understanding Bare-Minimum Mondays

Bare-Minimum Mondays is exactly how it sounds. On Mondays, employees plan to do the least amount of work necessary to complete their workday. While the name first garnered popularity on TikTok, the practice has a very real foothold in today’s workforce. According to a 2023 survey from B2B Reviews, approximately 25% of workers practice Bare-Minimum Mondays in some capacity.

Some of the common Bare-Minimum Monday tasks include:

Beginning the workday later than usual (75%)
Streaming shows while performing tasks (54%)
Prioritizing “Monday must-dos” (28%)
Planning out tasks for the rest of the week (21%).

For those concerned these practices may result in less productivity, you would be somewhat correct in this assumption. In fact, 1 in 4 workers also reported the least amount of productivity on Mondays compared to the rest of the week.

But is that really such a bad thing?

Why Is It Popular?

More often than not, employees in your company, and maybe even on your team experience anxiety about starting the work week. A 2018 survey reveals that 80% of American workers experience this fear now known as the Sunday Scaries.

With the dread of numerous tasks looming over employees just as they were attempting to reset their work-life balance over the weekend, Bare-Minimum Mondays has risen as a way to mitigate this weekly anxiety.

Workers implementing this method may not be in the right headspace to conquer the tasks that are more mentally taxing. These employees may prioritize work they can complete quickly and easily. Those who choose to push to meet full productivity at the start of the week can end up feeling worse.

Stress that isn’t managed properly can build up over time, eventually leading to burnout and causing another whole host of problems that HR leaders have been trying to avoid.

Quiet Quitting and Rage Applying

Burnout is known to lead to both a decrease in productivity and an increase in employee turnover.

From these high levels of burnout, we can start to see more well-known viral TikTok trends manifest in the workplace.

Many HR professionals are well aware of Quiet Quitting after it gained popularity in 2022. It’s similar to Bare-Minimum Mondays as it refers to when employees avoid performing extra duties to complete only the minimum work requirements. These trends are similar due to the way they push employees to set boundaries when feeling overworked or stressed.

The rising popularity of these methods represents a clear shift in the way workers prioritize their mental health and a healthy work-life balance. If HR leaders don’t push to address any potential stressors, more issues can arise.

The longer we avoid addressing the root of the problem, the more we risk losing employees during a global talent shortage. Rage Applying, applying to multiple jobs after being frustrated with their current job, is another trend that we mustn’t ignore. If so, companies may experience a sudden loss of multiple employees after they meet their wits end at work. To put this concept into a deeper perspective, a recent study reports that 90% of respondents rage applied in the previous six months. From the same study, 88% reported burnout, depression, and heightened levels of anxiety from their job.

With this in mind, HR leaders must acknowledge the next steps for mitigation to take if they feel Quiet Quitting or Rage Applying are present in their workplace.

Finding Balance and Productivity

Every team leader would like to witness the maximum levels of productivity. Yet, to expect it all the time can do more harm than good. Workers are looking for a balance in their work life, and for some that falls in line with Bare-Minimum Mondays. Unlike Quiet Quitting, Bare-Minimum Mondays does leave room to increase productivity levels and go above and beyond. While there are some potential downsides, such as delayed projects and sometimes a disruption in team dynamics, the underlying concept is meant to be helpful.

While encouraging the “bare minimum” doesn’t sit well with most leaders, a change doesn’t have to be that drastic.

A 2016 study on flexible work programs showed that workers experienced lower levels of burnout and higher levels of job satisfaction. These workers also experienced higher productivity levels during the week.

This isn’t to say that HR teams must implement Bare-Minimum Mondays to retain employees. If anything, this strategy is a sign that more employees will thrive under arrangements that allow them to have a voice in how they get their work done.

Embracing the Flexible Workplace

Bare-Minimum Mondays, Quiet Quitting, and Rage Applying are all symptomatic of a broader shift in how employees view their work and personal lives. These trends underscore the urgent need for companies to address employee well-being, promote open communication, and consider flexible work arrangements. By recognizing and responding to these underlying issues, HR leaders can foster a more supportive and productive workplace, ultimately benefiting both employees and the organization.

Remote Work Is on the Decline. Is It for the Best?

Marisol Ciovacco

Ever since the pandemic and the end of lockdown in the U.S., remote work has been on the decline. The beginning of 2021 saw remote work hit its peak at 37% of households having at least one member working from home. Now, that number has plummeted to less than 26% of U.S. households. Even though the idea of remote work is popular amongst employees, it’s a frustrating topic for employers, with 43% of companies restricting their remote work policies over the last year. A recent survey from ZipRecruiter revealed that employers advocated for return-to-office (RTO) mandates due to increased difficulty in monitoring employees and mixed judgments on productivity levels. These conflicting perceptions have led to a sort of tug-of-war in the workforce. While more companies adopt stricter in-office work policies, they are also having to adapt to a national labor shortage. According to the U.S. Chamber of Commerce, there are 1.5 million fewer Americans in the workforce today than there were in 2020. While RTO mandates are not causing this shortage, they are not appeasing the issue either.

Companies that prioritize bringing employees back into the office are allowing themselves to feed into one of the main reasons many Americans are not returning to work. One survey by the U.S. Chamber found that 27% of unemployed Americans specified their reasoning for not returning to work as needing to stay at home to care for children or other family members. Coupled with the increased lack of accessibility to reliable childcare, the reduced number of opportunities for remote work is further pushing these Americans away from the workforce. Many employers are aware of how in-office policies impede their recruitment efforts, and yet those policies remain in place. This begs the question: Do companies really lose more than they gain from remote work that they are willing to endure the ongoing battle with recruitment?

The defense for stricter in-office policies is that employees are the most productive when they are in the office, but that is not always the case. While there are employees who prefer to work in the office, many employees (mainly those from younger generations) feel more productive when working from home. According to a report from Owl Labs, millennials working remotely experience more productivity while boomers actually feel the least productive at home, with two-thirds of workers overall feeling more productive with remote work.

For those who want to work from home, their sentiments toward this more flexible work style are so strong that many are willing to leave their jobs if remote work is not an option. One survey of over 12,000 respondents found that the ability to work remotely led to up to 20% of an increase in happiness while returning to the office led to a decrease in happiness. The importance of happiness is not lost on management, as there has been a rising trend in promoting employee wellbeing, and for a good reason. When employees are happy, companies always stand to benefit. In fact, happiness has been found to lead to a 12% increase in productivity, while distress led to a 10% decrease. To put it simply, employees who work remotely are happier, leading to an overall more fulfilling life and more motivation to be productive at work.

Although research consistently reveals the benefits of remote work, many companies are still hesitant to keep remote work policies. One study from Microsoft noted remote employees experienced an increase in remote productivity, but 85% of leaders had a difficult time believing that to be the case.

No company is required to offer remote work to their employees. However, the statistics are clear: leaders stand to gain more than they would lose by offering remote work options. Not only that, but they will be more likely to attract talented and loyal employees during a national labor shortage.

Overcoming Backlash: Navigating Employee Resistance to DEI Initiatives

Marisol Ciovacco

The backlash against Diversity, Equity, and Inclusion (DEI) initiatives is a constant obstacle in today’s workforce. In a perfect world, every employee would engage with DEI programs to secure their effectiveness, but the reality is much more complicated. While HR leaders fully understand the benefits of fostering a workplace that is inclusive of all backgrounds, not every employee agrees. If any instances of employee resistance to DEI were simply outliers, they wouldn’t require much attention to ensure the program’s efficacy. Unfortunately, these situations are not outliers, and they are a real threat to DEI’s success. Data from Gartner revealed that 42% of employees reported that their colleagues see DEI initiatives as divisive and actually resent those efforts. Overall, 44% of employees noted that their colleagues feel alienated by DEI. With such a high number of employees witnessing a backlash against DEI, HR leaders are left with the tricky task of managing resistance in a way that encourages participation rather than causing further resentment.

Employees who feel alienated by DEI initiatives are unlikely to engage with them, so HR leaders must evaluate the language used in these programs. Many companies use negative messaging in their DEI training with implied threats if the company must legally address discrimination on behalf of ill-behaved employees. Not only will this push employees away from supporting DEI, but it also harms their underrepresented colleagues and frames them as liabilities instead of valued team members. To help combat this, HR leaders must communicate the benefits of DEI. Research has consistently shown how diverse teams bring more creativity and innovation to the company. Leaders can either share published data on this subject, or they can use examples and recorded metrics that show how DEI has advanced their own company’s performance.

The purpose of DEI is to be inclusive to everyone, which means listening to and addressing employee concerns. Allow employees a safe space to share feelings of antagonization or fears of no longer belonging in the workplace with more focus on underrepresented groups. When HR leaders fully understand the reasons behind the resistance to DEI, they can then form strategic responses that allow everyone to feel heard and that everyone still has an important place on the team.

One of the most important strategies HR leaders can implement while facing resistance is to ensure that employees feel like they are a part of the solution—not the problem. So much information is shared on what not to do or how things can go wrong when employees should learn just as much about how they can positively affect workplace inclusivity. Instead of using opposing language, invite employees to be allies to the cause. Highlight how the program’s success is dependent on everyone working together to ensure all colleagues feel a sense of belonging within their teams.

It’s no secret how DEI efforts enhance company performance, but not every employee can see its benefits straight away. This is especially true for those who feel antagonized by DEI communication styles that mainly focus on all the ways their behavior can negatively impact DEI efforts. However, when HR leaders focus on the benefits of inclusivity, fairness, and the inclusion of everyone on the team as part of the solution, they can successfully manage and actively reduce harmful backlash against DEI.

Remote Work Balance: Preventing Burnout and Ensuring Productivity

Marisol Ciovacco

It’s no secret that the ability to work remotely is popular among employees. With a greater opportunity to improve their work-life balance, many employees are determined to only work for companies that provide flexible work options. When offered, 87% of workers embrace remote/hybrid opportunities, and 76% of employees would either be open to a new job or actively search for one if flexible work policies were unavailable. Of course, employers have been seeing benefits as well, with one survey finding that 40% of employees feel more productive at their jobs when working remotely. Despite coming with so many perks, remote work is not immune to carrying disadvantages. Just like in-office employees, remote workers still risk facing burnout, but the warning signs are not always visible.

While some employees work late every once in a while, constantly working long hours is the red flag managers should look for. Are they logged into work after hours for multiple days out of the week? Do they send chats or emails late into the night? This constant state of availability is a sign that your employees may be experiencing anxiety regarding their productivity levels, and they’ve sacrificed their work-life boundaries in response. The best way to respond to this behavior is to try and address the root of the anxiety. Hold check-ins with employees who frequently work overtime to determine if they are carrying too heavy a workload. Make adjustments where needed, but also make a point to endorse boundaries. Remote employees who work after hours may feel like they are not allowed to be unavailable, even after the normal workday has ended. Reassure them that there are no repercussions for being unavailable when work is complete, and that it is actually encouraged for remote employees to unplug and recharge before the next workday, which helps ensure both employee satisfaction and productivity.

When employees work remotely, they are in a position that requires them to act as their own leader in many aspects. They must set and delegate their daily tasks as they navigate new information from sporadic digital communications. What may be normal to experience in the office becomes more difficult at home where numerous distractions are clawing for employees’ attention. While working from home, employees must exercise an extra level of self-discipline to refocus on work, especially since distractions can range from simple tasks to major life obligations unrelated to work. With employees who are fatigued from self-management, leaders might notice a decrease in the quality of their work. In these cases, it’s best to take a closer look at the type of work these employees are spending most of their time on. Is the work meaningful to the employees, or are they monotonous and repetitive tasks? Can these tasks be streamlined more efficiently to allow employees more time to work on complex tasks? When employees manage their time to focus on work that is energizing for them, they will have an easier time remaining focused even when surrounded by potential distractions. Leaders should also consider providing these remote workers with professional development opportunities to further engage them in ways that feel purposeful.

For companies prioritizing employee wellbeing, it’s imperative to acknowledge when team members are overworked. When managing remote workers in particular, leaders must be well-versed in the different ways burnout can manifest. Since these employees are not in the office, leaders will have to take a closer look at employee behavior to determine if they are at risk of experiencing burnout. If done successfully, leaders can then develop a strategy to combat burnout and continue to reap the benefits that come along with managing remote workers who feel both engaged and fulfilled through their work.

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