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Discrimination against employees or job applicants on the basis of race, color, national origin, religion, sex, age or disability is illegal. People in positions of authority are not allowed to take personal action against anyone because of these factors. Keep reading to better understand federal workplace anti-discrimination rules and why discrimination is prohibited in the United States. Examples of discriminatory actions that are unlawful Employment decisions cannot be based on factors such as the marital status or political affiliation of job candidates. Additionally, you cannot retaliate against employees or applicants who speak up in the face of wrongdoings. You cannot punish those who make complaints or appeals either. The Civil Service Reform Act of 1978 One of the U.S. laws that ensure employers adhere to anti-discrimination rules is the Civil Service Reform Act of 1978. This law helps ensure employment decisions are fair and just. The CSRA is upheld and enforced by two agencies: the Office of Special Counsel and the Merit Systems Protection Board . The US Equal Employment Opportunity Commission The U.S. Equal Employment Opportunity Commission is responsible for enforcing laws that protect job applicants and employees from workplace discrimination. It's against the law for any business to treat someone unfairly based on their race, color, religion, national origin, age, disability, genetics or sex, including gender identity, sexual orientation and pregnancy status. The EEOC also makes sure everyone has an equal opportunity in the workplace void of discriminatory practices. More examples of illegal workplace discrimination It is illegal to retaliate against someone who has taken action against discrimination in the workplace. Whether they filed charges in the context of discrimination or they participated in a discrimination investigation pertaining to harassment at work, it is unlawful to punish them for speaking out against discrimination they have endured. This will only worsen the situation for you as an employer. You might believe that you have neutral employment policies and practices. However, they could still disproportionately and negatively affect people of a particular race, religion, sex, national origin or age unbeknownst to you. That's why it is imperative to ensure that your workplace procedures are in compliance with federal laws. Furthermore, it is important to understand that creating job advertisements that seek to favor a certain group of people while discouraging other applicants from applying is against the law. Similarly, you are not right for making hiring decisions that are influenced by stereotypes or assumptions pertaining to specific characteristics. As a rule of thumb, in all aspects of employment, it is legally prohibited to discriminate. This applies when reviewing job referrals, assigning tasks, promoting employees, paying workers, offering benefits, implementing disciplinary actions and terminating individuals. When providing employment references, you are required to remain unbiased. Base your input solely on the merits of candidates rather than personal identifying factors such as race, age or nationality. Matters like these must be approached diligently and with seriousness, not taken lightly. Harassing someone based on race, gender, ethnicity, religion, disability or age is completely unacceptable. That's why federal law strictly prohibits this behavior. Retaliation against individuals who file discrimination charges, participate in investigations or speak out against discriminatory practices is also not allowed. Every aspect of employment, no matter how minor, must be free from discrimination. During the hiring process, it is crucial that you avoid asking candidates questions about their height, weight, unemployment status, race, sex or other personal characteristics that are protected. The only time it is appropriate to pose questions of this nature is in situations where there is a legitimate business-related reason for doing so. At the end of the day, the words and phrases we use matter. They hold weight and significance. That's why culturally sensitive language is important to utilize. It can have a significantly long-lasting impact on the people you come across. Similarly, it is essential to actively avoid practices that perpetuate harm or offense toward certain groups of people. Make an effort to always replace harmful language and practices with more inclusive options. Also, strive to eliminate policies that promote discrimination in any way. By adhering to these principles, you can foster a workplace that is respectful, fair and thoroughly inclusive for all your employees. Reach out to FIC Human Resource Partners ' Nuance Culture Consulting and Nuance Culture Academy to ensure that your organization's policies are fostering a culture of diversity, equity, inclusion and belonging.

According to Title VII of the Civil Rights Act of 1964, it is illegal to discriminate against job candidates on the basis of their sexual orientation or gender identity. Doing so is considered sexual discrimination. Keep in mind that Title VII pertains to employers with at least 15 employees on payroll. If you are held responsible for compliance with Title VII, keep reading to better understand sexual discrimination in the workplace. By the end, you'll know how to actively ensure sexual discrimination does not take place in your place of business. What is sexual orientation? Sexual orientation refers to someone's preference in terms of physical, romantic and emotional attraction. It takes into account whether people are attracted to those of the same gender or the opposite gender. You have likely heard people use terms like straight, heterosexual, cisgender, gay, lesbian or bisexual to describe themselves and their sexual orientation. On the other hand, gender identity refers to how someone feels about their gender and which one, or ones, apply to them. For many people, their gender identity does not correspond to the sex they were assigned at birth. Similarly, one's gender identity may not be tangibly obvious to people based on what the person looks like, how they dress or the way they act. Why is discrimination unlawful? It's unlawful to discriminate against people simply because they do not conform to sex-based stereotypes or expectations about how they should act based on how they present. Passing judgment regardless of whether you know someone's sexual orientation or gender identity is not only immoral but also illegal in the context of interviewing job candidates and hiring employees. It's unacceptable to subject employees to workplace harassment as well. This may include hostile work environments rooted in misconduct as a result of someone's sexual orientation or gender identity. Examples of sexual harassment in the workplace Sexual harassment is defined as offensive or derogatory remarks that are made regarding someone's sexual orientation or gender identity. While it is possible to accidentally misgender someone or call them by a name they no longer go by, intentionally and repeatedly using the incorrect pronouns or referring to someone with the wrong name can fall into the category of sexual harassment, especially when it contributes to an uncomfortable and hostile work environment. Federal law recognizes that minor teasing, casual remarks or isolated incidents may not be harassment. However, true harassment occurs when someone creates a hostile work environment that results in very negative outcomes for those being harassed. From getting fired to being demoted or losing workplace privileges, harassment that results in a lower quality of life is serious. Harassment can come from supervisors, co-workers, clients or customers. In terms of sexual harassment and discrimination stemming from it, the law does not allow employers to restrict employees from holding certain roles or completing assignments simply because clients or customers of the business are opposed to the employee's sexual orientation or gender identity. The U.S. Equal Employment Opportunity Commission also emphasizes the fact that employers cannot deny employees equal access to facilities that align with their gender identity. Employers must not request specific information or identification related to gender identity from either employees or job applicants, as this could be discriminatory. Similarly, equal benefits must be provided to lawfully married same-sex spouses. What you, as an employer, offer to same-sex partners in civil unions or domestic partnerships must be identical to what you offer opposite-sex couples. In other words, there must be zero discrimination toward same-sex couples in comparison to opposite-sex spouses or heterosexual partners. The Office for Civil Rights at the U.S. Department of Health and Human Services is responsible for the enforcement of civil rights. They uphold these rights in the context of health programs and various activities that receive federal assistance from HHS. The same is true for companies that fall under Title I of the Affordable Care Act. This ensures that individuals who are seeking access to health programs are protected from discriminatory practices. It is illegal for an employer to retaliate against, harass or punish employees for taking action against employment discrimination. From filing an EEOC charge to submitting a complaint and participating in investigations related to Title VII enforcement, retaliation is unacceptable. This includes any and all actions that deter employees from speaking out against discriminatory practices at work. It's important to always make sure your policies and practices are in compliance with the EEOC. If you are unsure about certain compliance matters or you have questions about what is required of you as an employer, consider consulting with the EEOC. You can also speak with an employment lawyer for a more personalized response to your concerns. Reach out to FIC Human Resource Partners ' Nuance Culture Consulting and Nuance Culture Academy to ensure that your organization's policies are fostering a healthy culture of inclusion and belonging.

Before we dive into the laws surrounding religious discrimination, it's important to take a look at an example of religious discrimination. An example of religious discrimination Following the terrorist attacks on September 11, 2001, there was an undeniable rise in Islamophobia all across the United States. This resulted in the U.S. Department of Justice's Civil Rights Division having to focus on prosecuting cases of religious discrimination, namely against people who practice Islam. One case in particular involved the Civil Rights Division and the New York Metropolitan Transit Authority. Under Title VII of the Civil Rights Act of 1964, a lawsuit accused the MTA of discriminating against employees who identified as Muslim and Sikh. The MTA did not allow employees with these religious beliefs to wear headscarves or turbans at work. The claim was that not only is this policy discriminatory, but headscarves and turbans are no different from ski masks or baseball caps. The seriousness of religious discrimination The case of the MTA and its discriminatory practices highlights the seriousness of religious discrimination. While this situation was regarding Muslim and Sikh individuals, racial discrimination does not solely pertain to one religious group in particular. Title VII protects individuals of all religious groups who face discrimination based on what they do or do not believe. Religious discrimination in the context of employment In the context of employment, it is illegal to discriminate against people based on their religious practices or observances. You cannot hire, fire, compensate, assign or classify your employees based on these matters. Examples of religious harassment that are prohibited include targeting based on someone's religious affiliation, denying employment because of religious symbols that someone wears or judging someone based on stigmatized perceptions of their religion. What is forbidden under Title VII? Title VII safeguards individuals from retaliation for speaking out against religious discrimination, filing complaints or participating in investigations related to religious discrimination. Employers must go above and beyond to ensure that the workplace is free from slurs, offensive graphics, verbal remarks or physical behavior rooted in religion. The workplace must be void of anything that creates a hostile or abusive environment for employees who are associated with a religious group as well. Harassment from supervisors, co-workers or anyone else whom the employer is responsible for can make said employer liable for religious harassment. What is reasonable accommodation in the context of religion? Accommodations in the context of religion refer to flexible schedules, mandatory meetings that do not conflict with religious holidays or celebrations, and permission to observe certain days of the year when they are regarded as holy by a particular religious group. As long as your business would not have to overextend financially or inconvenience other parties in the process of accommodating someone based on religion, then it is likely reasonable. Use your discretion when situations arise. The illegality of religious discrimination Not only is religious discrimination illegal, but it also goes against one of the fundamental aspects of the United States as a country. The U.S. is made up of a diverse mix of ethnicities, backgrounds and religious beliefs. Even the Bill of Rights emphasizes religious liberty for all. Everyone has the right to think freely, hold their own personal beliefs and express their religious perspectives as they deem fit. Because of this, discrimination as a direct result of religion is unfathomable. Employers must refrain from incorporating religious discrimination to any degree in the workplace. For employees who believe they are facing religious discrimination at work, the Equal Employment Opportunity Commission is available and willing to help. You can either seek counseling or file a formal complaint with the EEOC. Don't be afraid to speak up if religious discrimination is something you face. You deserve to be respected regardless of your religion just like everyone else. Reach out to FIC Human Resource Partners ' Nuance Culture Consulting and Nuance Culture Consulting for help ensuring that your organization's policies are fostering a culture of inclusion and belonging.

In today's fast-paced, digitally driven business environment, remote and hybrid work arrangements further amplify the need to cultivate meaningful human relationships in the workplace. While technology provides efficiency and connectivity, it often leads to feelings of isolation, burnout, and disengagement among employees, especially those working remotely. In contrast, positive social connections at work provide a buffer against these detrimental effects, leading to greater fulfillment, productivity, and organizational health. With distributed teams and hybrid schedules, making focused efforts to connect with colleagues is vital. Virtual coffee breaks, offline team building activities, and in-person events when possible help remote workers feel valued and avoid disengagement. For those splitting time between home and the office, balancing productivity with social time is key to combating isolation. At its core, work is a profoundly human experience. As social creatures, we thrive when we feel a sense of belonging and support from our peers. Whether it's friendly Slack conversations, collaborating across time zones, or getting to know colleagues during office overlap days, these interactions stimulate our need for community. Shared experiences allow us to give and receive emotional support during times of stress. The camaraderie of social connections releases endorphins that boost mood and motivation. This directly impacts performance and job satisfaction. Beyond wellbeing, relationships are crucial for exponential learning and growth in a hybrid environment. Engaging with coworkers who approach problems differently pushes us to think more critically and expand our skillsets. Bouncing ideas off trusted colleagues sharpens our thinking and sparks creativity. Mentors generously share their knowledge and provide guidance to help mentees develop. When organizations nurture an empowering culture of collaboration and care, employees feel valued, engaged, and driven to continuously improve - regardless of where or when they work. Shared human experiences, empathy, and support provide the foundation for developing talent, innovation, and resilience. This culture attracts those who share company values, which in turn fuels retention and shared purpose. The competitive advantage lies with leaders who recognize that human relationships are the lifeblood of successful organizations. Investment in people, networks, and culture delivers substantial returns. Some tangible ways to foster social connections include virtual team building activities, peer support groups, cross-departmental initiatives, and policies that promote work-life balance. The bottom line is that human relationships cannot be neglected or undervalued in the workplace, especially with remote and hybrid dynamics at play. When employees feel seen, heard, and cared for by their peers, performance reaches new heights. By tapping into our innate human need for connection at work, organizations unlock the potential for collective growth and prosperity. The power of relationships can uplift organizations to thrive in our rapidly changing world. Reach out to FIC Human Resource Partners ' Nuance Culture Consulting for help ensuring that your organization is fostering a culture of inclusion and belonging. Signup for the newsletter

Organizations pursue many well-intentioned diversity, equity and inclusion initiatives. But without properly readying staff through training, progress stalls. Preparing people with understanding lays a foundation for human readiness to build more than just workplaces. Training on topics like unconscious bias, microaggressions and accessibility creates awareness of marginalization. Employees recognize actions that demean, exclude or limit colleagues. Scenarios and data provide context on how policies and “the way things have always been done” can discriminate. Sessions on embracing differences, active listening and speaking up give people skills for supporting equity. Leaders learn to facilitate tough discussions. Employees gain courage to report issues. Ongoing training prepares people to have compassionate dialogues. We move from defensive to curious. Judgment gives way to asking, “help me understand.” Ready partners enhance policies. Educated hiring managers source more diversely. Inclusive leaders advocate for accommodations. Trained teams provide candid, constructive feedback to shape a respectful culture. The work is continuous. Regular refreshers keep skills current. But willing, enlightened people are fundamental to lasting change. When we commit to developing human readiness at all levels, the organizational muscle for equity grows stronger. Progress requires more than rules. It is achieved person-by-person, interaction-by-interaction. With readiness embedded through education, we build workplaces where our shared humanity can truly thrive. Reach out to FIC Human Resource Partners ' Nuance Culture Academy to begin your organization's journey to fostering a culture of diversity, equity, inclusion and belonging. Signup for the newsletter

Fostering inclusivity in the workplace has evolved from being a mere buzzword to a fundamental imperative. Organizations across the globe are recognizing that true success is achieved when all employees feel valued, heard, and empowered. While the commitment to inclusivity is commendable, tracking progress in this journey requires more than just good intentions. This article explores the significance of measuring inclusivity, the key metrics that can help organizations gauge their efforts, and the transformative potential of data-driven insights. Why Measure Inclusivity? Imagine going on a long trip without a map or GPS. You might get lost or take a longer route. Just like how a navigational tool helps guide travelers toward their destination, measuring inclusivity acts as a guide for organizations working to create a more inclusive environment. Beyond symbolism, data-driven measurement serves three vital purposes: 1. Visibility into Progress When your organization embarks on the journey towards fostering inclusivity, it's important to have a clear understanding of where you currently stand and how far you have come. Tracking inclusivity metrics provides a measurable way to assess progress. Data-driven metrics are milestones that your organization relies on to gauge your performance. Measuring inclusivity over time allows you to set realistic benchmarks. These benchmarks are not only markers of progress but also help in setting achievable goals. Data-backed benchmarks provide a reference point for where you want to be, making the journey towards inclusivity more focused and structured. 2. Accountability and Transparency Inclusivity is not just an internal matter; it reflects the values and commitments of your organization to your employees, clients, partners, and stakeholders. When you transparently share inclusivity metrics with your employees, it shows that you take your commitment to inclusivity seriously. This openness fosters trust among your employees, as they can see that their experiences and concerns are being acknowledged and addressed through concrete actions. Data-backed metrics also demonstrate accountability to your external stakeholders. Clients, partners, and investors increasingly consider diversity and inclusivity efforts when choosing where to invest their time and resources. Sharing tangible metrics communicates your dedication to creating an inclusive environment. 3. Evidence-Based Decision-Making Inclusivity initiatives require resources, such as time, money, and personnel. Measurable data guides leaders in allocating these resources effectively. For instance, if data shows that certain diversity programs are yielding better results than others, leaders can prioritize those programs when allocating resources. If, on the other hand, a particular initiative is not delivering the expected results, data can provide insights into the reasons and help leaders make necessary adjustments. This prevents the wastage of resources on ineffective approaches. Key Metrics for Measuring Inclusivity To determine the efficiency of your inclusivity efforts, here are key metrics to measure: 1. Representation and Demographics Start by examining the composition of your workforce. Compare the representation of different demographic groups against the broader population or industry standards. Consider gender, ethnicity, age, and other factors that contribute to diversity. 2. Pay Equity Analyze compensation data to ensure fair and equitable pay across demographic groups. Uncover any wage gaps and take corrective actions to rectify disparities. 3. Promotion and Leadership Assess the diversity of leadership positions within the organization. Are underrepresented employees ascending to leadership roles? If not, it might indicate barriers to advancement. 4. Employee Engagement and Satisfaction Use surveys and feedback mechanisms to gauge how employees from diverse backgrounds perceive their workplace experience. Your organizational culture impacts your employees’ experience , which in turn affects employee engagement. A higher level of engagement can indicate a more inclusive culture. 5. Inclusion Training Participation Measure the attendance and engagement in diversity and inclusion training programs. This metric helps you understand the willingness of employees to learn and adapt. 6. Employee Resource Group (ERG) Impact Track the participation and outcomes of ERGs. An increase in ERG engagement might signal an improving sense of community and belonging. 7. Attrition Rates Monitor turnover rates among different demographic groups. Higher attrition rates among certain groups could highlight underlying inclusivity challenges. Using the Numbers to Make Things Better Measuring inclusivity isn't a one-time endeavor; it's an ongoing process of refinement and improvement. Once the metrics are collected and analyzed, the next step is taking action. Here are the next possible steps to take after you’ve collected your data. 1. Identify Patterns Look for patterns and trends in the data. Identify areas where inclusivity efforts are succeeding and where they are falling short. 2. Adjust Strategies Use the insights gained to fine-tune existing initiatives or develop new ones. For example, if the data reveals a lack of representation in your organization’s leadership roles, invest in targeted leadership development programs. 3. Celebrate Successes Publicly acknowledge achievements and improvements. This not only boosts employee morale but also demonstrates that your organization is actively working towards positive change. 4. Seek Feedback Continue to engage with employees to gather qualitative insights. Their experiences and suggestions can provide context to the quantitative data. Conclusion Measuring inclusivity is more than just counting numbers. It gives your organization helpful information that you can use to improve your diversity and inclusivity efforts. It shows the progress you’ve made as an organization, makes sure everyone is responsible, and helps your company leaders make smart choices. The data you gather can be used as a strong tool, showing your committment to inclusivity. This makes your workplace not only diverse but also friendly and supportive for everyone. FIC Human Resource Partners understand that fostering an inclusive work culture isn't just a goal; it's a commitment that requires deliberate action. That is why we designed the NUANCE approach to help your organization to foster an inclusive culture of belonging that aligns with your larger organizational culture values. Feel free to reach out , and we’ll happily walk you through how you can leverage our Nuance Culture Consulting™ service to develop and maintain an inclusive work culture.

Respect is the foundation for positive workplace cultures that enable both employee well-being and organizational success. Leaders play a pivotal role in cultivating respect through their behaviors, policies, and shaping of cultural norms. The influence of respect spans from supporting individual dignity to fueling collaboration to positively impacting society. Showing respect affirms the inherent worth and rights of each employee as a human being. Treating people with consideration and dignity signals their value and importance. This recognition enhances self-image, self-confidence, and willingness to fully contribute talents to the organization. On the other hand, disrespect conveys the message that someone is unimportant and damages their sense of self-worth. Respect also enables trust, open communication, and collaboration. Employees who feel respected by peers and leaders are more likely to take risks, share ideas freely, and work cooperatively towards common goals. Constructive feedback and conflict resolution are also more effective when delivered respectfully. Inclusive environments where diverse perspectives are actively sought out and validated foster mutual respect between colleagues. Acceptance of various work styles reduces misunderstandings. Appreciating collaborative achievements builds camaraderie and unity within teams. On an individual level, respect promotes employee well-being. Feeling respected at work provides a sense of security, belonging, and freedom to express oneself without fear of judgment. This psychologically safe climate allows people to build support networks and strong relationships. Being treated with dignity mitigates stress, enhances resilience, and prevents burnout. Respect also motivates personal growth and development. When employees feel valued for their contributions, they become more driven to pursue excellence and expand their capabilities. Growth-focused recognition encourages progression along learning curves. Insight delivered respectfully is received as a gift rather than criticism. Beyond individual and team dynamics, respect shapes organizational culture and social responsibility practices. Employees exhibit the respectful conduct modeled by leaders, influencing standards across the company. Respect for diversity fosters more inclusive hiring and promotions. Ethical policies that respect families and communities beyond the workplace reflect care for societal impact. There are many returns on investment when cultures of respect are nurtured. Respect is the cornerstone for simultaneously empowering employees, enabling cooperation, supporting well-being, and driving successful business outcomes. Contact FIC Human Resource Partners ' Nuance Culture Consulting and Nuance Culture Academy for help ensuring that your organization's policies are fostering a culture of respect.

The hybrid experiment has gained traction. By 2023, Gallup research indicated the numbers among U.S. workers had stabilized at about 28% performing exclusively remotely, 20% on-site and 52% working in a hybrid arrangement. Whether those proportions persist will depend on the overall economy and labor market and whether recession tilts the balance. The best of both The main models used for hybrid work are simple enough: Shifts — the whole team works in-house a few days per week and remotely the rest of the time. Split teams — some people work remotely, and others work on-site. Flex — employees can choose where they prefer to work. Most hybrid employers have tried out weekly configurations of three days in the office and two days remote. While three days in the office is seen as a sweet spot, patterns vary. For instance, Harvard Business School research advocated just one day on office premises! Different employees gravitate to different styles, though it should be noted that executives are three times as likely as are worker bees to want to return to offices full time. But preferences cut across all seniority levels. Gallup ran a survey in late 2022 among 8,090 respondents to examine the pros and cons of hybrid arrangements. The findings demonstrated compelling benefits: An improved work-life balance. More efficient use of time. Freedom as to where and when to work. Higher productivity. Reduced fatigue and burnout. Smoother coordination, collaboration and cross-functional communication. A Stanford study discovered hybrid employees get more accomplished away from noisy office spaces, reduce commuting time and costs, gain self-esteem, and enhance trust with their managers. Employers appreciate the availability of wider talent pools as well as cost savings on space (rent and utilities) and materials (supplies and food). On the downside, respondents cited noteworthy challenges. They listed a lack of access to resources and equipment and a distance from office culture and relationships. It may also be emotionally draining to be constantly switching between schedules and spaces. It also may not be feasible for those with client- or customer-facing jobs, and it may create resentment over other colleagues' more-flexible deals. Should those who are toiling in the office be paid more? Making hybrid succeed Managers can take steps to ensure hybrid arrangements operate as smoothly as possible. Start by designating which days are for in-office work. Research from Prodoscore reveals that workers are most productive Tuesday through Thursday from 10:30 a.m. to 3 p.m. Interestingly, those assigned boring chores perform better at the office, while those undertaking more creative tasks excel at home. If an entire team works from home, however, the whole group underperforms, as no one wants to commit extra time. Managers should set initial expectations. They should ponder why they actually are going the hybrid route. Will team members schedule their own hours? While on-site, they can help employees interact with teammates and utilize equipment. Maintain clear policies for communication. Provide feedback in person. Use constant updates and virtual tools to link remote and in-house employees. You may need to customize software platforms to incorporate data visualizations, progress reports and project management. Hybrid work can be a plum perk There is still insufficient longitudinal data to confirm whether hybrid workers are more productive. However, it is clear the opportunity for flexibility attracts and retains talent. Whether it is for childcare duties, mental well-being or regular access to outdoor green spaces, ensure your employees understand their side of the bargain. How do they spend their at-home hours? Gallup reports a combination of working (86%), training (27%), innovation (26%), meetings (24%) and exercise (22%). Take that with a pinch of salt. Some are probably watching TV. Managers recognize some trade-off is necessary to keep their teams contented. Contact FIC Human Resource Partners ' Nuance Culture Consulting and Nuance Workforce Solutions for help ensuring that your organization's remote work policies are fair and meet each of your employee's needs.

Organizations can create more accessible, equitable, and empowering employee experiences by integrating universal design and employee care frameworks. Thoughtfully applying these complementary models allows work cultures and systems to proactively meet the needs of diverse staff. Equitable Use means ensuring accommodations are dignified and non-stigmatizing. This upholds the Human Respect and Representation pillars of employee care. Conduct disability etiquette and unconscious bias training to prevent marginalization. Represent diverse needs from the beginning when designing policies, facilities, and technologies to ensure equitable access. Flexibility involves creating easily adaptable systems and routines supporting diverse needs and workstyles. This enables the Human Routines and Readiness pillars of employee care. Allow employee control over customizable features like adjustable desks or screen reader speed. Build skills and responsive workflows to support flexible time off, job modifications, remote work and space for renewal. Simple & Intuitive design involves streamlining and simplifying cumbersome processes to make personnel tools easy to use independently. This facilitates the Human Records and Routines pillars of employee care. Replace complex paperwork for accommodations and leave with straightforward online request forms. Automate approval steps and reminders. Provide low-burden time tracking and schedule management apps. Intuitive systems eliminate frustrating barriers to effectively documenting needs, managing flexible routines, and upholding reliable records. When processes are simple and intuitive, diverse employees can navigate work efficiently. Perceptible Information means crafting communications accessible to diverse abilities – sensory, linguistic, cognitive. This upholds the Human Respect and Representation pillars of employee care. Offer American Sign Language interpreters at meetings. Provide materials in plain language. Allow text-to-speech software access to enable participation. Audit existing content for accessibility gaps that may inadvertently exclude. Represent diversity in visual content and language. Ensure technologies have compatibility features for assistive devices. Understanding neurodiverse perceptual needs enables personalization and inclusion. When information is made perceptibly accessible, employees feel respected and represented as valued contributors. Tolerance for Error involves designing experiences that minimize adverse consequences from mistakes, enabling Human Responsibility and Recognition. Provide training spaces to practice new skills without penalties. Celebrate learning from setbacks in performance reviews, not just successes. Have reporting mechanisms that allow anonymous input without blame. Low Physical Effort means reducing repetitive motions and strength required to navigate spaces and operate tools per Human Routines. Offer worksite ergonomic assessments. Provide height-adjustable and wheelchair friendly furnishings. Automate functions on phones, doors, displays. Allow service animals. Implement fatigue management flexible routines. Size and Space for Approach & Use entails ensuring adequate room to maneuver and utilize assistive technologies, tying to Human Readiness. Consult accessibility experts on ideal office layouts, doorway widths. Make spaces wheelchair accessible. Provide reserved priority parking and dedicated accessible workstations. Supply noise cancelling tools. A Community of Learners entails continually engaging diverse users for input to guide ongoing improvements, tying to Human Readiness. Seek insights from differently abled employees when designing accommodations processes. Be proactive and iterative rather than reactive - pilot changes and request feedback. Foster a collective learning culture through accessibly designed forums, mentoring programs, and idea exchanges. Understand that needs evolve over time. Keep readiness a living, iterative process through regular engagement with end users. This grounds improvements in lived experiences, not assumptions. By perpetually learning from people with diverse needs, organizations can build truly empowering systems. Integrating universal design and employee care builds inclusive systems that empower the full spectrum of staff capacities and needs. The synergistic frameworks offer a roadmap to help organizations architect equitable and accessible environments. When work is thoughtfully designed for all, every employee can thrive. FIC Human Resource Partners ' can help ensure that your organization is building a culture based on diversity, equity, and inclusion and empowering employee experiences by integrating universal design and employee care frameworks.

Workplace accessibility is essential for enabling employees with disabilities and neurodiverse employees to contribute fully. Yet many organizations still fall short in recognizing and accommodating accessibility needs. The 9 principles of Employee Care provide guidance for cultivating truly accessible work cultures. Human Relationships: Building relationships based on trust and understanding makes discussing accessibility needs comfortable. Managers should regularly check in with employees on optimal communication methods and workplace adjustments. Peer mentorship programs can provide community and support. Human Respect starts with recognizing mobility, sensory, cognitive and other limitations without judgment. Any attitudes of ignorance or patronization must be actively confronted. Accommodations should be made swiftly, professionally and discreetly. Human Relevance: Understanding each individual's capabilities allows for crafting roles and responsibilities that are personally relevant. Leaders must identify strengths to leverage, and potential areas of support needed to enable success. Human Recognition: Contributions and achievements of employees with disabilities should be recognized equally to those without. Implicit biases that downplay accomplishments must be vigilantly challenged. Providing equitable recognition fosters inclusion. Human Responsibility: Fostering accessibility is a shared duty. Employees should clearly communicate their needs. Employers must respond with urgency, compassion and discretion. Co-workers should also provide assistance informally if comfortable. Human Routines: Habitual business practices often create unintended barriers. Ensuring accessibility means frequently re-evaluating workflows, communications, tools, physical spaces and policies through the lens of diverse needs. Human Readiness: Workplaces can prepare for employees with disabilities through accessibility training and onboarding resources. Ensure managers understand legal obligations and best practices. Proactively remove barriers in physical spaces, technology, policies and culture. Human Records: Meticulous record-keeping enables continuity of accommodations during transitions. Document agreed accommodations, assistive technologies provided, workplace modifications, etc. Maintain strict confidentiality standards. Human Representation: Include employees with disabilities in decision-making processes impacting accessibility. Their insights and feedback are invaluable for enhancing inclusion. Consider an accessibility advocate role. In summary, adopting Employee Care principles entails embracing accessibility as a collective responsibility and moral imperative. This requires understanding that disabilities encompass a spectrum of visible and invisible needs. Accessibility must be holistically woven through all aspects of workplace culture, processes, technologies and physical infrastructure. With care and inclusion, employees with disabilities thrive, and all benefit from their diverse perspectives. FIC Human Resource Partners ' can help ensure that your organization is cultivating truly accessible work cultures based on diversity, equity, and inclusion.

Creating an inclusive workplace where every employee feels they belong requires more than policies and training alone. Organizations must foster human relevance - the ability to see, understand, and connect with colleagues in their full, complex humanity. When leaders and team members relate through the lens of human relevance, they move beyond reductive labels and appreciate each person’s unique worth. Recognizing shared hopes, struggles and values builds empathy and solidarity. We see each other as more than roles, functions and demographic categories. This mindset values diverse backgrounds for the richer insights they bring. Challenges faced by single parents, for example, could inform benefits enhancements that engender loyalty. Hearing from introverts might improve collaboration and prevent communication breakdowns. By uplifting the humanity in every voice, leaders can identify biases that inhibit equity and belonging. If certain groups feel less heard in brainstorms, focus groups or mentoring, why? Are cultures and learning styles clashing? Are voices discounted due to gender or ethnicity? Diagnosing issues allows targeted action. Policies and programs certainly enable inclusion, but real change happens through human relevance. An executive noticing new hires eating alone, a manager checking in after a tough project, employees celebrating cultural traditions together - these day-to-day moments recognize our shared needs. Belonging springs from knowing colleagues see beyond titles and appreciate who we fully are. By building human relevance into each interaction, organizations transform from mere workplaces into communities where our humanity makes us stronger together. FIC Human Resource Partners ' Nuance Culture Consulting can help ensure that your organization is fostering human relevance as it's cultivating a culture of belonging based on the principles of diversity, equity, and inclusion.

Employers are accepting the critical importance of updating offices to meet employees ' new expectations for a healthy workplace. From office floors to entire buildings, there are many potential improvements for higher and middle management to consider. Features of a healthy workspace Contemporary design goes beyond air quality, lighting, cleanliness and gyms. It also spans physical, mental and social elements. An office location site is the first criterion. How walkable is the route to the property and surrounding area? What is the access to local amenities, such as a shopping mall or transportation? Does your nearby outdoor space offer views of nature and greenery? Is it in a vulnerable location, prone to flooding or downwind of pollutants? If it is urban, does the neighborhood have buildings that are covered in graffiti, which surely undermines mental health? Management should be open to the prospect of a long-term office move if the surroundings require it. Design cues are the next element. Imagine you have now arrived and are entering the premises of an organization. If you see a welcoming and attractive staircase, research indicates you are 50% more likely to use it than to take the elevator (which you might otherwise do if a steel door had blocked the stairs). Better still, if a posted sign reminds you that stairclimbing is good for you, you are more likely to mount them. In other words, communication and signage can strongly reinforce a design message. Unattractive stairwells serve for emergencies. Consider opening them up and adding appealing murals to make them more inviting. Assess the quality of social, ergonomic and comfort levels, and not just environmental standards. For example, provide standing desks so reception staff can choose to stand or sit, allowing more active working conditions. Offer free fresh fruit at the reception desk, free for all occupants and visitors. Place convenient water bottle refilling stations. Ample bicycle storage and shower facilities encourage more active commuting. These small innovations demonstrate commitment to both health and sustainability. Building operating policy is another criterion. Strategies range from pest control to optimizing noise, light and humidity. Follow strict criteria for how often bathrooms are cleaned, using with well-established hygiene protocols. Ventilation may work counter to energy use In the wake of the pandemic, fresh air is at the center of all these strategies. No one would argue against the health benefits of good ventilation as a measure of virus containment. Equally, one cannot ignore an ironic paradox: The best energy rating — which theoretically means no lights or air conditioning — may not be the healthiest place for a building ' s occupants. You may need to balance energy versus wellness: If you want to increase fresh air, it may work against your energy consumption. If carbon dioxide rises over 1,000, employees tend to tire and lose concentration. A sustainability dilemma emerged with the advent of the pandemic. Air handling units need to be powered up, which costs money and takes energy. In fact, after COVID-19 struck, there was even talk that buildings should perhaps ventilate 24/7 rather than in just their core business areas. It may be more expensive, but it can do wonders for physical and mental well-being. Steps to take You can get the best out of employees by making the office space more welcoming. Some lower-cost ideas for upgrading include: Providing areas with comfortable seating for breaks. Ensuring excellent air quality with filtration and smart controls. Enforcing an effective smoking policy. Optimizing temperature and lighting. Offering free healthy foods. Supplying ergonomic equipment — computer screens, furniture, keyboards, etc. Furnishing the office with plants and greenery. Installing color and artwork on walls. Technology has proved we can work away from the traditional office, so offices must now work harder to compete with the home as an alternative. They must be a lure to draw people together to reinforce the firm ' s culture and need to be more than four walls. FIC Human Resource Partners ' Nuance Culture Consulting can help ensure that your organization is cultivating a healthy and truly accessible workplace based on diversity, equity, and inclusion.

There is nothing so demoralizing as reporting to a boss who makes every single discussion feel like a performance review, wants every trivial decision green-lighted and signed off on, and makes every comment a nitpick. Often, these types of managers are not intrinsically hostile or malicious. Their obsessive modus operandi is more likely rooted in insecurity and inexperience. In some cases, a micromanager may be suffering from their own isolation. Suppose they have been promoted from a hands-on, operational position to a more senior and strategic level. Uneasy in the transition, they may still cling to their former, accustomed role. They feel more comfortable supervising their teams in familiar territory. Too much on your plate If you have ever suspected you may be overly demanding, especially regarding minor matters, ask yourself these questions: Do you sense discomfort from your team? Is your mentorship unhealthy? The symptoms of a micromanager are all too evident to subordinates: Avoids delegating. Edits and fixes mistakes themselves. Demands frequent updates, status and progress reports, and revisions. Obsesses over every detail and ignores the big picture. Sets unrealistic deadlines. Must be cc'd on everything. Fixates on minor errors. Rarely offers praise or recognition. Likes to know employees' whereabouts at all times. Watches every move and keeps tabs. Monitors constantly. Teams cringe when their manager brings ego into meetings or makes every decision personal. Their distress can increase if their boss wants all tasks executed their (boss's) own way yet fails to provide enough support or advice to direct them. It becomes a guessing game to perform when context is withheld. While no one likes to be hounded, there are, nevertheless, times when a high-touch approach can be productive. Attention and expert guidance may be appropriate for situations like training or onboarding. Micromanagement may even be the optimal style for directing crunch projects where a steep learning curve comes into play. When the perfect becomes the enemy of the good Micromanagement takes a destructive toll on both managers and team members. It damages workflow, suppresses initiative, stifles motivation and impedes productivity. The constant check-ins lead to bottlenecks and the pace of the entire department slows down. Managers find themselves working longer hours and accomplishing less in the time frame — a recipe for burnout. Trust is compromised and employees' turnover rates are likely to increase. Overinvolvement with the minutiae of teams' tasks is rarely scalable in the long run. Consider what happens as teams scale up and take on new and more complicated duties. As activities become more complex, they require a whole new level of information or even skill sets. As the business and team functions grow, at a tipping point the manager's techniques will not be able to keep pace with the pressure of the new dynamic. Trouble adapting is often palpable in startup companies that begin to expand. The founders, who might be typical micromanagers, find the developing scale overwhelming. Micromanagement also undermines morale when every job requires specific approval. If employees have no autonomy or participation in decision making, personal development and creativity are stymied. They may resent restrictions, especially if they believe an assignment is well within their capabilities. Team members become reluctant to share opinions for fear of being shot down. Why should they risk originality? Letting go If you suspect you might be micromanaging, you can still take steps to rebuild trust and communication. And you'll probably need to relinquish some control, allowing your team more space to work independently. The first move is to ask them for honest feedback. Listen carefully and be willing to implement suggestions they may offer. Restoring trust is a long process, but it can be based on good communication. In fact, overcommunicate. Make it clear you are willing to learn alongside them, even if that means making some mistakes. Be more open to letting them explore alternatives. Tell them your expectations, give them room to work it out and only check in when they are ready to unveil the result. FIC Human Resource Partners ' Nuance Culture Academy and Nuance Workforce Solutions can help ensure that the managers working with your organization are cultivating a collaborative culture with the employees that work under them based around trust and open communication.

In today's workforce, employees are looking for more than just a paycheck. They want opportunities to apply their unique talents and know their contributions matter. This sense of relevance is key to engaging and empowering employees. Leaders who recognize and enable individuals' innate strengths see greater innovation, fulfillment, and advancement. The first step is identifying each employee's signature talents through reviews, assessments, and feedback processes. Catalogue these capabilities and continuously update as new interests emerge. Make strengths visible through recognition, culture icons, and praise for utilizing talents. Understanding strengths allows customizing roles to apply expertise. Evaluate where skills are underutilized or could add value. Look for areas needing specific skills. Reframe roles around authentic strengths to unleash potential. Allow unconventional career paths to expose hidden gifts. Customizing for relevance engages employees while optimizing talent deployment. Support continual development in strength areas. Assess skills gaps and provide training, stretch assignments, and mentors tailored to individual growth needs. Enable passion pursuits that build abilities. Framing progress as a journey rather than evaluation eases pressure. Leveraging strengths also builds confidence and esteem. Grant more autonomy in domains of expertise. Offer opportunities to represent the organization's thought leadership. Featuring employees in publications discussing talents reinforces relevance. Empower employees to stretch skills to new realms. Establish innovation channels for applying expertise creatively. Allow pursuit of passions that may uncover new talents. Recognize adjacent possibilities beyond current use of strengths. By continually challenging and eliminating restraints, hidden potential is revealed. The greatest source of confidence and engagement is having one’s unique talents and value recognized. When employees feel empowered to utilize their full capabilities, they drive the organization forward. A culture focused on maximizing talents unlocks innovation and advancement for both individuals and the company. FIC Human Resource Partners ' Nuance Culture Consulting , Nuance Culture Surveys and Nuance Culture Academy can help the leadership in your organization learn how to recognize, support, and empower employees to leverage their strengths.

Employee engagement and retention are particularly hot topics, and businesses are rushing to support it by instituting changes simply because other companies are doing it. But changing company policy on the basis of a trend may not be the best choice for your company. Consider this example: A lot of companies jumped on the concept of open floor plans in the hopes of encouraging teamwork and collaboration. It didn't always have the intended results. A 2018 Harvard Business School study found that open offices reduced face-to-face interaction by 70%. That's far from what companies wanted to happen. Engage and Retain Employees Surveying your employees directly is a better way to determine what your company needs to do to engage and retain employees. There's one caveat to conducting this type of survey: you need to be willing to do something with the results. You don't have to make all the changes suggested by the survey results, but you do need to make a good faith effort respond. If the results simply go into a metaphorical circular file, they will reinforce any negative perceptions about how your company's leaders view their employees. Identify Your Goal There is a process to conducting an employee survey. First, you need to decide your goal. Suppose you want to find out which perks are most important to your employees. Design survey questions to measure that. It may be best to do several surveys throughout the year with each focusing on one or two topics in areas you are ready to commit to improving. Next, you need to decide how the survey will be conducted (e.g., SurveyMonkey or company intranet), how long the survey will be, whether anonymous responses will be allowed and whether you want to ask open-ended questions or limit the survey to yes-or-no, sliding-scale or multiple choice answers. Gather Essential Information Finally, you need to write questions that provide essential information. This is where the rubber meets the road. Generally, it's a good idea to (1) limit the number of questions and (2) group your questions into categories. Here are some sample questions: Culture: Is the company is living up to its mission and values? Do you and your co-workers all feel protected against discrimination? Does the company's culture align with your personal values? Job satisfaction: Are your work responsibilities clearly defined? Is there opportunity to grow in your job? Are learning opportunities readily available? How transparent are communications with your manager? Do you believe your manager treats everyone fairly? Do your colleagues communicate openly and freely? Are job-related questions treated respectfully? Do you get the feedback you need to continue learning and growing? Workplace satisfaction: Are you satisfied with your workspace? Do you have the resources you need to perform at your highest level? Does this feel like a best place to work? Benefits and perks: Do you have enough vacation time? Do you have an adequate number of personal/sick days? Rank the company's benefits in order of preference. Remember to customize the survey for your business. For additional help crafting an employee survey, contact FIC Human Resource Partners ' Nuance Culture Surveys today.