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As organizations strive to provide employees with the skills, resources, and support to thrive in their roles, an important element that shouldn't be overlooked is creating an inclusive and equitable workplace culture. Human readiness goes beyond technical job skills to focus on the overall employee experience and company values. Training on topics like unconscious bias, microaggressions, accessibility, and equity is key to building human readiness in several ways: Overcoming Unconscious Bias: Everyone has unconscious biases shaped by their background and experiences. Left unaddressed, these biases can negatively impact hiring decisions, performance reviews, access to opportunities, and day-to-day interactions. Training brings awareness to unconscious bias and provides tools to interrupt it. This creates a fairer, more inclusive environment where all employees can excel. Preventing Microaggressions: Microaggressions are brief everyday exchanges that intentionally or unintentionally degrade someone based on their identity. Microaggressions contribute to feelings of exclusion and barriers to advancement for marginalized groups. Training helps employees recognize microaggressions and understand their harmful impacts. It provides strategies to speak up against microaggressions and foster a respectful workplace. Enhancing Accessibility: Accessibility refers to designing spaces, communications, and processes in such a way that they can be used by people with a diverse range of abilities. Training on accessibility guidelines, accommodations, and universal design principles equips employees to create more accessible products, services, facilities, and information. This removes barriers that exclude employees and customers with disabilities. Achieving Equitable Systems: Inequities can become ingrained in workplace systems and practices in ways that seem neutral but disadvantage certain groups. Training on identifying and dismantling inequities in areas like hiring, compensation, advancement, and social dynamics creates more equitable systems. This enables all employees to feel valued and empowered. Human readiness means setting up employees and the organization for success. The presence of bias, microaggressions, and inequity all inhibit readiness not only on a personal level, but on an organizational one as well. Training on bias, microaggressions, accessibility, and equity fosters an inclusive culture where every employee can thrive at their full potential. Employees who are thriving are more capable and ready to rise to the challenges and responsibilities they will face. Reach out to our Nuance Culture Academy team to schedule training that will enable culture improvements.

There are many reasons why employees quit: They feel their salary is too low. They don't see a clear career track or professional development opportunities. They want more flexibility at work and in their personal lives. They don't feel valued or appreciated for their efforts and skills. How you respond when someone quits makes a big difference to company morale and to your ability to prevent similar resignations in the future. Have a clarifying conversation with the employee. This is not a time for anger. Instead, be curious and respond to the news in a calm, affirming way. As part of this conversation, be sure you understand the reason they're exiting. Consider how you'd like to respond: Should you make a counteroffer? Will you change how you do things going forward? Review schedules and responsibilities for the time left until the employee departs. Who will take over open projects and daily tasks? Do coworkers need to be trained? Take time to gather client contacts and project statuses. You may want to extend employee training periods for the remaining staff to build their confidence. Schedule an exit interview and/or exit survey. The exit interview may be conducted by a neutral party, like another team's manager. Exit interviews should be at least 30 minutes long and include time to discuss overall work experience. They should also give the exiting employee time to suggest how to improve your workplace culture. In addition to or as an alternative to the exit interview, provide the departing employee with an exit survey they can complete anonymously. Anonymous surveys can create a safer space where exiting employees may feel more comfortable sharing honest opinions and experiences. The survey should cover topics like, reasons for leaving, feedback on their manager and team, opinion of company culture, policies and benefits, suggestions for improvement, and whether they would recommend the company to others. Encourage the employee to be candid in their responses. Analyze the aggregated survey data to identify trends and areas for improvement in the employee experience. Use both the qualitative feedback from exit interviews and/or the quantitative data from anonymous exit surveys to make meaningful changes to boost retention. Other departments' responsibilities Inform HR that the employee is leaving, so that they can create a formal resignation letter . This includes an official notice of resignation signed and dated by both you and the employee that shares the reason for leaving along with the employee's final day of work. Many states and contracts require two weeks' notice. If the employee cannot work that long or if you do not want them to work that long, pick another departure date. HR should also confirm the employee's personal information , including mailing address, personal email address, phone number and emergency contact information. Your company may require that a nondisclosure agreement be signed by the exiting employee. HR should also organize the final paycheck and benefits information. Many states have laws regarding when final pay must be delivered. The final pay will include all accrued wages and may include unused sick days, accrued paid time off, commissions and bonuses. A third party, like an accountant, should double-check the math. It is also essential that HR provide required legal notices about benefits. These include: Health insurance, including COBRA. The 401(k) plan. Unemployment eligibility. Any other benefits offered by your company. HR, IT and other departments will be responsible for last-day activities like reclaiming the employee's company laptop, cellphone, equipment or tools, uniforms, building keys, ID badges, and employee manuals. It is also essential to change the employee's passwords to email or work accounts and remove the employee's access to internal digital systems. Company morale When someone plans to leave your company, part of your responsibility is to the people who are not leaving. Be sure to notify other staff about the departure. You can tell key business partners or managers individually, but it is fine to send a general email to everyone else. In the email, keep the message simple and positive. Be sure to thank the departing employee for their work and add good wishes for their future. You do not need to include the exact reason for their departure. Reassign responsibilities and/or shifts. Set up one-on-one meetings with specific employees to determine if deadlines and project dates need to be adjusted and if some workers will need to be trained to take over tasks. You may want to hire an independent contractor temporarily. Be sure to offer motivational talks to keep morale up. As early as possible, formulate a process to replace the departing employee. Starting the process early will minimize lost revenue. Among the steps in this process: Deciding whether you will promote a current employee or hire someone new. Reviewing your budget; how much can you afford to pay for the position? Writing an accurate job description. Creating and distribute job ads. Deciding if you'd like to outsource some tasks or responsibilities to an independent contractor. Temporarily or permanently redistributing work among current employees. This supports continuity. Reviewing employee performance reviews and workflows to see what's feasible. If you are asking someone to increase their responsibilities, be sure you're providing additional compensation. On the employee's last day, it is essential to say goodbye on a positive note. This maintains a strong relationship with the departing employee and sets an example for your other employees. Many companies offer handwritten cards, restaurant gift cards, flowers or edible treats as a goodbye gift. It is equally important that you take the time to walk the employee out and thank them for their time. By understanding why an employee is leaving and thanking them for their quality work, you can provide an avenue for top talent to return in the future.

Performance reviews often feel like a one-way, top-down process in which you, the boss, are judge and jury. But if reviews are instead a two-way street, employees feel significantly less defensive. How do you create this two-way process? Let's look at some ideas. First, you might ask the employee to write a self-evaluation prior to the review. How well did the employee meet their goals over the past year? How did they feel about their work? What did they do well? Where do they need more support? Ask them to open the meeting by sharing these thoughts. Letting them speak first helps diminish the sense of judgment by indicating that you are open to dialogue. An additional step is to ask for employee peer reviews . Gathering additional observations, perspectives and comments about the employee's job performance dilutes the sense that you alone are judging the work. For the evaluation itself, do not use arbitrary numerical grades, especially without substantiating what they mean. Instead, focus on the job performance . How well did the person meet the goals set last year (or in their job description)? If you are going to use numbers, make sure they assess results (like "increased accuracy by 29%"). "Meeting the goals set last year" (or in the job description) should be the focus of the review. Evaluate not the person but rather how well the person gets the job done. Shift to a results-oriented review rather than a personality-oriented one and set this focus both when you open the meeting and throughout the discussion. What actions (or attitudes) did the employee engage in that showed good work? What were the results those actions/attitudes achieved? The discussion should be well-documented. Include any feedback you provide along with a record of the goals. Make sure each goal includes a time frame and a method of measuring whether the goal was attained. Both you and the employee can then determine whether they've succeeded in meeting or failed to meet the goal. Encourage the employee to keep a similar written record that they can use the following year in their self-evaluation. If there's a gap between your view of the employee's work and their own, do not insist on your perspective. Instead, listen and talk through issues to try to determine what's underlying job performance problems. At the end of the discussion, you and the employee should be on the same page. Do not end the review until you have a plan : What will the employee do in the next year? What will they improve on in the next months? What support do they need to achieve those goals? As above, these plans should be results oriented rather than personality driven. The plan should also outline any training or coaching the employee needs, along with what the employer will do (in terms of money, time or personnel) to support the employee. And always provide employees with a copy of the completed evaluation form. Additional details It's important to separate a performance review from compensation discussions. Instead, conduct a salary review close to the time when raises are announced. If you conduct performance and salary reviews in the same discussion, the employee is likely to pay attention only to the money and miss the benefits of any coaching you offer. The person who conducts the interview should be the supervisor or manager who has the most contact with the employee. They are in the best position to accurately assess day-to-day results. They should observe the process outlined above. Provide notice of the performance review and let employees know that it is not a "judgment day." Create a thoughtful schedule and publicize it to the company. If you design and follow a meaningful system of coaching conversations that employees welcome, find useful and see as valuable, you will motivate employees to thrive in their careers. You get better quality work by correcting problems, supporting quality work and laying the groundwork for advancement in the company.

A recent Cengage Group survey reported that 41% of respondents would prefer to get a certificate that would instantly qualify them for an in-demand job rather than obtain a college degree. These people are excellent candidates for "new-collar worker" positions. What is a new-collar worker? According to Indeed, new-collar jobs are associated with industries where employees develop their technical and soft skills, often in technology industries, through nontraditional education paths. In other words, applicants are considered for open positions even though they do not have a B.A., B.S., or graduate degree. Instead, the company practices skills-based hiring, considering aptitude and insight to determine excellent job candidates. This approach aligns with the results of a recent Harvard Business School and Accenture survey that shows that a four-year degree does not boost productivity for jobs that can be done without those degrees. IBM, which coined the term "new collar" back in 2016, has been joined by companies like Aon, Cleveland Clinic, Delta Air Lines, Merck and Bank of America in successfully practicing skills-based hiring and creating new-collar jobs. To determine whether your business should consider new-collar hiring, consider these steps: Drop your assumptions about people with four-year degrees. College graduates may have a broader perspective of the world — a good thing — but that perspective may not be relevant to every job. Assess whether your industry is suitable for skills-based hiring. Currently, most new-collar jobs are in technology, software, engineering and health care, but that does not preclude the approach’s applicability to other industries. Rethink job categories at your business. What are the actual skills a job requires? Is a college or graduate degree truly needed to perform the tasks? Rewrite job descriptions for positions that fall into this category, removing the college degree requirement and emphasizing instead the skills, aptitudes and capabilities needed for the job. Include both hard and soft skills. Broaden your hiring network to include community colleges, trade schools and so forth. Also consider employees already at the company. You may find you have overlooked well-qualified employees simply because they do not have four-year degrees. Consider providing apprenticeships, internships and training programs for people with the right aptitudes. These types of programs can create a vibrant pool of trained candidates. Make the program a companywide initiative. This means gaining buy-in from the entire leadership team, from the CEO to the line managers. Another benefit of skills-based management is increased diversity in the workforce. There is no lack of talent if companies shift from the traditional valuing of a college degree. U.S. Census data from 2021 reports that about 65% of Americans aged 25 or older do not hold a college degree; these individuals are more likely to identify as racial minorities. Many of the individuals in this population have the skills, aptitude and insights to become new-collar workers; what they lack is opportunity.

Pay equity, the concept of providing equal pay for equal work regardless of an employee's gender, race, or other protected characteristics, has become a critical issue for organizations striving to create inclusive, caring, and successful work environments. As companies embrace the principles of Employee Care, pay equity must be a top priority, as it directly impacts employee trust, engagement, and retention. What is Pay Equity? Pay equity means compensating employees who perform similar job functions with comparable pay, irrespective of their gender, race, ethnicity, or other status. However, achieving pay equity is not just about eliminating biases; it also involves considering factors such as education, work experience, job responsibilities, and the organization's long-term financial stability. Why Pay Equity is Important Pay equity is not just a matter of social responsibility; it is an essential factor in an organization's ability to attract, retain, and engage top talent. By conducting pay equity audits and implementing fair compensation practices, companies demonstrate their commitment to creating an inclusive, respectful, and rewarding work environment. Organizations that prioritize pay equity are better positioned to attract a diverse pool of candidates who value fairness and inclusivity. When job seekers perceive a company as committed to equitable compensation, they are more likely to view the organization as an attractive employer that aligns with their personal values. This, in turn, can lead to a more diverse and talented applicant pool, enabling the company to build a strong, inclusive workforce. In addition to attracting top talent, pay equity practices significantly impact employee morale, productivity, and loyalty. When employees feel that their contributions are fairly recognized and rewarded, they are more likely to be engaged and motivated in their work. This increased engagement often translates into higher productivity, as employees are driven to perform at their best. Moreover, when workers perceive their employer as fair and equitable, they are more likely to remain loyal to the organization, reducing turnover and the associated costs of recruiting and training new hires. Beyond the internal benefits, companies that prioritize pay equity can also enhance their brand reputation as an employer of choice. In today's socially conscious world, job seekers, customers, and investors increasingly value organizations that demonstrate a commitment to fairness, diversity, and inclusion. By actively addressing pay disparities and promoting equitable compensation, companies can differentiate themselves in the market and build a positive reputation that attracts both talent and business opportunities. In addition to these benefits, prioritizing pay equity can help organizations mitigate legal and financial risks. By proactively addressing compensation disparities, companies can prevent costly discrimination lawsuits and ensure compliance with equal pay regulations. This not only protects the organization from legal challenges but also demonstrates a commitment to ethical business practices, enhancing the company's overall reputation. Pay Equity and the 9 Principles of Employee Care Pay equity is closely tied to the 9 principles of Employee Care. Human Relationships : Cultivating open conversations about compensation is essential for nurturing strong workplace relationships and fostering a sense of camaraderie among employees. When pay structures are transparent and easily understood, it helps employees see their common ground and shared goals, rather than promoting a competitive atmosphere. Human Respect:  Showing your employees that you respect them begins with fair compensation practices that recognize each employee's worth and contributions. When organizations prioritize equitable pay across roles, levels, genders, races, and other differences, it sends a powerful message of respect for all their employees creating a culture of dignity and appreciation for all. Human Relevance:  By connecting pay to an individual's skills and contributions, companies show that they value each employee's unique abilities and growth potential. Regular check-ins to discuss evolving responsibilities and adjust pay accordingly demonstrate that the organization is invested in their employees' development and increasing relevance within the company. This practice not only keeps compensation fair but also motivates employees to continually expand their skills and take on new challenges. Human Recognition : When pay structures don’t clearly detail wage and compensations considerations it can lead to pay gaps that are viewed as unfair which undermine the recognition and appreciation of disadvantaged groups, making them feel undervalued. Organizations must proactively close these gaps and communicate clearly how individual skills, performance, and achievements affect pay and compensation to ensure that every employee feels genuinely recognized for their hard work and contributions. By aligning pay with performance and achievement, companies show that they honor the principle of human recognition and are committed to celebrating the successes of all their employees. Human Responsibility : Achieving pay equity is a shared responsibility between organizations and their employees. Employers have an obligation to regularly assess compensation gaps and implement equitable pay practices. Employees then have the responsibility to understand pay structures and their role in unlocking wage increases. If barriers exist to wage increases employees and employers will both need to engage in a process of understanding those barriers and finding ways to dismantle them. By embracing this shared responsibility, organizations and their employees work together to build a culture of trust, accountability, and mutual respect. Human Routines:  Integrating pay equity analyses into routine processes is essential for preventing biased compensation practices from taking hold over time. When organizations rely on ingrained routines and outdated job evaluation methods, they risk inadvertently perpetuating inequities. By regularly reviewing compensation systems and job architectures as part of their standard procedures, companies can identify and address any emerging disparities. Human Readiness:  Fostering open, non-defensive dialogue about pay is crucial for cultivating readiness among both managers and employees. Organizations should prepare managers to have informed conversations about compensation, equipping them with the knowledge and tools they need to communicate effectively. At the same time, employees should be aware of pay range information to help them determine their readiness for promotions or raises. By promoting transparency and encouraging open discussion, companies create a culture of growth and development, where everyone feels ready to take on new challenges and responsibilities. Human Records : Maintaining consistent documentation, clear job frameworks, and defined salary bands is essential for promoting fair compensation based on skills and experience, rather than bias. By keeping detailed pay records, organizations can facilitate periodic equity analyses across genders, ethnicities, and other parameters, ensuring that their compensation practices remain fair and unbiased. This commitment to accurate and transparent record-keeping honors the principle of human records, demonstrating the organization's dedication to data-driven decision-making and accountability. Human Representation:  Including diverse employee voices into the process of improving compensation practices is essential for fostering inclusivity and ensuring that pay equity initiatives meet the needs of all employees. This inclusive approach not only promotes equitable pay but also enables fuller representation at all levels of the organization. By honoring the principle of human representation, companies demonstrate their commitment to diversity, equity, and inclusion in all aspects of their operations. Are your pay structures equitable? FIC Human Resource Partners offers a Pay Equity Audit service to help organizations assess, develop, and engage in equitable compensation practices. Our AIDE approach ensures a data-driven, collaborative process that leads to sustainable change and improved organizational outcomes. The AIDE approach includes: Assess:  Thorough evaluation of current compensation practices and outcomes Interview:  In-depth discussions with key stakeholders to gather qualitative insights Develop: Customized action plans to close identified gaps and embed equitable practices Engage:  Ongoing support, training, and resources to foster a culture of transparency and accountability Contact us today to get started.

In today's increasingly competitive workforce, organizations are recognizing the importance of embracing neurodiversity – the natural variations in human cognition and mental functioning. By creating neuroinclusive workplaces that support and empower neurodivergent employees, companies can tap into a wealth of unique perspectives, skills, and talents. Central to this effort is the concept of employee care, a holistic approach that prioritizes the well-being, growth, and success of every individual.  Utilizing the 9 Principles of Employee care offers a holistic and individualized approach that prioritizes the well-being, growth, and success of every employee. By applying the 9 Principles of Employee Care – Human Relationships, Human Respect, Human Relevance, Human Recognition, Human Responsibility, Human Routines, Human Readiness, Human Records, and Human Representation – organizations can create a culture of inclusion and empowerment for neurodivergent individuals. This not only benefits the individuals themselves but also enriches the organization as a whole, bringing diverse perspectives, skills, and talents to the table. As more companies recognize the value of neurodiversity, investing in employee care will be essential for attracting, retaining, and unleashing the potential of this underrepresented talent pool. Human Relationships At the heart of any inclusive workplace are strong, positive relationships among employees. For neurodivergent individuals, who may face challenges in social interactions and communication, fostering a sense of connection and belonging is especially critical. Managers can encourage this by providing opportunities for collaboration, teamwork, and social interaction in a safe and supportive environment. This may involve creating employee resource groups (ERGs) specifically for neurodivergent employees, offering mentorship programs that pair neurodivergent individuals with neurotypical colleagues, or organizing inclusive team-building activities. By cultivating meaningful relationships, organizations can help neurodiverse employees feel valued, understood, and connected to their coworkers. Human Respect A culture of respect is the foundation of any inclusive workplace. For neurodivergent employees, this means acknowledging and appreciating their unique perspectives, experiences, and ways of thinking. Managers should educate themselves and their teams about neurodiversity, promoting understanding and dispelling misconceptions. They should also model respectful communication and behavior, ensuring that all employees feel heard, valued, and treated with dignity. This may involve providing accommodations such as flexible work arrangements, sensory-friendly workspaces, or assistive technologies to support neurodivergent employees' needs. By demonstrating respect for neurodiversity, organizations send a powerful message of inclusion and acceptance. Human Relevance Recognizing the unique skills, talents, and contributions of neurodiverse employees is essential for creating a sense of relevance and purpose. Many neurodivergent individuals possess exceptional abilities in areas such as pattern recognition, attention to detail, creative problem-solving, and out-of-the-box thinking. Organizations should actively seek out opportunities to leverage these strengths, matching neurodivergent employees with roles and projects that align with their interests and abilities. This may involve redesigning job descriptions, creating new roles, or offering specialized training and development programs. By helping neurodivergent employees see the relevance and impact of their work, organizations can foster a sense of engagement, motivation, and job satisfaction. Human Recognition Effective recognition and rewards programs are essential for celebrating the achievements and contributions of all employees, including those who are neurodivergent. Managers should ensure that recognition is inclusive, fair, and tailored to the individual preferences and needs of neurodivergent employees. This may involve offering a variety of recognition options, such as public praise, private feedback, or tangible rewards, and being mindful of sensory sensitivities or social anxiety when planning recognition events. By consistently acknowledging the successes and efforts of neurodivergent employees, organizations can foster a culture of appreciation and gratitude that boosts morale, engagement, and retention. Human Responsibility Encouraging accountability and ethical behavior is crucial for building trust and integrity within the organization. For neurodivergent employees, who may face unique challenges in navigating social norms and expectations, clear communication and support around responsibilities are especially important. Managers should provide explicit guidance on job duties, performance expectations, and workplace policies, ensuring that neurodiverse employees understand their roles and responsibilities. They should also model ethical behavior and decision-making, fostering a culture of transparency, honesty, and accountability. By nurturing a sense of responsibility and empowering neurodiverse employees to take ownership of their work, organizations can build a foundation of trust and mutual respect. Human Routines Designing work processes and routines that prioritize employee well-being is essential for creating a supportive and inclusive workplace. For neurodivergent individuals, who may have unique sensory needs, processing styles, or executive functioning challenges, flexible and accommodating routines can make a significant difference. This may involve offering alternative work schedules, providing breaks or quiet spaces for decompression, or allowing the use of noise-canceling headphones or other assistive devices. Managers should also be mindful of workload and stress levels, ensuring that neurodivergent employees have the resources and support they need to manage their tasks and maintain a healthy work-life balance. By creating routines that are responsive to the needs of neurodivergent employees, organizations can promote well-being, mitigate burnout, and foster a more inclusive and productive work environment. Human Readiness Providing employees with the necessary skills, resources, and support to excel in their roles is critical for fostering a culture of continuous learning and adaptability. For neurodivergent individuals, who may have unique learning styles or face barriers to traditional training methods, this requires a proactive and individualized approach. Managers should work with neurodivergent employees to identify their learning needs and preferences, offering a range of training options such as visual aids, hands-on activities, or one-on-one coaching. They should also provide ongoing support and resources, such as mentorship programs, employee assistance services, or accommodations for professional development activities. By investing in the readiness and growth of neurodivergent employees, organizations can unlock their full potential and foster a culture of lifelong learning. Human Records Ensuring accurate and transparent record-keeping practices is essential for protecting employee privacy, maintaining fair and consistent HR policies, and supporting the success of neurodiverse employees. Organizations should have clear and comprehensive policies around the collection, storage, and use of employee data, with particular attention to sensitive information related to disability status or accommodations. Managers should also ensure that performance evaluations, promotion decisions, and other personnel actions are based on objective criteria and free from bias or discrimination. By maintaining accurate and confidential records, organizations can build trust with neurodivergent employees and create a more equitable and inclusive workplace. Human Representation Promoting diversity, equity, and inclusion at all levels of the organization is essential for creating a workplace where every employee feels valued and represented. For neurodivergent individuals, who may face barriers to advancement or underrepresentation in leadership roles, this requires a proactive and intentional approach. Organizations should actively recruit and hire neurodivergent talent, ensuring that job descriptions, interview processes, and onboarding practices are inclusive and accessible. They should also provide opportunities for neurodivergent employees to take on leadership roles, participate in decision-making, and shape organizational culture. By ensuring that neurodivergent perspectives are represented and valued at all levels, organizations can create a more inclusive and innovative workplace. Partner With FIC Human Resource Partners to Foster Neuroinclusiveness in Your Workplace Our Nuance Culture Consulting Team can help you create and evaluate policies, processes, and programs that build and support Neuroinclusive Workplaces.

Making Employment, Promotion, and Opportunities Accessible We know that organizations that prioritize diversity, equity, inclusion and accessibility are better positioned to attract top talent, foster innovation, and build resilience but amidst a polarized political climate and economic uncertainty, many companies are re-evaluating their approach to DEI. Forward-thinking leaders have an opportunity to reframe the conversation and drive lasting culture change. This is why we have been developing the AIDE framework which offers a roadmap for assessing and dismantling barriers to full participation and belonging. Why Now is the Time to Reassess Corporate Culture Through the Lens of Accessibility In the wake of the Supreme Court's affirmative action ruling in June of 2023, a conservative backlash against corporate diversity, equity, and inclusion (DEI) programs, and economic uncertainty leading to layoffs that have disproportionately impacted DEI roles many companies are re-evaluating their approach to fostering inclusive workplace cultures. While some business leaders are scaling back visible DEI initiatives to avoid litigation risk or public criticism, others argue that sustaining a focus on diversity remains essential for attracting top talent, sparking innovation, and serving an increasingly diverse customer base. Amidst this polarized landscape, forward-thinking organizations have an opportunity to reframe the conversation around DEI by taking a more holistic, proactive approach centered on the concept of accessibility. Rather than reacting to external pressures by dismantling programs, companies can conduct comprehensive assessments to identify and dismantle barriers that prevent employees of all backgrounds from fully participating and thriving in the workplace. Expanding the definition of accessibility beyond accommodations for people with disabilities, to encompass the myriad ways that workplace structures, policies, and cultural norms can inadvertently exclude people based on race, gender identity, age, socioeconomic status, and other facets of identity, opens up new avenues for cultivating a genuine sense of belonging. When accessibility becomes the foundation, initiatives that improve the ability recruit and empower talent from underrepresented groups are less likely to be perceived as zero-sum "special treatment" that breeds resentment. The process of assessing accessibility across all dimensions of the employee lifecycle - from hiring systems to professional development programs to team dynamics - also provides a framework for understanding institutional dynamics, or the complex web of factors shaping behavior and power structures within an organization. Viewed through the SIO (Social, Ideological, Operational) Culture Model, improving accessibility in areas like mentoring opportunities (Social), workplace policies (Ideological), and collaborative technology platforms (Operational) can profoundly impact employee experiences and overall culture. For example, conducting an audit of promotion criteria and ensuring clear, transparent pathways for advancement demonstrates a commitment to equity and inclusivity at a structural level. Offering inclusive benefits like paid parental leave and mental health support sends a message that employees can bring their whole selves to work. Embracing universal design principles, like closed captioning on all videos, benefits not just Deaf employees but anyone watching in a noisy environment. Implemented effectively, an accessibility-driven approach to culture improvement has the potential to sidestep backlash by allowing diversity to become an outcome rather than the focus of the work. When people of all identities feel valued and experience a genuine sense of belonging, retention and engagement rise. Workplaces become more resilient and adaptable in the face of change. Companies that reflect the diversity of the world are better equipped to innovate for the future. Of course, this type of transformational culture change is complex and requires a sustained commitment from leadership. But at a time of retrenchment in traditional DEI, leaning into workplace accessibility assessments to pinpoint and remove barriers offers an opportunity to both mitigate legal risk and drive positive impact. Companies willing to invest in the challenging yet crucial work of making space for everyone to contribute and thrive will be strongly positioned to attract and retain the diverse talent needed to succeed.    Our answer to this is AIDE: Assessing Accessibility to Improve Institutional Dynamics and Employee Experiences. The AIDE framework provides a structured process for organizations to take a data-driven, human-centered approach to identifying and dismantling barriers to inclusion and belonging. By expanding the definition of accessibility beyond disability accommodations to encompass all the ways workplace structures can inadvertently exclude, AIDE empowers companies to cultivate institutional dynamics that enable people of all backgrounds to thrive. Accessibility: Expanding the Definition for Inclusive Workplaces Accessibility is often narrowly defined in terms of accommodating disabilities to meet compliance standards. Features like ramps, automatic doors, braille signage, and screen readers make environments usable for people with certain physical and sensory impairments. However, creating truly inclusive workplaces requires expanding our understanding of accessibility. At its core, accessibility means identifying and dismantling barriers that prevent people from fully participating, contributing, feeling safe, and thriving in their workplaces. This involves assessing how the design of environments, technologies, programs, policies, and cultural norms may inadvertently exclude people based on factors like race, gender identity, age, size, language, socioeconomic class, and other dimensions of diversity - in addition to disability. The goal is to evolve workplace structures to be more equitable and human-centered. When accessibility is viewed through this broader lens, it has a profound impact on institutional dynamics and the employee experience. Inaccessible opportunities, environments, and communications lead to exclusion, frustration, lower engagement and productivity, and higher turnover among affected employees. In contrast, proactive accessibility initiatives signal that all employees are valued for their unique talents and perspectives. This cultivates a culture of belonging where each person can reach their full potential and drive the organization forward. Understanding Institutional Dynamics To wrap your head around how accessibility shapes the employee experience, it's important to understand the concept of institutional dynamics in the context of workplace culture. Institutional dynamics refer to the complex interplay of formal and informal rules, norms, values, and power structures that influence behavior and interactions within an organization. The SIO (Social, Ideological, Operational) Culture Model provides a framework for analyzing institutional dynamics across three key dimensions: Social Culture focuses on identity-based factors like diversity, equity, inclusion, belonging, authenticity, and psychological safety. Ideological Culture encompasses the values, beliefs, and principles that drive the organization, including hierarchy, authority, communication, collaboration, and efficiency. Operational Culture focuses on how work gets done, including elements like innovation, productivity, agility, ethics, community involvement, and employee wellbeing. The 9 Principles of Employee Care further illuminate how institutional dynamics shape the employee experience: Human Relationships: Emphasizing the importance of fostering meaningful connections, support networks, and a sense of community belonging among colleagues. Human Respect: Demonstrating value for each person's inherent dignity and unique perspective, skills and background. Human Relevance: Aligning roles, projects and growth paths to individual strengths, interests and goals. Human Recognition: Implementing equitable and inclusive means of acknowledging contributions and achievements. Human Responsibility: Providing clear expectations and resources to empower ownership over outcomes. Human Routines: Structuring work processes to support focus, flexibility, and sustainable performance. Human Readiness: Offering robust onboarding, training and mentoring to set employees up for success. Human Records: Documenting policies, performance and progress transparently to ensure fair treatment. Human Representation: Building leadership and decision-making teams that reflect workforce diversity. Understanding Employee Culture Experiences Applying the SIO Culture Model and 9 Principles of Employee Care as a lens for examining employee experiences across identities reveals how aspects of institutional dynamics can generate disparate impacts: Lack of representation and inclusive facilities can make underrepresented groups feel unwelcome (Social/Representation) Prohibitive time-off policies disadvantage employees with health issues or family care duties (Ideological/Responsibility) Inaccessible software excludes people with certain disabilities from core work functions (Operational/Readiness) Non-inclusive event formats and team bonding activities can sideline people from connecting (Social/Relationships) Unclear or biased advancement criteria perpetuates homogeneity in leadership (Ideological/Recognition) Overwork expectations derail personal routines key to mental health and engagement (Operational/Routines) Viewed through this framework, enhancing accessibility emerges as a key lever for transforming institutional dynamics and harmonizing employee experiences organization-wide. An accessibility-based approach pinpoints tangible opportunities to restructure the workplace in ways that eliminate systemic barriers to individual and collective thriving. The result is a culture that empowers every employee to contribute their full potential. Implementing an Accessibility Assessment Process Conducting an organization-wide accessibility assessment through the AIDE (Assess, Interview, Develop, Engage) process paves the way for data-driven improvements: Assessment begins with an in-depth Organizational Culture Quality Assessment aligned with the SIO model. Survey analysis identifies "permitted cultures" that may be misaligned with stated values and pinpoints inclusion barriers across social, ideological and operational dimensions as opportunities for improvement. Interviews and focus groups, especially with underrepresented employee populations, supplement survey data with qualitative insights. This reveals how employees experience the workplace differently based on their identities and uncovers systemic obstacles to equity. Development of action plans translates findings into targeted initiatives to address problematic cultural elements and inclusion barriers. This may involve adjustments to policies, processes, benefits, programs, physical environments, and cultural norms to increase accessibility for all. Education and communications underscore leadership's commitment to change. Engaging employees in implementation through project teams and continuous listening fosters buy-in and sustainable culture shifts. Progress is quantified through follow-up assessments. The Business Case for Inclusive Accessibility In a global market where innovation stems from embracing diverse perspectives, enhancing workplace accessibility is both an ethical imperative and a competitive differentiator. The wide-ranging business benefits of an accessibility-driven culture change include: Attracting Top Talent: In a 2020 survey by Glassdoor , 76% of job seekers said a diverse workforce is an important factor when evaluating companies and job offers. As the labor market tightens amidst changing demographics, companies that create inclusive environments accessible to all talent will have a critical edge in recruitment and retention. Driving Engagement & Productivity: A sense of belonging is key to unlocking employee engagement. Harvard Business Review research shows that employees with a strong sense of belonging exhibit a 56% increase in job performance and a 50% reduction in turnover risk.  By dismantling barriers to participation and contribution, accessible workplaces enable more employees to find purpose and hit peak productivity. Sparking Innovation: Homogeneity breeds stagnation, while diversity breeds ingenuity. Teams that reflect a mix of backgrounds and abilities are better equipped to spot unmet needs in underserved markets. One study found that companies with above-average diversity produced a greater proportion of revenue from innovation (45% of total) than from companies with below average diversity (26%). Accessible structures set the stage for "diversity of thought" to flourish. Expanding Customer Reach: Accessible products and services are usable by a wider range of people across age, language, culture, gender, socioeconomic status, and abilities. Eliminating barriers in employee-facing systems builds capacity to identify opportunities to make customer offerings more universally accessible as well. Inclusive design philosophies pay dividends by increasing the total addressable market. Strengthening Reputation & Social Impact: Companies that take a proactive, expansive approach to accessibility position themselves as trailblazers in social responsibility. Eliminating barriers signals commitment to the often marginalized communities, engendering goodwill and brand loyalty. Ethical reputation matters to stakeholders; one third of consumers today choose to buy from brands they believe are doing social or environmental good. Most importantly, taking a proactive approach to identify and dismantle systemic barriers advances the fundamental values of respect, equity, and human dignity in the workplace. When each person is empowered to bring their full authentic selves to work, the organization can reach its highest collective potential. Making accessibility the foundation for an inclusive culture is not only the right thing to do - it's the smart thing to do. Ready for some AIDE? Contact us today to begin your Assessing Accessibility to Improve Institutional Dynamics and Employee Experiences journey!

The U.S. Equal Employment Opportunity Commission (EEOC) released updated enforcement guidance this week that significantly expands protections for LGBTQ workers and provides new standards for what constitutes a hostile work environment. The guidance, which replaces previous advisories issued over 25 years ago, incorporates recent Supreme Court rulings and addresses emerging issues related to gender identity, sexual orientation, and pregnancy. Harassment Based on Sexual Orientation and Gender Identity In one of the most impactful changes, the EEOC makes clear that workplace harassment and discrimination based on an individual's sexual orientation or gender identity is prohibited under Title VII's ban on sex discrimination. This aligns with the Supreme Court's landmark 2020 decision in Bostock v. Clayton County . The guidance states that using the wrong pronouns or name for a transgender employee, denying them access to bathrooms matching their gender identity, or outing their LGBTQ status without permission all may constitute unlawful harassment. Offensive jokes, slurs, sexual coercion, and physical threats targeting LGBTQ workers are also illegal. With more employees openly identifying as LGBTQ, especially younger generations, this update provides important and overdue protections. It puts employers on notice that they must swiftly address anti-LGBTQ abuse and cannot argue it falls outside the scope of sex discrimination laws. Discrimination Related to Pregnancy and Abortion The EEOC also weighs in on the volatile issue of abortion rights, clarifying that employment decisions based on a worker's reproductive health choices can be a form of illegal pregnancy discrimination. This includes firing, demoting or harassing an employee for having an abortion or using contraception. With abortion now banned or severely restricted in over a dozen states in the wake of Roe v. Wade being overturned, and some Republican lawmakers looking to restrict contraception access as well, the EEOC is staking out a strong position that employers cannot discriminate against workers for these personal healthcare decisions. However, religious organizations are still exempted from these rules in many cases. The EEOC Guidance Offers an Expansive View of Hostile Work Environments Building on Supreme Court precedent, the EEOC takes a broad view of what constitutes an unlawful hostile work environment - one that is subjectively abusive to the victim and would be objectively offensive to a reasonable person. A single severe incident, like a sexual assault or use of the N-word by a supervisor, could qualify. But so could frequent, less severe behaviors like sexual jokes and gender-based insults that cumulatively poison the workplace over time. Context also matters. Comments or conduct that may seem ambiguous in isolation can become harassing when viewed through the lens of power disparities, stereotyping and the perspective of the victim's identity group (e.g. race, gender). This comports with the realities of how harassment often operates through coded language and builds up gradually. The EEOC makes clear that employers cannot use prevailing workplace culture or "crude environment" excuses to justify allowing harassment to persist. Even if targets go along to get along, the conduct can still be unwelcome and illegal. In laying out these principles, the EEOC provides a roadmap for establishing hostile work environment claims and pushes back against overly narrow interpretations by some courts. Employees experiencing abusive workplaces based on protected characteristics should have an easier time proving their case. While these EEOC guidelines do not have the force of law, they establish standards expected to influence court rulings and motivate employers to reexamine their anti-harassment policies and training. In an era of profound social change around gender, race and identity issues, the EEOC is positioning itself as a key player in combating workplace cultures of abuse and discrimination. How readily employers adapt to these shifting expectations could determine their legal risk for years to come. Contact us today for a comprehensive review and revision of policy and procedures.

A growing number of businesses have been exploring the idea of transitioning to a 6-day workweek. This shift, driven by a desire to increase profits and productivity, has sparked a heated debate about the potential consequences for employees, families, and society as a whole. While some companies, such as Samsung, have already implemented this change for their executives, many others are considering following suit. However, before embracing this trend, employers need to carefully examine the implications and explore alternative solutions that prioritize both employee well-being and business success. The Negative Impact on Employees and Their Families One of the most significant concerns surrounding the 6-day workweek is the potential negative impact on employees and their families. With only one day off per week, workers have limited time to rest, recharge, and engage in personal activities. This lack of work-life balance can lead to increased stress, burnout, and diminished overall well-being. Employees may struggle to find time for family responsibilities, hobbies, and social interactions, which can strain relationships and lead to a lower quality of life. More than that, the physical and mental health of employees can suffer as a result of extended work hours. Fatigue, reduced alertness, and an increase in illnesses are just a few of the potential consequences. These health issues not only affect the individual but can also have ripple effects on their families, as well as the healthcare system as a whole. The Productivity Paradox While proponents of the 6-day workweek argue that it will boost productivity, research suggests that this may not be the case. In fact, long work hours can actually lead to decreased productivity and efficiency. When employees are overworked and stressed, they are more likely to make mistakes, have difficulty focusing, and experience reduced creativity and problem-solving abilities. We also know that a lack of work-life balance can contribute to higher turnover rates, as employees seek better working conditions elsewhere. This not only disrupts business operations but also increases costs associated with recruiting and training new employees. There is no reason to believe that a poorer work-life balance associated with a 6-day workweek won’t have the exact same impact. Increased Risks for Employers Implementing a 6-day workweek can also pose significant risks for employers. Fatigue and reduced alertness among employees can lead to an increased likelihood of accidents, errors, and violations of safety protocols. In industries such as healthcare, aviation, and manufacturing, where safety is paramount, these risks can have severe consequences. There are valid, well documented reasons for limiting work hours for professional drivers and pilots. To assume that employees in other roles and industries would perform better over longer hour and not experience a similar increase in accidents, errors, and safety violations is the very definition of wishful thinking.   It’s also important to consider that employers may face legal and regulatory challenges when extending work hours. Overtime laws, occupational health and safety regulations, and labor standards must be carefully considered to avoid potential violations and penalties. An Alternative Approach: The 4-Day Workweek with Overlapping Teams While the idea of a 6-day workweek may seem appealing to some businesses as a means to increase profits and productivity, these employers need to consider the potential negative consequences for employees, families, and society as a whole. The risks associated with extended work hours, including decreased productivity, increased health issues, and safety concerns, should not be overlooked. Instead of embracing the 6-day workweek trend, businesses should explore alternative solutions that prioritize employee well-being while still achieving operational goals. A promising alternative to the 6-day workweek is the implementation of a 4-day workweek with overlapping teams. Under this model, one team works Monday through Thursday, while the other works Wednesday through Saturday. This approach allows businesses to maintain operations over a 6-day period while providing employees with a more balanced work-life schedule. And with a 2-day overlap the teams can coordinate efforts and more effectively pass responsibilities and updates along. The benefits of this alternative are numerous. Employees have more time for rest, personal activities, and family responsibilities, leading to improved well-being and job satisfaction. The extended weekends can also contribute to reduced stress levels and a healthier workforce. From a business perspective, the 4-day workweek with overlapping teams can lead to increased productivity, as employees are more focused and motivated during their working hours. Additionally, this model can help attract and retain top talent, as it offers a desirable work-life balance that sets the company apart from competitors. Are you considering a change in work schedules? We can help. Contact us today to evaluate employee sentiment, existing time requirements, potential impacts of the change, and developing the policies and implementations plans necessary to make the shift successfully.

The EEOC's updated enforcement guidance takes an expansive view of what constitutes an unlawful hostile work environment under federal anti-discrimination laws. A hostile work environment is one that is subjectively abusive to the victim and would be objectively offensive to a reasonable person in the victim's position. The guidance emphasizes that context is crucial in evaluating whether harassing conduct is severe or pervasive enough to create a hostile work environment. Severity and Pervasiveness Harassment must be severe or pervasive to be actionable, but that determination depends heavily on circumstances. The more severe the conduct, the less frequently it needs to occur, and vice versa. A single incident can suffice if it is egregious enough, such as: Sexual assault Physical violence or threats Supervisor's use of the N-word toward a Black subordinate Quid pro quo sexual harassment (e.g. demanding sexual favors for job benefits) Display of hateful symbols like nooses or swastikas But even less severe behaviors like sexual jokes, gender-based insults, or mocking older workers can become illegal when frequently repeated over time. Courts assess the cumulative effect and pattern of misconduct in light of the specific work environment. Power Dynamics and Relationships Context includes the power dynamics and relationships involved. Harassment by a supervisor is inherently more threatening than by a coworker at the same level. And harassment takes on a heightened severity when the target is particularly vulnerable, such as: Teenagers harassed by much older adults Undocumented immigrants at risk of deportation threats Domestic violence survivors in precarious living situations The guidance also notes harassment can be exacerbated when it occurs in front of the victim's subordinates, clients or colleagues due to the added humiliation. At the same time, facing harassment alone with the perpetrator in an isolated environment can make it more threatening as well. Identity-Based Perspectives The EEOC emphasizes harassment must be evaluated from the perspective of a reasonable person sharing the victim's protected characteristics, such as race, sex, or age. Conduct that members of a privileged group might brush off can be oppressive to someone who deals with systemic inequality. For example: Sexual come-ons that might flatter a man could be threatening to a woman. Jokes about national origin that seem innocuous to citizens can menace immigrants. Stereotypical remarks about aging may especially humiliate older workers fearing obsolescence. Coded Language and Stereotyping The guidance recognizes that actionable harassment often operates through coded language and allusions tied to racist, sexist or other biases. Slurs, epithets and dehumanizing remarks (like comparing minorities to animals) are obvious examples. But more subtle digs relying on stereotypes can also contribute to a hostile environment, like: Saying an older employee should retire to make way for "fresh blood" Suggesting mothers should stay home with kids instead of seeking promotions Expressing disgust at transgender people using bathrooms matching their identity When these comments are viewed in the broader context of discrimination that group faces in society, their harassing nature becomes clear. The EEOC rejects outdated "sticks and stones" notions minimizing psychological abuse. No Crude Environment Defense Importantly, the guidance repudiates recurring employer defenses that harassing conduct should get a pass because a workplace has always been "crude" or the misconduct conforms to prevailing culture. Normalizing abuse does not make it any less illegal. Takeaways In spotlighting these contextual nuances, the EEOC is prodding employers and courts to take a more holistic view of how workplace harassment actually operates - often through a thousand cuts rather than overt attacks, and in ways that exploit marginalized workers' vulnerabilities. While egregious cases still happen, the EEOC recognizes hostile environments commonly arise from an accretion of comments, exclusion and innuendo that reinforce inequality. The upshot is that anti-harassment policies and training must become more sophisticated to account for these complex realities. Employers who stick with simplistic "no touching" rules will increasingly find themselves on the wrong side of the law. Proactively addressing workplace cultures that tolerate coded abuse is becoming a bottom-line necessity. Contact us today for help ensuring that your workplace culture remains healthy and inclusive.

The EEOC's new guidance provides important clarification on how unwelcomeness relates to the required showing that alleged harassment was both subjectively hostile to the victim and objectively hostile to a reasonable person. While these are distinct elements of a hostile work environment claim, the guidance suggests they often overlap in practice. Subjective Hostility and Unwelcomeness Harassment must be subjectively abusive to the individual victim. This means they perceived the conduct as hostile or abusive and it was unwelcome to them. The guidance states that, in most cases, showing the harassment was subjectively hostile will also demonstrate unwelcomeness: "In the Commission's view, demonstrating unwelcomeness is logically part of demonstrating subjective hostility. If, for example, a complainant establishes that a series of lewd, sexist, and derogatory comments based on sex were subjectively hostile, then those comments also would be, by definition, unwelcome." The victim can show subjective hostility by credibly testifying that they found the harassment upsetting, or through evidence that they complained about it to the employer, coworkers, friends or family around the time it occurred. While contemporaneous complaints are helpful evidence, they are not required. The EEOC recognizes many victims are deterred from speaking out due to fear of retaliation or belief that complaints will be futile. Context is key here too. Conduct that may seem ambiguous or trivial to an outsider could be deeply offensive to the victim based on their personal history and identity. For example, sexual come-ons that young men might welcome (or even encourage) could be threatening to women who have experienced sexual violence. A victim's efforts to "go along to get along" in a harassing environment do not necessarily mean they welcomed the behavior. Objective Hostility and Unwelcomeness Even if harassment was subjectively abusive, it must also be objectively hostile or abusive - meaning a reasonable person in the victim's position would find it sufficiently severe or pervasive to alter their work conditions and create an abusive environment. Here too unwelcomeness can be relevant, even if not dispositive. The guidance notes some courts consider whether the victim communicated that the conduct was unwelcome in assessing objective hostility. For example, a request for a date or mildly flirtatious banter might not be inherently hostile. But if it continues after the recipient clearly objects, that can create an objectively abusive situation. As the EEOC puts it: "When analyzing whether conduct is objectively hostile, some courts have focused on whether the harasser had notice that the conduct was unwelcome—either because the complainant had communicated as much or the harasser otherwise had reason to know. Such notice may be relevant in determining whether it is objectively reasonable for a person in the complainant's position to have perceived the ongoing conduct as hostile." That said, the guidance emphasizes that many severe forms of harassment - like sexual assault, racist epithets, or quid pro quo demands - are so plainly unwelcome and offensive that no special notice is needed. The same goes for persistent, facially abusive conduct. A victim is not required to confront their harasser and object before the behavior becomes actionable. The EEOC also cautions against relying on simplistic "unwelcomeness" inquiries that put victims on trial and lose sight of the ultimate hostile work environment test. Evidence that a victim laughed at sexual jokes or went along with banter does not necessarily mean they invited harassment, especially when power dynamics are considered. Saying no to a supervisor can be fraught. Does It Rise to the Level of a Hostile Work Environment? Ultimately, while showing unwelcomeness can support a harassment claim in some circumstances, it must be analyzed in light of the entirety of the situation. Was the conduct so inherently offensive that any reasonable person would consider it abusive? Did the victim's words, actions or circumstances indicate they found it hostile? Would a reasonable person sharing the victim's traits and experiences find it hostile? Employers looking to get ahead of liability will focus on proactively creating cultures of respect and accountability so severe or pervasive harassment does not take root, regardless of how artfully victims object. Contact us today for help fostering an inclusive culture of belonging where employees can thrive and feel safe.

Abraham Maslow's influential hierarchy of needs theory provides a framework for understanding human motivation. The theory posits that individuals have different levels of needs, ranging from basic physiological requirements to higher-level psychological drives. These needs build upon each other, with lower-tier needs generally needing to be met before progressing to higher-order needs. While Maslow's hierarchy is often depicted as a pyramid, in reality, human needs are more fluid and overlapping. People can simultaneously experience drives from multiple levels. The modern workplace plays a pivotal role in fulfilling many of these multi-faceted human needs. Organizations that embrace a holistic approach to supporting employees' needs are better equipped to foster engagement, wellbeing, and performance. The 9 Principles of Employee Care offer an integrated framework for addressing needs across Maslow's spectrum within the workplace context. By strategically leveraging these principles, companies can create environments where staff feel empowered to thrive and succeed. Aligning the 9 Principles with Maslow's Hierarchy Physiological Needs and Employee Care Maslow's foundational physiological needs include essentials like food, water, shelter, sleep, and health. Fair compensation is the bedrock for enabling employees to afford these necessities. The Human Routines principle of Employee Care promotes sustainable workflows to prevent burnout. This helps preserve time and energy for restorative activities breaks, vacation, and unplugging from work communications. Human Readiness can include equipping employees with stress management resources. On-site fitness facilities, healthy food options, ergonomic workspaces, and comprehensive healthcare benefits are some ways to support physical wellbeing. Safety Needs and Employee Care In Maslow's hierarchy, safety needs encompass physical security as well as psychological stability derived from things like steady employment and sufficient savings. The Human Responsibility principle nurtures cultures of ethics and accountability where employees feel safe to authentically participate without fear of undue risk or retribution. Clear policies and expectations, as established through the Human Records principle, offer reassuring job stability. Human Representation ensures non-discriminatory, harassment-free workplaces where all employees, especially underrepresented groups, feel secure bringing their whole selves to work. Transparent and equitable pay practices help satisfy financial security needs. Belongingness Needs and Employee Care Maslow highlighted the human need for belonging, love, and acceptance. Healthy relationships and feeling part of a community become important once people feel secure. The Human Relationships principle directly addresses this by encouraging and facilitating meaningful connections between colleagues. Inclusive team-building activities, mentorship programs, and ERGs (employee resource groups) cultivate an accepting workplace community. Human Representation further supports belonging by attracting diverse talent and making everyone feel valued. Expressing appreciation, as encouraged by Human Recognition, helps satisfy the need to feel seen and accepted. Esteem Needs and Employee Care Maslow described two levels of esteem needs: feeling self-respect and receiving respect from others. In the workplace, this translates to employees feeling confident in their abilities while also being valued by the organization. Human Relevance speaks to the self-esteem component by ensuring employees' unique talents are being effectively utilized. Knowing one's skills are being applied to make a difference is immensely affirming. The external esteem component is addressed by Human Recognition - making employees feel appreciated for their efforts and accomplishments. Meaningful recognition from leaders and peers powerfully validates employees' worth. Human Readiness supports both forms of esteem by equipping employees with development opportunities. This enables continuous growth, building self-efficacy while also demonstrating the company's belief in their potential. Self-Actualization Needs and Employee Care In Maslow's framework, self-actualization represents the pinnacle of human motivation. It refers to the desire to become the best version of oneself and reach one's full potential. While Maslow posited that self-actualization is rare, he believed everyone has moments of profound self-fulfillment he termed "peak experiences." The workplace can play an important role in employees' self-actualization journeys. Human Readiness provides the tools and challenges to propel employees toward their peak. Offering "stretch" assignments, innovation labs, and sponsored learning capitalizes on their drive to grow. Human Relevance empowers employees to work in alignment with their passions and values, which is key for self-actualization. Ensuring job-person fit, enabling job crafting, and supporting career pathing helps them progressively realize their potential. Human Relationships are also vital, as self-actualizers often find deep purpose in connecting with and uplifting others. Serving as mentors, leading impactful projects, and contributing their gifts to the community brings peak experiences of fulfillment. Staying Agile and Employee-Centric To effectively adapt the 9 Principles at each career stage, organizations must stay attuned to the changing needs and aspirations of their workforce. Some best practices include: Regularly surveying employees to understand their evolving motivations and pain points Training managers to proactively spot and address signs of disengagement or stagnation Developing employee journey maps to visualize the unique needs and moments that matter at each phase Continuously refreshing employee programs to keep pace with workforce and marketplace trends When organizations take an agile, employee-centric approach to the 9 Principles, they create workplaces that ignite passion and performance at every stage. By meeting employees where they are and empowering them with what they need to thrive, companies build deep wells of loyalty and engagement. As employees grow and evolve, so too must the application of the 9 Principles. But by keeping these principles at the heart of the employee experience, organizations develop workforces that are empowered to reach their full potential - individually and collectively. The result is a vibrant workplace culture that endures and a company that is built to last. Supporting Employees Across Career Stages Let's dive deeper into how organizations can adapt the 9 Principles of Employee Care to support employees' specific needs at each career stage. Nurturing New Graduates New graduates are eager to prove themselves but need structured support to navigate the transition into the professional world. To set them up for success, focus on Human Routines by providing clear onboarding, expectations, and regular check-ins. Leverage Human Readiness by offering training on foundational skills, company culture, and industry knowledge. And use Human Records to track their early performance and wins, building a strong foundation for future growth. Engaging Early Career Talent As employees settle into their careers, they crave increasing responsibility and recognition. Bolster their confidence and commitment through Human Recognition, acknowledging their progress and potential frequently. Develop their autonomy through Human Responsibility, giving them increasing ownership over projects. And support their work-life balance through Human Routines, offering flexibility and family-friendly policies as they juggle new commitments. Developing Mid-Career Leaders Mid-career employees are ready to broaden their influence and impact. Connect them with mentors, sponsors, and peer networks through Human Relationships to expand their sense of community and clout. Engage them in employee resource groups and diversity initiatives via Human Representation to deepen their sense of belonging and leadership. And keep them growing through Human Relevance by providing stretch assignments and exposure to senior leadership. Empowering Peak Performers At the peak of their careers, employees are primed to make their greatest contributions. Invest in their continued mastery through Human Readiness, providing executive coaching, advanced training, and leadership retreats. Amplify their impact through Human Representation, featuring them as subject matter experts and company ambassadors. And maximize their influence through Human Responsibility, entrusting them with high-stakes initiatives and strategic decisions. Honoring Pre-Retirees As employees approach retirement, it's critical to recognize their cumulative contributions and wisdom. Celebrate their legacy through Human Recognition, creating meaningful tributes and cementing their place in company lore. Help them pay it forward through Human Relationships, having them lead mentoring, internships, and knowledge-sharing. And extend their impact through Human Relevance by engaging them as consultants on special projects and strategic planning. When We Put People First, Everyone Wins The striking parallels between Maslow's hierarchy of needs and the 9 Principles of Employee Care underscore the enduring importance of supporting the full spectrum of human needs in the workplace. Both frameworks recognize that employees are multi-dimensional beings with a range of motivations, from the basic to the aspirational. By meeting these diverse needs in an integrated way, organizations create the conditions for engagement, performance, and fulfillment to flourish. Maslow's hierarchy provides a roadmap for understanding the progressive nature of human motivation. The 9 Principles of Employee Care translate that roadmap into a comprehensive strategy for designing workplaces that honor the humanity of employees. Principles like Human Routines, Human Readiness, and Human Records ensure that foundational needs for safety and security are met. Building upon that stable foundation, principles like Human Relationships, Human Recognition, and Human Representation nurture the higher-order needs for belonging, esteem, and self-actualization. When organizations take a holistic, human-centered approach to employee care, the impact is transformative. Employees who feel seen, valued, and stretched are more engaged, productive, and loyal. They bring their best selves to work each day, driving innovation and excellence. In turn, organizations that prioritize employee care are rewarded with higher performance, lower turnover, and a magnetic employer brand. They attract and retain top talent, outpace competitors, and build enduring success. As the world of work continues to evolve, the importance of employee care has never been greater. Employees are seeking workplaces that not only meet their basic needs but also fulfill their deepest desires for purpose, growth, and connection. The 9 Principles of Employee Care, grounded in Maslow's theory, offer a framework for creating such workplaces. By striving to meet the full spectrum of employee needs, organizations can unlock the vast potential within every individual. They can create environments where employees are empowered to reach their highest potential - not just as workers, but as human beings. In doing so, they not only drive better business outcomes - they contribute to a more fulfilling and purposeful vision of work for all. The convergence of Maslow's hierarchy and the 9 Principles of Employee Care illuminates a powerful truth: when we put people first, everyone wins. By honoring the humanity of employees and nurturing their full spectrum of needs, we create organizations that are more resilient, more innovative, and more impactful. We build workplaces that are not just a means to an end, but a source of meaning and growth in themselves. And we shape a future of work that is more equitable, more sustainable, and more fulfilling for all. Contact us today to discuss how we can support your Employee Care Efforts and help you foster an inclusive culture of belonging.

A challenge that every leader faces is how to effectively address employee performance issues while preserving critical working relationships. Even the most reliable team members can unexpectedly struggle with performance or engage in misconduct. As a manager, it's natural to react with frustration or disappointment in these moments. But leveraging healthy, trusting professional relationships can ensure that addressing these performance issues doesn’t erode confidence, trust, or engagement. At the core of this approach is one of the 9 Principles of Employee Care: Human Relationships. By leading with listening, empathy and compassion, managers can nurture healthy, trusting relationships and allow them to get to the heart of performance problems and partner with the employee to turn the situation around. Consider these strategies: Start with compassion . When a performance issue arises, avoid jumping to conclusions or accusations. Schedule a one-on-one meeting and prepare by reflecting on the role this employee plays on your team when at their best. Approach the conversation as an opportunity to rediscover their talents and reconnect on a human level. Go in with an open mind and caring attitude. Listen more than you speak.  In the meeting, focus on asking questions with care and then really listening to understand, rather than lecturing or reprimanding. Resist making assumptions about the employee's motivations or character. Recognize there may be positive intent behind poor decisions. The goal is uncovering the real story behind changed behaviors or disengagement from responsibilities. Express empathy and offer support.  As you listen, put yourself in the employee's shoes. Express empathy for any personal challenges they share that may be impacting their work. Ask how you can assist them in regaining their professional footing while navigating difficult circumstances. Offer concrete support and resources. Show that you care about them as a whole person. Renew belief in their potential.  Remind the employee why you value them and the potential you see in them. Discuss realigning their role and responsibilities to once again draw on their natural strengths and abilities. Reignite their passion by demonstrating your continued belief in their capacity for success and growth. Rebuild reliability through clear expectations. Share your vision for productively moving forward together, grounded in well-defined expectations and accountability measures. Commit to supporting their success and establish how you will track progress together. Leading by example, show steadfast follow-through on your end of the bargain to establish new trust. Give grace through slip-ups.  As the employee works to make positive changes, they may still make occasional mistakes. Extend patience and forgiveness when failures happen, while still upholding accountability. Serve as a dedicated mentor to help them develop into their best self both professionally and personally. Model learning from missteps with transparency, courage and responsibility. Strengthen the relationship over time.  Recognize that nurturing a professional relationship is an ongoing process, not a one-time intervention. Proactively check in with care, continuing to listen and provide support. Consistently demonstrate your investment in the employee's long-term success and fulfillment. Building this foundation of authentic human connection will allow you to navigate challenges together. While formal processes like performance improvement plans have an important role, it's sincere relationships that create strong teams, deep engagement, and high levels of productivity. Even employees previously viewed as "problem people" can become the most loyal and dedicated when they feel seen, valued by leaders who believe and invest in them. In this way, empathetic leadership and human relationships awaken discretionary effort and ultimately strengthen the entire workplace culture. When leaders commit to nurturing human relationships especially through challenges, organizations are able to tap into the full potential of their employees. Contact us today to develop performance evaluation and improvement policies and your leadership team's skill in coaching for retention and development rather than documenting discipline for termination.

In recent years, diversity, equity, and inclusion (DEI) initiatives have become more prevalent in organizations across sectors as leaders recognize the ethical and business imperatives of fostering more representative, equitable workplaces. A trend that accelerated rapidly in the wake of George Floyld being killed by police. However, a growing backlash against DEI efforts, fueled by political polarization and misconceptions about their intent, has created new challenges for companies committed to cultivating diverse, inclusive cultures of belonging. The Origins of the Anti-DEI Movement Opposition to DEI initiatives, while more visible in recent years, is not entirely new. Diversity efforts have long faced resistance from those who view them as unnecessary, unfair, or even discriminatory against majority groups. However, several factors have converged to amplify anti-DEI sentiment into a more organized movement: Political Polarization:  Conservative politicians and media figures have increasingly portrayed DEI initiatives as emblematic of progressive overreach and "woke" ideology. Casting concepts like unconscious bias, privilege, and systemic racism as attacks on traditional values, anti-DEI voices argue such topics have no place in the workplace. Misconceptions About DEI:  Many anti-DEI proponents equate targeted efforts to correct historical underrepresentation with "reverse discrimination." They contend DEI initiatives unfairly advantage some groups at the expense of others based on immutable characteristics. This framing obscures the reality that thoughtful DEI strategies aim to remove barriers and expand access for all. Diversity Fatigue:  As DEI trainings and conversations have become more commonplace, some employees have grown frustrated with what they perceive as an overemphasis on identity-related issues. Questioning the relevance to their day-to-day work, they begrudge time spent on DEI activities. Ironically, this resistance often stems from poor implementation of DEI in ways that feel performative rather than substantive. Gaps in Impact:  Despite increased investment in DEI, many organizations have struggled to make rapid, measurable progress on representation and inclusion goals. This has led some critics to conclude DEI efforts are ineffective at best and hollow virtue signaling at worst. In reality, systemic inequities developed over generations, requiring sustained, multifaceted interventions to transform. While anti-DEI arguments often drastically oversimplify nuanced issues, creating a caricatured version of DEI, the movement has continued to gain traction. Legislation banning DEI initiatives and restricting diversity-related conversations has passed in several states. Organizations face growing pressure to scale back or eliminate DEI departments altogether. The Impact on Historically Marginalized Groups For employees from historically excluded, underrepresented, and disadvantaged groups, the rise of anti-DEI sentiment is not an abstract debate but a very real threat to their workplace experience and sense of belonging. Seemingly overnight, organizational commitments to inclusion that offered hope for overdue progress have been recast as controversial and legally risky. On a practical level, scaling back DEI infrastructure (e.g., diversity councils, employee resource groups, mentorship programs) dismantles critical support systems and paths to advancement for employees from marginalized backgrounds. Faced with persistent biases and barriers to access, these employees rely on targeted development opportunities and allies to level the playing field. Removing them sends the message that equity is optional. Even more insidiously, the anti-DEI movement fosters a climate of anxiety and self-silencing for underrepresented groups. Constantly seeing one's identity politicized, hearing DEI framed as antithetical to merit, and perceiving organizational hesitance to champion inclusion creates a chilling effect. Employees wonder if it's safe to bring their full selves to work, discuss obstacles, or report concerns without being viewed as agitators. Authenticity and engagement wane, while turnover risk rises. A DEI Setback Endangers Everyone While historically excluded, underrepresented, and disadvantaged groups bear the brunt of anti-DEI backlash, all employees and organizations as a whole suffer in cultures of suppressed diversity. Research consistently shows that diverse teams, when managed inclusively, drive creativity and innovation essential for problem-solving in an increasingly complex, global environment. Leaders need to hear and integrate the broadest range of perspectives to spot untapped opportunities and avoid preventable missteps. Moreover, corporate reputation and recruiting suffer when companies downplay commitments to DEI. A Glassdoor survey  found that over 75% of job seekers consider workforce diversity an important factor in evaluating potential employers. Much of the future talent pool, especially among Millennial and Gen Z candidates, actively seeks out organizations that reflect their values of equity and inclusion. Retreating from DEI, however pragmatic it may seem in the current political moment, is a short-sighted strategy that will likely hamper hiring for years to come. Perhaps most troublingly, the anti-DEI movement fundamentally undermines the basic social agreement of the workplace - that people of all backgrounds can come together in a spirit of professionalism, respect, and fairness to achieve shared goals. Allowing inclusion to become a partisan flashpoint, rather than a common cause, breeds cynicism and dysfunction. It distracts from the substantive work organizations exist to do. Accessibility as a Path Forward DEI have continuously evolved over time. But a wholesale abandonment of the work is short-sighted and counterproductive. So how can organizations thread the needle - continuing to make meaningful progress on inclusion goals while navigating a polarized political and legislative climate? One approach is shifting to a broad accessibility mindset that goes beyond physical accommodations to address barriers related to neurodiversity, socioeconomic status, caregiving responsibilities, age, gender identity, sexual orientation, race, and ethnicity. The AIDE framework (Assessing Accessibility to Improve Institutional Dynamics and Employee Experiences) moves DEI efforts from training and creating structures to uplift specific groups to proactively identifying and dismantling all barriers to full participation and contribution. The focus becomes universal design, rather than perceived special treatment. In practice, this means rigorously examining organizational systems, from hiring to performance evaluations to promotion criteria, for any obstacles that could disproportionately disadvantage certain employees. Which policies or practices might inadvertently filter out promising talent from underrepresented groups? What unwritten rules or norms might stunt some employees' potential? With barriers identified, the work of reducing friction, dismantling barriers, and expanding access can begin. Importantly, accessibility initiatives benefit everyone, not just employees from marginalized groups. For example, conducting an audit of company events and implementing practices like live captioning, flexible scheduling, and multimodal materials enhances experiences for employees with disabilities, non-native language speakers, parents, and anyone accessing content on the go. Formalizing a transparent job posting and interview process supports equity while also expanding the overall applicant pool. It's a matter of looking at longstanding systems with fresh eyes to spot opportunities to replace outdated defaults with new pathways to success. Admittedly, adopting an accessibility-based approach to inclusion requires a significant mindset shift for organizations used to tackling DEI through traditional programs. It demands rigor and intentionality to assess culture across multiple dimensions and a willingness to reimagine entrenched ways of working. But it also offers a unifying path forward - one focused on identifying shared obstacles and co-creating environments where everyone can do their best work. Critically, the AIDE framework also provides a structured process for making the shift through four key phases: (A)ssess:  Conduct a comprehensive culture audit to pinpoint systemic barriers (I)nterview:  Gather qualitative insights on the employee experience across identity groups (D)evelop:  Co-create an action plan to remove barriers, reduce friction, and expand access (E)ngage:  Build org-wide ownership and accountability for outcomes Through this data-driven cycle of continuous improvement, organizations can improve culture and access to employment and opportunity in a way that allows diversity to be an outcome rather than the focus. Importantly, accessibility does not mean sidestepping difficult conversations about identity-based disparities altogether. Achieving true inclusion requires acknowledging the disproportionate impact that certain barriers have on marginalized groups and correcting for the compound effect of facing multiple intersecting obstacles over time. The key is framing equity as a mechanism for eliminating disadvantages, not granting advantages. At a time of intense polarization, adopting a broad accessibility mindset offers organizations a constructive path forward. By shifting the focus from characteristics to barriers, from political debates to practical solutions, leaders have an opportunity to find common ground and shared purpose across lines of difference.

As we celebrate Pride this month, it is important to acknowledge and celebrate the full spectrum of queer identities. However, it is equally crucial to recognize the challenges that the LGBTQ+ community, especially transgender and nonbinary individuals, currently face. The statistics speak volumes: with over 500 anti-LGBTQ+ bills introduced in state legislatures and a staggering 200+ bills specifically targeting transgender and non-binary people, we find ourselves at point in time when we must clear where we stand and how we will support our LGBTQ+ employees and their families. It is more important than ever for businesses to step up and actively support their LGBTQ+ employees. Inclusion and equality cannot be just buzzwords; they need to be embedded in the very fabric of our organizations. Now is the time to recommit to creating safe and inclusive spaces for all, especially for our LGBTQ+ employees. Transgender and nonbinary individuals, in particular, face unique challenges in the workplace. They deserve not only our support but also our advocacy. As businesses, we have a responsibility to protect their rights and dignity, especially in light of the discriminatory laws being enacted. Here are some areas we need to be focused on: Education and Awareness   Foster a culture of understanding and empathy within our organizations. Provide resources, trainings, and workshops that promote education on LGBTQ+ issues, including the experiences and challenges faced by transgender and nonbinary individuals. Encourage open dialogue and create spaces where questions can be asked and answered respectfully. Policy and Benefits   Review and update policies to ensure they are inclusive and provide equal opportunities for all employees, regardless of their gender identity or sexual orientation. Offer comprehensive healthcare coverage that includes transgender-specific care and support. Establish guidelines for transitioning employees to ensure a smooth and respectful process. Zero Tolerance for Discrimination   Make it unequivocally clear that discrimination, harassment, and microaggressions will not be tolerated in any form. Enforce strict anti-discrimination policies and provide channels for reporting incidents. Create a supportive environment where employees feel safe and empowered to address any concerns without fear of retribution. Employee Resource Groups (ERGs) Establish or support LGBTQ+ employee resource groups within your organization. These groups provide a sense of community, support, and mentorship, creating spaces for networking and sharing experiences. Encourage participation and provide resources to help them thrive and make a positive impact. Fund the groups so that they can consistently offer meaningful support and engagement opportunities to employees. Provide employees leading ERGs and implementing their programs with time in their work schedules to perform the work of the group. Their labor deserves to be prioritized and compensated. Advocacy and Support   Take a stand as a business by joining advocacy efforts, both locally and nationally, to fight against discriminatory legislation and promote equality. Support LGBTQ+ organizations and initiatives that work towards inclusivity and social change. Use your platform and influence to amplify the voices of marginalized communities. Let this Pride Month be the beginning of year-round efforts to engage, support, and advocate for your LGBTQ+ employees. Together, we can work towards a future where equality, respect, and dignity are the cornerstones of every workplace.