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Whether you’re an organization looking to grow employee engagement or just want to understand how to make your employees feel at home and give their best, the first place to start is fostering an inclusive culture of belonging. And this begins with understanding how your company’s policies intersect with employees’ daily interactions, work experiences, and identities. Despite increased diversity efforts in many organizations today, most of these companies are yet to start seeing a lasting impact on minority representation. And this, according to Pat Wadors , a Diversity, Inclusion, and Belonging expert at LinkedIn, is due to the absence of a key element, which is belonging , from several diversity and inclusion efforts. Why is a Culture of Belonging Important? Typically, anything that threatens the sense of belonging of employees in an organization is ultimately an affront to the success or market competitiveness of the affected organization. When threats to your employees' sense of belonging are properly handled, you’ll notice a reduction in stress levels across the organization, increased engagement, and an increase in the overall emotional well-being of staff. Setting the scene for belonging in any organization can determine whether or not an employee feels at home or becomes successful working with the company. In other words, employee engagement is directly linked to employees’ sense of belonging. And if past studies on diversity, equity, inclusion, and belonging are anything to go by, we can say that an engaged and happy workforce gives your organization a competitive advantage. So What is Belonging in the Workplace? Belonging in the workplace is as simple as it sounds. When each employee feels accepted and included for who they are, regardless of their race, ethnicity, national origin, sex, sexual orientation, gender identity and expression, immigration status, religion, or disability, and are psychologically safe in their work environment, then you have set the environment for belonging in the workplace. A work environment that fosters belonging among employees directly empowers them to be more innovative and put in their best at work. So, how can you foster an inclusive culture of belonging in your organization, so that your employees will enjoy the benefits? FIC Human Resource Partners gives you NUANCE , an all-inclusive resource specifically designed to help you shape and foster a consistent organizational culture by understanding how your company policies intersect with employees’ daily interactions, lived experiences, and identities. Below are the six steps to fostering an inclusive culture of belonging using our NUANCE blueprint. 1. Name Your Culture Goals Outlining your “culture goals” is the first crucial step. This is because, sometimes, the culture you aim to foster may not be the same as the culture your employees get to experience. This is where the conflict of Intended vs Permitted culture becomes visible. You need to know if your employees’ culture experience is the same as your intended culture, or if the permitted culture conflicts with your intended culture goals. Similarly, be sure to reconcile your organization’s Macro and Microcultures. Find out if your organization's microcultures align with your intended macro-culture and if they’re working in harmony to create an inclusive culture of belonging. 2. Understand Your Organizational Culture Fostering an inclusive culture of belonging means balancing the differences across microcultures and aligning them to your larger organizational culture values. But this is only possible when everyone, including employees, understands the culture goals of the organization. To achieve this, consider using dialogues, sharing the culture of the company with every stakeholder, and ensuring that there is an ongoing conversation related to the goals of the organization. 3. Assess Employee Experience To give you a rich insight into what your employee experience has been, you want to take time to thoroughly assess their actual experience with your intended culture. The issue of Intended vs Permitted, as well as Macro-cultures and Micro-cultures also comes under consideration here. To ensure that the daily experiences of employees are actually what you want for your organization, then you must first assess their experience to discover where you fall short and how to address the gap. We typically recommend our Nuance Culture Surveys to help you accomplish this. We’ve designed a series of highly customizable audits and assessments that work in harmony with one another to provide you with an in-depth insight into your organizational culture, moving from the macro-culture level down through the micro-culture levels and into individual employee culture experiences. 4. Narrowly Focus Initiatives Now that you have identified the culture experience gap at your organization and also named your culture goals, the next thing to do is roll out initiatives that will address your culture re-orientation efforts. At FIC Human Resource Partners, we also have a specific approach to implementing your work culture initiatives across the organization. Typically, the focus is on the social, operational, and ideological culture elements. While social culture is about identity-based culture experiences, operational culture is about what, why, and how work gets done within an organization. Ideological culture, on the other hand, focuses on the values and principles that drive an organization and its people. 5. Communicate Expectations and Successes To ensure the intended culture is the same as the permitted culture within your organization, you must explicitly communicate the behaviors, interactions, and expectations regarding the intended culture to all employees. Ideally, organizational cultures will outline the company’s expectations or intentions for interactions between peers and management. Similarly, when this is achieved, be sure to also share your culture success with everyone. This will serve as continuous encouragement and a guide to wayward staff, even as the entire organization drives towards the same goals. 6. Evaluate Outcomes At the end of the day, you want to know if your culture initiatives were successful. Where do you need to make improvements? What is working and what isn’t? What can you change in your strategy to get better results? Did you notice any improvement or increase in the levels of your employees’ sense of belonging? You want to also keep in mind that because of diversity, what makes an employee feel included in the organization may be different from what gives another employee a deep sense of belonging. So, using the right yardstick or correct evaluation metrics to measure how successful you’ve been at fostering a culture of belonging is also important. Ready to Create an Inclusive Culture of Belonging, But Not Sure Where to Start? Sometimes, the whole process can be overwhelming, and without experience in managing employee expectations and behaviors, it may be very difficult to foster an inclusive culture of belonging in the workplace. But with the right support and team in charge of this process for your organization, it is way easier. This is why FIC Human Resource Partners designed the NUANCE approach to help your organization to foster an inclusive culture of belonging that aligns with your larger organizational culture values. Want to learn more? Feel free to reach out , and we’ll happily walk you through how your organization can leverage our Nuance Culture Consulting™ service to build a successful culture of belonging that allows your employees to succeed and your company to thrive. Signup for the Newsletter

Caveat: This article is intended for educational purposes, and as such contains some common examples of microaggressions. Creating an inclusive workplace culture where every team member can thrive is not an overnight process. It actually takes a continuous process of deliberately learning, adjusting, evolving, and growing. To create inclusive and healthy workplaces where everyone belongs, managers and employers must proactively deal with microaggressions. To handle microaggressions effectively in the workplace, you must understand what they are, how they show up, and how to respond appropriately to them, whether they impact you or your colleagues. This is because microaggressions have a negative impact on inclusivity and belonging in the workplace. Whereas inclusive work environments have a positive impact on employee well-being, mental health, and productivity. Microaggressions show up in the workplace in many different forms, but the impact is frequently the same — a feeling of disrespect and confirmation of existing inequality. With workplaces across the globe trying to eliminate all forms of discrimination and promote diversity, equity, inclusion, and belonging, dealing with microaggressions decisively will go a long way to fostering a healthier workplace culture. What are Microaggressions? Microaggressions are verbal, behavioral, environmental actions, insensitive statements, questions, or assumptions that communicate an indirect, subtle, or unintentional bias, hostility, or discrimination against a historically marginalized group, such as people of color, religious, racial, and ethnic minorities, women, LGBTQ persons, persons with disabilities, and religious minorities. Microaggressions can target many aspects of people’s identity, such as their age, color, race, gender, sexual orientation, socioeconomic background, marital status, mental health, or any other aspect of their identity. In many cases, we commit microaggressions without even knowing. And that’s because microaggressions are so frequently common in the workplace and are barely perceptible sometimes. Someone might be scrutinized for being overly sensitive when they call other people out for committing a microaggression. Microaggressions are somewhat linked to our biases and prejudice — many of which are unconscious. For instance, you might have made a comment like “I didn’t realize you were Black until I saw you at the park — you don’t sound Black,” signaling that a person of African descent or Black color has a stereotypical mannerism/sound. Sometimes, a microaggression may show up as a seemingly harmless remark like “You speak very good English! Where are you from again?” indicating that people who speak English as a second language are generally less capable of speaking good English. A microaggression against a Chinese person could be “You are not like the other Chinese people I know.” Whether this statement is meant as a positive or negative remark, it creates an impression in the mind of the recipient and to other people present, that Chinese people are associated with certain stereotypes. This can affect how the person fits into your team or the organization at large. Hence, to create inclusive and healthy workplaces, without any inequalities, bias, or discrimination, we must start by understanding and recognizing microaggressions in the workplace. Recognizing Microaggressions in the Workplace For many employees, microaggression is still a new concept, even though the term has been around for quite a few decades. Truly, having genuine conversations on tough subjects, like racial profiling, homophobia, sexism, and our religious diversity is the best way to embrace DEI in the workplace. So the more awareness we have of these issues and how they show up, the more we can decrease their occurrence in the workplace. Recognizing microaggression requires that we know the kinds of words we use in our daily communications that might suggest or may be considered microaggression when we communicate with colleagues. No doubt, this will require some work and must be encouraged in a way that calls people in without shaming them. Instead, gradual and deliberate adjustments here and there (without necessarily calling anyone out) can go a long way to help. Here are a few more typical instances that indicate how microaggressions show up in the workplace. Citizenship Based Microaggressions “I thought you were originally from Kenya. Never thought you’d get recommended for the board list?” This statement suggests that where people grew up isn’t their true origin or it could mean that people from a certain region, ethnicity, or origin are not qualified for certain positions. Microaggression towards people with mental health issues “That’s crazy! I think you’re taking things too seriously. I wasn’t this depressed when I worked in that office.” This dismisses or minimizes the experiences of people who might be working under very stressful conditions or those with mental illness. The word "crazy" itself is actually a derogatory term despite its frequent use, especially in casual remarks or conversations. And as such, it can negatively impact people with mental health issues. Gender Microaggressions “Really? Does your wife/husband know about that?” could be perceived by members of the LGBTQ+ community as a microaggression because it assumes a heteronormative culture that could be avoided by using a more inclusive statement like “Does your partner know about that?” In corporate environments, using proper pronouns to address people will help reduce incidences of microaggression. Microaggression against parental/marital status “You don’t have a spouse or child you’re nursing, so I guess you can put in more hours.”, indicating that they don’t have a life outside work. Handling Microaggressions Effectively in the Workplace In professional environments, microaggressions have a way of affecting the relationships between colleagues, which might consequently impact workflow and productivity at work. It is also evident in the larger society. Knowing how they show up is one step, but most important is knowing how to deal with microaggression whenever they’re spotted in the workplace. Microaggressions could be directed at you or someone else, or you might realize that you’re the one who has committed a microaggression. Depending on the situation, you might need to respond immediately or defer your response until a later time. In addition to this, knowing how to respond without shaming anyone or creating a situation that causes additional discomfort to the person who has experienced a microaggression is essential to addressing microaggressions in a respectful and effective manner. Microaggressions often seem harmless to people who aren't regularly marginalized, so they may not even see it. People who are most likely to be negatively impacted by microaggressions include ethnic and racial minorities, immigrants, LGBTQ persons, and people living with disabilities or a health condition. There is no one-size-fits-all approach to dealing with microaggressions. However, here are some examples of how to handle microaggression at work. 1. Should you respond immediately? Take, for instance, a team meeting where someone mistakenly uses the wrong pronoun to address another colleague. In addressing the error, you need to consider the environment and be mindful of creating a safe space for future conversations, so team members don’t end up feeling awkward among each other. While this is something that can be addressed in detail later on after the meeting, it might help to address it right there in the meeting by “calling them in” as against “calling them out” for committing a microaggression. As the leader of the team, you can respond to the statement that misgendered someone with one using their correct pronoun and then speak the person who misgendered the other person about it in private afterward if it's perceived as having been intentional or there is a pattern misgendering. This will most likely keep the meeting going and correct the person who made the error without putting them on the spot. It will also assure the person wrongly addressed that the organization or team is deliberate about creating a safe, healthy, and inclusive workspace. 2. Consider your relationship to the person who made the comment? If responding to a statement was directed at you, you might need to consider your relationship with the person. If you’re close, you can easily tell them to address you more appropriately. But if you’re not close to them or do not know them personally, you might need to be more circumspect when approaching them or involve others who are closer to them. Lets look at some ways you could address this in the moment. “I know it was unintentional but when you used "her" when speaking about me in the meeting, it felt as if everyone was staring at me and judging me because of my gender." or "I know it wasn't intentional when you used “Miss” while addressing me earlier, but my pronouns are him/his and I appreciate you making the effort to use my correct pronouns." 3. Be honest about how you feel and how familiar you are with the subject If you recognize that you are not familiar with the subject being discussed, you should be clear about your ignorance of the subject, apologize, and ask for education on the subject. For instance, if you are the person who committed the microaggression, consider saying something like, "I'm sorry. I didn't realize that. I'd like to understand more about this so that I don't make a similar mistake in the future. If you know of a resource I should use, I'd appreciate it. Otherwise, I'll look it up." A statement like this conveys your acknowledgment of the impact without being defensive or dismissive as well as your desire to do better. It also allows the other person the option of suggesting a resource rather than expecting them to shoulder the emotional labor of educating you. If the microaggression was committed against you, you might need to let the person understand the impact of their error on you. Here, you clarify the difference between intent and impact. For example, when addressing them, you can say, “I know you didn't intend for your statement earlier to come off as offensive, but it is actually misgendering for me.” 4. Point out the organization’s policy Ideally, the company has a policy protecting the drive to inclusivity and discouraging discrimination — in all its forms. Remember to help anyone who commits a microaggression, either intentionally or unintentionally, understand that their behavior does not align with the company’s policies. Empathy, humor, appealing to values and principles, and the benefits of inclusivity should also be considered when handling microaggressions in the workplace. Microaggressions are sometimes unnoticed in the workplace, but they contribute to the negative experiences of employees at work. Therefore, learning to identify and properly address microaggressions helps to make workplaces safer, healthier, and more equitable for everyone. Want to learn more? Feel free to reach out to us today at FIC Human Resource Partners and we’ll happily walk you through how your organization can create an inclusive and healthy workplace where everyone is performing at their best. Signup for the Newsletter

Over the years, the conversations on diversity, equity, and inclusion (DEI) have received increasing attention. Recently, many organizations have started to factor DEI into organizational culture policies, aiming to create a more inclusive work environment for historically excluded and underrepresented groups. At FIC Human Resource Partners , we believe that when organizations can create a healthy inclusive culture of belonging in the workplace, it benefits both the company and its employees. In fact, labor experts think that championing a solid DEI policy is an effective way to attract top talent. But this requires committed efforts toward promoting diversity and inclusion in your organization, even as the idea of diversity and inclusion in the workplace continues to evolve. In this post, we’ll walk through some important diversity and inclusion trends to of 2023. Increased Adoption of Hybrid/Remote Work Model Since the COVID-19 pandemic, the world has shifted on its axis. The corporate workplace is one of the places heavily impacted by the pandemic, which has accelerated the trend of people prioritizing a better work-life balance. These days, top talents vet potential employers on their ability to provide a hybrid/remote work model. In fact, one of the factors singled out for playing a significant role in the Great Resignation of 2021 was workers not having enough flexibility to choose when to put in hours. Therefore, employers looking to attract top talents in 2023 need to consider a flexible work structure for employees. Supporting Diverse Gender Identities and Expression With the increasing conversations around non-binary and transgender folks, many organizations have been struggling to create an inclusive environment for employees who are genderqueer. To foster a healthy inclusive culture of belonging, organizations need to embrace inclusive workplace practices, such as using inclusive language for gender non-binary and transgender employees, and ensuring that correct pronouns and chosen names are used in all interactions and communication channels. Another effective strategy to support nonbinary, agender, gender fluid, and other gender nonconforming people in the workplace is to provide gender-neutral restrooms. These actions are effective because employees who feel unwelcomed, not listened to, or disconnected from the organization are likely closer to the exit than they are to other team members. Addressing Unconscious Bias and Microaggressions in the Workplace Microaggressions are verbal, behavioral, environmental actions, insensitive statements, questions, or assumptions that communicate an indirect, subtle, or unintentional bias, hostility, or discrimination against a historically excluded and underrepresented groups, such as people of color, religious, racial, and ethnic minorities, women, LGBTQ persons, persons with disabilities, and religious minorities. Microaggressions are often the result of unconscious biases. People in many organizations often come from diverse backgrounds, and it is not unusual for colleagues to have some bias against others. But sometimes, they are unaware of these biases and unintentionally commit microaggressions. To build a truly inclusive culture of belonging workplace with people from different backgrounds and experiences, organizations must carefully address these biases by developing and implementing the right policies and ensuring that the intended culture and permitted culture remain aligned. Using DEI Data to Make Important Decisions From hiring employees to providing quality health and employee benefits, business leaders can leverage data to understand employee diversity and identify possible misrepresentations of specific groups. Sometimes, it takes digging deeper to uncover existing cultural discrepancies that have gone unnoticed within the firm for a long time. The data obtained from this research can be used to make better hiring decisions and to develop better policies to ensure all groups in the company are adequately represented. For example, Bea Bourne , DM, a faculty evaluator for the Portfolio Development program and a member of the DEI Committee at Purdue University Global, suggests that “an organization’s goals, practices, processes, and leadership need to reflect the market, the communities, the organizations, and the audience that they serve”. Supporting a Multigenerational Workforce Today, there are 4 active generations in the workforce, with an increasing percentage being members of generation Z. Understanding the differences between the generational values, needs, and attitudes can help employers develop and implement policies that will engender effective collaboration and communication among workers. Keeping tabs on these generational differences can help managers and leaders develop dynamic or inclusive recruitment strategies to avoid discriminating against any group. Having Diverse Leadership One indication of whether an organization is superficially or structurally committed to diversity, equity, and inclusion is the makeup of its top executives. Lower-level workers may be wary of pursuing a career in an organization if they perceive that people from a particular background or experience can only get to a certain level. To address this, managers and business leaders may need to create a system that assimilates and supports every new hire's ability to access opportunities for increased responsibility, authority, and promotion, regardless of their background, color, race, sexual orientation, or gender. Robust Mental Health Support Program There’s been an increasing impact of work, mainly due to stressful work environments, on the mental health of employees and professionals across the globe. Needless to say, well-meaning organizations and leaders ought to have a solid mental health support program for all employees. Acknowledging that workplace stress and mental health are contributing factors impacting performance and productivity and offering programs to help employees navigate those challenges is one way to deal with the unprecedented surge in mental health issues in the workplace. In addition to that, your organization must be willing to provide competitive health benefits to employees. Ideally, you want to tailor health benefits to the unique needs of each employee. Offering a personalized benefits package with a range of options for your employees is an effective way to improve diversity and inclusivity in your company. You can also ask that employees suggest their preferences for the health benefits package they receive. Hiring an Equity, Diversity, and Inclusion Professional to Help Shape Your Organizational Culture As diversity, equity, and inclusion continue to evolve, HR teams may need guidance on what is no longer sustainable and DEI best practices. You may need a DEI expert to help your organization make the necessary systematic change so the company can continue to attract top talents and drive increased productivity. But do not assume that hiring a DEI professional is enough to establish the organizational culture change you want. You must get leadership on board. Having one or more DEI professionals as members of the company’s top executives is also essential. This is where we come in with our NUANCE approach, designed to help your organization foster an inclusive culture of belonging that aligns with your larger organizational culture values. We have designed this program in such a way that it can be tailored to address the individual needs of your organization and help you develop a safer, healthier, and more equitable workplace for every employee. Want to learn more? Feel free to reach out , and we’ll happily walk you through how your organization can leverage our Nuance Culture Consulting™ service to build a successful culture of belonging that allows your employees to succeed and your company to thrive.

We all like to think that we are fair and impartial in our judgments of others. But the truth is, many of us carry around unconscious biases that can influence our thoughts and actions without us even realizing it. In the workplace, these biases can impact everything from hiring and promotion decisions to day-to-day interactions between coworkers, supervisors, and managers. In this article, we’ll take a closer look at some of the ways that implicit and unconscious biases can harm inclusivity and belonging in an organization, and what we can do to combat them. What are Implicit and Unconscious Biases? Implicit biases refer to attitudes or stereotypes that are automatically activated and operate outside of our conscious awareness. These biases can influence our behaviors and perceptions, even if we do not consciously hold prejudiced beliefs. Unconscious biases are similar to implicit biases, but may also refer to biases that we are not even aware of. These biases can be formed by a variety of factors, including our upbringing, experiences, and exposure to media. Both implicit and unconscious biases can lead to discriminatory behaviors or attitudes towards individuals or groups and can have a negative impact on social interactions and relationships. Recognizing and addressing these biases in ourselves and in others is essential to promoting equity and fairness in the workplace. It's important to note that implicit and unconscious biases are not necessarily negative or harmful. In fact, they are a natural part of the human psyche and can serve a useful purpose in certain situations. However, these biases can also lead to unintentional discrimination and exclusion, particularly in the workplace, where they can influence hiring decisions, promotions, and performance evaluations. The Impact of Implicit and Unconscious Biases on Inclusion and Belonging Implicit and unconscious biases can significantly affect inclusivity and belonging in an organization. It can lead to a lack of diversity within the organization, as well as feelings of exclusion and a lack of belonging among employees from underrepresented groups. Here are some ways that implicit and unconscious biases affect an organization. 1. Hiring and Promotions Unconscious biases can affect hiring and promotion decisions. These biases can cause recruiters and hiring managers to favor candidates who are similar to themselves or who share their background, rather than objectively evaluating a candidate’s skills and qualifications. For example, if an interviewer holds a stereotype that women are not as assertive as men, they may not select a qualified female candidate who demonstrates assertiveness in the interview. This can lead to a lack of diversity in the workforce and contribute to a sense of exclusion for underrepresented groups. 2. Performance Evaluations Unconscious biases can also affect performance evaluations by influencing the perception of an employee’s performance. For instance, if a supervisor holds a stereotype that older workers are not as adaptable to change as younger workers, they may rate an older employee lower on adaptability despite evidence to the contrary. In another case, an evaluator may overlook positive aspects of an employee’s performance because they have a preconceived notion that the employee is not capable. These can lead to a lack of recognition and promotion opportunities for older workers, contributing to a sense of exclusion and marginalization. 3. Team Dynamics Unconscious biases can also affect everyday interactions among coworkers. Coworkers may unconsciously exclude or undervalue colleagues who they judge as incompetent due to the person’s nationality or ethnic group. This can lead to feelings of isolation and a lack of belonging, which can affect employee engagement and productivity. 4. Employee Turnover When employees feel excluded or undervalued, they are more likely to leave the organization. This can lead to a higher turnover rate, which can be costly for the organization in terms of recruiting and training new employees. 5. Organizational Culture Implicit bias can also affect the overall organizational culture by influencing the values, norms, and behaviors of employees. If your organization’s leadership is predominantly male, there may be an implicit bias towards masculine traits and values, making it difficult for women to advance into leadership positions. This can create a sense of exclusion and marginalization for women, leading to a lack of diversity in the organization. 6. Customer Interaction Biases can result in employees treating customers differently based on their race, gender, or other characteristics. For example, a salesperson may, based on his perception of a customer’s race or physical appearance, assume that the customer cannot afford a particular product and thus may treat them unfairly or not bother marketing the product to the prospect. This could lead to negative customer experiences and, ultimately, a loss of business. Steps to Promote Inclusion and Diversity in the Workplace To address implicit and unconscious biases, you need to take deliberate steps to promote inclusivity and diversity in the workplace. Here are a few steps you can take. 1. Diversity Training The nature of implicit bias make it difficult to be detected. So the first step to addressing implicit biases is to create awareness about them and the impact they could have in your organization. You should provide diversity training for all your employees, including managers and executives. Diversity training can help your employees recognize and mitigate their own biases and promote understanding and empathy toward different perspectives. 2. Fair and Equitable Hiring and Promotion Processes Managers and company executives should ensure that their company’s hiring and promotion processes are fair and equitable. You can achieve this by using objective criteria, blind resumes, diverse interview panels, and inclusive job descriptions that avoid gendered language and biases. 3. Promote a Culture of Inclusion Promote a culture of inclusion that values diversity and different perspectives. This includes providing support and resources for underrepresented groups and promoting open communication and collaboration among all employees. 4. Conscious Leadership Leaders in your organization need to be conscious of their own biases and actively work to overcome them. They can do this through self-reflection and seeking feedback from others to identify and address blind spots. Conclusion Managing implicit and unconscious biases while fostering an inclusive workplace culture can be a daunting task. However, with the right team and support in place, it becomes much easier. That's where FIC Human Resource Partners comes in. We've developed the NUANCE approach to help organizations align their culture and values, and create an inclusive culture of belonging. Interested in learning more? Don't hesitate to reach out . We'd be happy to guide you through our Nuance Culture Consulting™ service and how this approach can help your organization build a successful culture of belonging that allows your employees to thrive and your company to succeed.

Tokenism may start well intentioned for promoting a more diverse workplace, but it often generates destructive consequences. Employers must take extra care to hire and manage employees from historically excluded and underrepresented groups with sensitivity and practical approaches to ensure they function productively and benefit emotionally in the office environment. Who is a token? Almost anyone can be a token hire on some level. In theory, social science researchers define a token as an employee in a historically excluded and underrepresented group that constitutes less than 15% of the entire population in a particular workplace. Organizations might select from a wide spectrum of diverse backgrounds, ranging from age, culture, socioeconomic status, race and ethnicity to gender, sexual orientation and disabilities. Tokens can be introduced in various contexts, such as education, corporate boards or cultural and media productions. Think of Ruth Bader Ginsberg, the first female tenured law professor at Columbia in 1972 — although she protested, "I know I am not just a token … I will be the first of many women professors the law school will have." Elsewhere, ABC News Australia reported that in 2020, there was only one Indigenous senior manager in that country's TV news industry. Tokenism manifests when organizations focus on a new hire's identity to be able to fulfill diversity, equity and inclusion (DEI) expectations. A homogeneous operation may also try to appear inclusive by promoting one or two representatives from historically excluded and underrepresented groups. It may take those initiatives to present itself as equitable, to deflect criticism or simply to meet a diversity quota. The core of the problem is that without actual inclusion, diversity becomes a superficial solution. Frequently, those in high executive positions may still lack a voice or wield any influence. The pain of tokenism A tokenized employee is vulnerable to misbegotten effects. They may experience heightened attention from colleagues and business associates, which translates into unwelcome pressures. Before long, they feel more isolated than ever, separated and distant from the group. That group meanwhile goes on to associate the lone token with unfortunate stereotypes. The psychological strain of representing a certain identity, such as race or gender, may become uncomfortable. It is a heavy responsibility to represent one's race or culture. As a result, the employee may grow more defensive. The concept of intersectionality teaches us that everybody's identity is composed of various layers; individuals from the same historically excluded or underrepresented group normally have quite different needs and preferences. All this negative fallout risks imposter syndrome. Tokenized employees start to believe their success has not been legitimately earned, which is demotivating. Therefore, it is key for employers to leverage diversity efforts with inclusivity so all workers feel respected and valued. Stereotyping prompts inappropriate behaviors. For example, in a male work group that includes only one woman, the men might even expect this sole woman to graciously take notes, bring in little snacks or give time to plan celebrations and events. A host of emotional symptoms, including depression, stress, and depersonalization verging on burnout can afflict token employees. The burden falls on the disempowered token, who feels unfairly helpless, while the empowered employer is earning virtue points for effort. A starting game plan Overcoming tokenism is a difficult challenge. Ironically, it might be misperceived, depending on the employer's intention, and may signal emerging DEI initiatives rather than a lapse. Diversity hiring per se may not be the whole answer. It's better to stay alert to all broad options encompassing diversity in finding the ideal job candidate. Ask critical questions about how your diverse hires are contributing. Big ideas? Compelling presentations? New initiatives? Provide them with a real seat at the table to elevate them beyond figurehead status. Collect feedback with the help of FIC Human Resource Partners' Nuance Culture Surveys , run seminars and workshops with the help of FIC Human Resource Partners' Nuance Culture Academy , and encourage your tokenized employees to build relationships across the organization. Compensate them for the extra time spent on DEI activities like employee resource groups. Managers set the tone to guide the whole team to engaging in inclusive behavior. Reach out to the FIC Human Resource Partners' Nuance Culture Consulting team for assistance planning culture improvement initiatives around inclusive and equitable hiring processes. Signup for the Newsletter

As we enter Pride Month, it is important to acknowledge and celebrate the diversity within our workplaces and communities. However, it is equally crucial to recognize the challenges that the LGBTQIA+ community, especially transgender and nonbinary individuals, currently face. The statistics speak volumes: with over 520 anti-LGBTQIA+ bills introduced in state legislatures and a staggering 220 bills specifically targeting transgender and non-binary people, we find ourselves at a critical juncture. Amidst this concerning backdrop, it is vital for businesses to step up and actively support their LGBTQIA+ employees. Inclusion and equality should not be mere buzzwords; they should be embedded in the very fabric of our organizations. It is time for us to reinforce our commitment to creating safe and inclusive spaces for all, regardless of gender identity or sexual orientation. Transgender and nonbinary individuals, in particular, are often marginalized and 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. Now more than ever, we must prioritize the following: Education and Awareness It is crucial to foster a culture of understanding and empathy within our organizations. Provide resources, trainings, and workshops that promote education on LGBTQIA+ 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 LGBTQIA+ 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 ERGs 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 LGBTQIA+ organizations and initiatives that work towards inclusivity and social change. Use your platform and influence to amplify the voices of historically excluded, underrepresented, and marginalized communities. Let this Pride Month be the beginning of year-round efforts to engage, support, and advocate for your LGBTQIA+ employees. By actively supporting and uplifting our LGBTQIA+ employees, particularly transgender and nonbinary individuals, we can create positive change within our organizations and society at large. Together, we can work towards a future where equality, respect, and dignity are the cornerstones of every workplace.

Although diversity, equity and inclusion programs are generally well intentioned and considered "the right thing to do," they have been coming under increased scrutiny. Many academics and management experts question whether the initiatives can deliver on their promises for a fairer and more productive workplace. They wonder whether there are more effective ways to address employees' biases than by corralling them in occasional workshops. DEI training makes consultants rich Organizations have signed up DEI training consultants like FIC Human Resource Partners' Nuance Workforce Solutions and Nuance Culture Academy in droves. According to McKinsey, U.S. firms spend about $8 billion annually on what has become a lucrative industry, as about 80% of organizations make some form of training mandatory. Often, these sessions are a one-shot deal, making little to no impact on real change. The programs initially gained traction as a low-cost initiative with legal and public relations payoffs. Management may look to the socially responsible optics and potential legal protection they hope to obtain. Sometimes the programs are instituted as a knee-jerk reaction to internal or external events or as a form of damage control, such as to counteract some employees' poor behavior or for much wider trends like protests against racial bias. DEI efforts also serve as a litigation shield. Companies at risk for lawsuits have noted that some judges may respond positively to seeing DEI programs in place. Training can also be less expensive than thoroughly cleaning house. It is a relatively straightforward exercise for employers to describe corporate diversity initiatives, such as training, along with public relations materials and mission statements on their website. It is certainly less time-consuming and less expensive than taking a deep dive into recruiting and other more far-reaching practices across the organization. The best-laid plans of mice and men Why is DEI training ineffective? Antibias exercises are founded on the premise that if people are made aware of their subconscious biases, they will be better able to control or suppress them. Yet to the extent those prejudices are in fact subliminal, a forced focus on DEI can even activate them and encourage more stereotyping. Another limitation of training is that daylong sessions are not likely to change the behavior and habits of a lifetime. There is not enough time to build skills or formulate action plans. Longer workshops and gatherings might result in some action; however, their impact tends to fade after a few days. Do not assume one size fits all, either. Each organization is unique in its demographics, operational functions and levels of collaboration. Blaming and shaming only compound resistance. Nobody, managers included, likes to be strong-armed. Is attendance voluntary, or do employees have to show up? Employees are more inclined to react with animosity and irritation if they feel the training is being forced on them in a remedial context. Managers also sabotage initiatives by assigning DEI activities to consultants rather than embracing the initiatives and participating themselves. When diversity is foisted off on outsiders who turn up for brief appearances, it sends the message that DEI may just be nice to have as opposed to a business-critical imperative. Employees pay lip service and move on. And just appointing a chief DEI officer is a far cry from establishing a firmwide culture, which aligns its systems, processes, norms and policies with a sincere diversity effort. Outcomes speak louder than intentions A few guidelines can help make DEI training more successful, including: Making it voluntary, not obligatory. Training employees to ascend through the ranks instead of ad hoc promotions. Creating exposure and familiarity to lessen bias — use mentoring and department rotations. Avoid leaning overly on marginalized individuals as champions — they may be uncomfortable in the role. Not limiting initiatives to only certain demographics. It is commendable to aim high, but try not to set unrealistic expectations. Employees like to witness concrete results before they are ready to fully buy in. FIC Human Resource Partners' Nuance Workforce Solutions and Nuance Culture Academy can support your organization's DEI initiatives and help you determine the best training programs to achieve the culture your employees deserve.

When you manage a nonprofit, spending money is always an issue. After all, your company is funded by grants and donations, many of which have strings attached. It's your obligation to keep the organization lean and the overhead low. However, the bigger a company gets, the more money it can save by having a centralized department that manages payroll and staffing. It's also a good way to keep employees happy, thereby reducing turnover. So what should you consider as you decide how to add human resources services to your organization? What should they do? HR departments in nonprofits cover a wide range of services. Part of their role is the payroll and recruitment services that all HR departments manage, but there are differences. For one thing, they handle certain thorny matters of documentation and compliance that for-profit companies don't have to. Their staffing services often include managing, motivating and training volunteers; if HR is doing its job right, you'll see higher retention and engagement among your unpaid workers. And like the rest of the organization, they are dedicated to the mission and to creating a company culture that supports it. Do you need an in-house specialist? For smaller organizations, it may not make sense to have an HR department or even an HR specialist. Outsourced HR services don't provide all the same services as a full-time professional, but they can be much cheaper. Depending on the size of your company and the services you need, they may charge as little as $45 per month or as much as $1,500 per month. If you choose this option, you may elect to first hire a consultant to create a custom talent strategy for your business. A consultant like FIC Human Resource Partners' Nuance Workforce Solutions can help you get a clear idea of what HR services you need and why. However, if your company continues to grow, it will eventually be more cost-effective and more efficient to hire an in-house specialist either full or part time. The advantage of an in-house professional is that your specialist will get to know your organization, its goals and its employees. What's the end goal? Small companies, especially ones that are funded with donations and grants, may try to save money by leaving all payroll and hiring decisions to the executive director. However, this is a false savings. Companies can be sued or fined for incorrect payments, unfair hiring practices and other compliance violations whether they are intentional or not. Having HR specialists on the team makes it less likely that you'll have to pay. Good HR services also keep your company on track. The goal of HR is to create a skilled and motivated team, all dedicated to the same goal. Bring FIC Human Resource Partners' Nuance Workforce Solutions to keep your company working toward its mission distraction-free. Signup for the Newsletter

According to the 2022 Employee Benefits Survey published by the Society for Human Resource Management, approximately 46% of employers categorize employer-provided wellness benefits as either "very important" or "extremely important," but important nonetheless. In addition to SHRM's survey, a 2022 report put forth by Wellness Labs pointed out the fact that the popularity of wellness benefits will lend to employers who are more enticed to invest in wellness programs for their employees. However, what are wellness benefits? And how do you know which wellness benefits you should offer to your employees? A great place to start is by analyzing current wellness benefit trends. Trends surrounding wellness benefits The Wellness Labs report claims that employers are beginning to invest more and more in these eight wellness categories: On-site testing for COVID-19. Risk intake evaluations for COVID-19. COVID-19 vaccinations and boosters. Financial support and wellness. Mental health services. Mindfulness and meditation practices. Stress management and assistance with resilience. Telemedicine opportunities for remote care. In no particular order, companies seem to invest the most in these four categories: Telemedicine opportunities for remote care. Mental health services. Stress management and assistance with resilience. Mindfulness and meditation practices. Alternatively, smaller investments are usually made toward these five categories of wellness benefits: Biometric screenings. Complementary healthy food options. Health-related workshops and fairs. On-site, in-person fitness and exercise classes. On-site or close-by clinics. It is important to note that there are industry reports with documentation that indicates mental health, stress management, financial wellness and telemedicine are considered top-tier wellness trends. For example, a 2022 Robert Half report states that the aforementioned trends are four of the five workplace wellness trends worth watching — the fifth one is flexibility. Wellness benefits more companies are starting to offer Now, let's take a look at some of the up-and-coming wellness benefit offerings that employers are extending to their employees within the realm of mental health, financial health and caregiving support. All these offers are also intended to minimize the rates of burnout among employees. The following data is taken from the 2022 Wellness Labs report. A percentage accompanies each wellness benefit, and it indicates the rate of employers offering wellness benefits to their employees. Mental health Employee assistance programs: 62%. Digital health tools: 46%. Education: 43%. Flexible work schedules: 35%. Caregiver benefits: 22%. Financial health Education: 84%. Digital financial tools: 70%. Retirement planning: 56%. Coaching: 37%. Student debt assistance: 31%. Caregiving Flexible work schedules: 62%. Remote work or telecommuting: 58%. Caregiver-provider referral services: 40%. Paid time off: 27%. Child care service subsidies: 26%. Counseling services: 26%. Burnout Mental health resources: 86%. Flexible work schedules: 73%. Engagement activities: 32%. Collective days off: 20%. Recognition programs: 19%. Wellness program considerations for your business When trying to determine whether you should offer wellness benefits to your employees, as well as which benefits you should provide as an employer, there are certain details worth considering, including the following: The individual needs of employees and their family members. Demographics of the workforce, such as age and gender of employees. The projected utilization rates for each wellness benefit. Wellness benefits your company's competitors offering. Any probable effects of the wellness benefits in terms of attracting talent and retaining current employees. The costs associated with the wellness benefits, such as administration costs. The amount that you can afford to pay for the wellness benefit you're thinking about offering. Furthermore, a 2022 Zippier report claimed that roughly "52% of U.S. companies offer wellness programs." Even though that percentage is barely in the realm of being the majority, wellness benefits are continually trending upward, which means it is likely that more and more employers will start offering wellness-related benefits. As time goes on, you can work with FIC Human Resource Partners' Nuance Culture Consulting and continue to analyze trends as a way of better understanding the current employee wellness benefit landscape and how these perks relate to your business.

At first glance, it may seem that managing a multi-office company, overseeing a merger and supervising remote workers are completely different. However, at their core, all three of these duties have significant commonalities. Taking on the responsibility of any of these tasks will require you to embody a focused mindset, a knack for flexibility and unconditional empathy. As such, company leaders need to prioritize these qualities when holding a management role. As you keep reading, recognize that the three principals outlined below apply equally to all leaders, whether they are integrating a merger, operating in different locations or overseeing remote employees. The leadership team must be focused A strong leadership team is essential, to the point where it can make or break the foundation of your company's success. The best leadership team will be able to provide assistance when necessary, step in as needed and optimize streams of communication within the company. Additionally, leaders need to master the art of both building and maintaining effective communication with one other. Leaders who cannot communicate with each other will not have the capacity to speak with their staff in ways that are fruitful. Therefore, communication is key. However, communication is important not only within the leaders' specific office or business location. It transcends their teams and holds just as much importance when they are interacting with the leaders of other offices within the same company as well. High-level conversations about economics, business opportunities and industry-specific circumstances will take place between locations. As such, leaders must be equipped with the ability to communicate with fellow company leaders in a goal-oriented manner. The goals and conversations of one office might differ from those of another, but on the whole, company leaders must clearly communicate their needs and how fulfilling their goals will contribute to the entire company's overall success. The leadership team must be flexible There are going to be significant differences between offices, even if they all are part of the same company. That's because no two locations will be exactly alike, given the fact that the employees, physical addresses and customer bases will vary as a direct result of their respective locations. So, when managing multiple office locations, it is vital that leaders differentiate between what can and cannot vary across locations. Certain variables — such as the software that is used, the ways in which data is collected and the process of ordering supplies — must be kept identical across the board. Identifying what can differ between locations will make it easier for leaders to know what is mandatory versus what is flexible. For example, the size of the physical office space, any staffing issues and the amenities offered at a specific location can affect the day-to-day operations of one office without affecting the operations of another. Knowing how to address location-specific concerns is an important duty of leaders. Yet another benefit of flexibility is the ability to adjust and make changes when necessary. Finding the best way to do something will improve the efficacy of a location, which is a main goal of business. We are currently in the midst of a significant workforce shortage; therefore, it is imperative that company leaders take the time to listen to employees and take note of the changes they request. These changes can be anything. A few ideas that might be of interest are the incorporation of artificial intelligence into the business or the desire to stock up on a specific brand of coffee that people in the workplace love to drink on a daily basis. No matter the employees' suggestions or requests, being flexible in the way you're willing to acknowledge the desires of employees and make work an enjoyable place for them to be is a wise move. The leadership team must be empathetic The ability to empathize is arguably the most important skill a respectable leader can embody and offer the business. To clarify, empathy is the human ability to not only recognize that other people have feelings but also to understand how they feel. You can practice empathy by connecting with employees, hearing them out, putting yourself in their shoes and imagining what it's like to feel the way they feel. Leaders who lack empathy are not able to resonate with their employees on an emotional level, which can create a divide between managers and the rest of the company's workforce. This is a less-than-ideal outcome, so prioritizing the concerns of employees will go a long way. The bottom line is that managing merger integration, multi-office locations or remote workers is possible when you view the three tasks as having many underlying similarities. While undoubtedly there will be numerous growing pains and learning curves as you go through the process of tackling these duties, leaders who accept management positions know that adaptation and effective communication are a couple of the many keys to success. FIC Human Resource Partners offers a variety of workshops through Nuance Culture Academy to assist you in meeting your professional development goals and help you grow into a communicative, consistent, and empathetic leader within your organization. Signup for the newsletter

In the workplace, diversity, equity and inclusion, also known as DEI, refer to the qualities and experiences that make each person unique and how employers can use those attributes to support business goals. To truly understand diversity, equity and inclusion, you'll need to break down each term. Diversity Diversity refers to the similarities and differences among individuals. It takes all facets of personality and individual identity into account. Examples of diversity include: Race. Ethnicity. Nationality. Age. Disability. Sex. Gender Identity. Language. Generation. Neurodiversity. Sexual orientation. Religious beliefs. Veteran status. Physical characteristics. Family background. Socioeconomic status. Life experiences. Equity In the workplace, equity is about ensuring fair treatment of all employees when it comes to access, opportunity and advancement within the company. To achieve equity, employers must identify and work to remove obstacles to fair treatment, especially for historically underrepresented and marginalized communities. This requires a keen understanding of the inequities in societal systems and those present within the organization. Inclusion Inclusion refers to how welcomed, supported, valued and respected each person feels as an employee. According to the Society for Human Resource Management, " Inclusion is a two-way accountability; each person must grant and accept inclusion from others. In such an environment, every employee tends to feel more engaged and is more likely to contribute to the organization's business results." "Diversity and inclusion" has its own acronym (D&I) because they go hand in hand. Diversity offers the potential for more creativity and innovation in the workplace. In other words, when people with different characteristics put their heads together, great things can happen. But diversity needs a vehicle to realize its potential — and this is where inclusion comes in. Per the SHRM, " Inclusion is what enables organizations to realize the business benefits of this potential." In short, a n inclusive workplace leverages the strengths of individuals from diverse backgrounds to effectuate positive outcomes. DEI: Not a new concept From a workplace perspective, DEI is a relatively new term. However, the practice of DEI has been around for decades. A report by AcademyHealth says DEI can be traced back to the civil rights movement in the 1960s. From the 1960s to the mid-1970s, DEI focused "on tolerance, meaning the acceptance of the integration of workplaces, schools, and communities." Then, from the mid-1970s to the 1990s, the focus switched to multiculturalism and awareness of accomplishments by different racial and ethnic minorities. In more recent years, the emphasis shifted to inclusion and equity to reflect demographic changes. As a result, DEI has expanded to include identities such as gender, religion, sexual orientation and national origin. In the workplace, DEI initiatives should be adopted strategically, with a strong commitment toward all three components. Otherwise, employers risk "going through the motions" — a recipe for inauthenticity and failure. FIC Human Resource Partners' Nuance Culture Academy , Nuance Culture Consulting , and Nuance Workforce Solutions can help your organization foster inclusive cultures of belonging. Signup for the newsletter

In today's increasingly diverse society, it is important for organizations to understand and address the concept of intersectionality in the workplace. Intersectionality acknowledges that individuals have multiple identities that intersect and interact, shaping their experiences and perspectives. When businesses recognize and appreciate these diverse identities, they can create a more inclusive and equitable environment that values every employee. In this article, we will delve into the significance of intersectionality in the workplace and explore actionable strategies for organizations to recognize and address multiple identities effectively. What is Intersectionality? Intersectionality is a framework that recognizes how various aspects of an individual's identity, such as race, gender, sexuality, class, and ability, intersect and interact to shape their unique experiences and social position. Coined by legal scholar Kimberlé Crenshaw in 1989 , intersectionality aims to address the limitations of single-axis approaches to understanding discrimination and privilege. Instead of focusing only on one aspect of a person's identity or experiences, intersectionality recognizes that individuals can face multiple forms of discrimination or privilege based on various intersecting factors like race, gender, class, sexuality, and more. It helps us understand that people's experiences are shaped by the complex interaction of different social identities, and it encourages us to consider the interconnectedness of various forms of oppression and privilege. For example, a person's experience as a woman cannot be understood in isolation from their race, socioeconomic status, or other intersecting identities. These multiple identities can create distinct experiences of privilege or oppression that are not adequately captured by examining each identity separately. Intersectionality highlights that systems of power and oppression are interconnected and mutually reinforcing. It recognizes that discrimination doesn't happen separately but often comes from a combination of different biases and prejudices. For instance, a black woman may face discrimination that is distinct from the experiences of white women or black men, as she navigates the intersection of racism and sexism. The Importance of Recognizing Intersectionality in the Workplace As an employer, you play a pivotal role in recognizing and addressing intersectionality within your organization. Let’s delve into the importance of adopting an intersectional lens and challenging biases and stereotypes that may hinder inclusivity. You’ll discover how to create awareness, promote understanding, and encourage empathy among your employees. 1. Identifying and Challenging Biases and Stereotypes Unconscious biases and stereotypes can keep certain groups from getting fair treatment and hold back their progress. It's important to realize and question these biases to make your workplace more equitable. When you offer training to raise awareness about biases, it helps your employees confront their own biases, understand others better, and make fairer choices that take into account people with different backgrounds and experiences. 2. Creating Inclusive Policies and Practices To effectively address intersectionality, employers should examine their existing policies and practices to ensure they are inclusive and considerate of employees with multiple identities. This includes: a. Recruitment and Hiring Implement inclusive recruitment strategies that attract and select a diverse range of candidates, ensuring equal opportunities for individuals from various backgrounds. b. Workforce Development Provide ongoing training and development opportunities that address the unique challenges faced by individuals with intersecting identities. This includes mentoring programs, leadership development initiatives, and skills training. c. Employee Resource Groups (ERGs) Establish employee resource groups (ERGs) or affinity groups that provide safe spaces for employees to connect, share experiences, and support one another based on their intersecting identities. d. Accommodations and Flexibility Offer flexible work arrangements and accommodations that cater to the diverse needs of employees, such as religious observances, disabilities, caregiving responsibilities, and more. e. Pay Equity and Promotion Conduct regular pay equity analyses and ensure that promotion and advancement opportunities are based on merit and not influenced by bias or discrimination. 3. Fostering a Supportive and Inclusive Culture Building a supportive workplace culture that values diversity and inclusion is essential for employees with intersecting identities to thrive. You can create such an environment for your employees through the following ways: a. Promoting Open Dialogue Encourage open and honest conversations about diversity and inclusion, providing platforms for employees to share their experiences, concerns, and suggestions. b. Allyship and Advocacy Encourage employees to be allies and advocates for their colleagues with intersecting identities, actively supporting and amplifying their voices. c. Diverse Representation Ensure diverse representation at all levels of the organization, including leadership positions, to provide role models and inspiration for employees with intersecting identities. d. Celebrating Diversity Celebrate cultural, religious, and other significant events that recognize and appreciate the diverse identities of employees. e. Zero Tolerance for Discrimination Establish clear policies and procedures for reporting and addressing incidents of discrimination or bias. This enables you to foster a safe environment where employees feel comfortable speaking up. Conclusion Embracing intersectionality in your workplace can be an arduous endeavor, but it is not without its benefits. It not only leads to increased employee satisfaction but also enhances collaboration, creativity, and productivity. Your organization is like a complex ecosystem, made up of people with diverse identities, ideologies, and experiences. Embracing intersectionality positions enables you to succeed and grow, as you tap into the richness and varied talents of your workforce. FIC Human Resource Partners' Nuance Workforce Solutions can help your organization foster inclusive cultures that takes into account the intersectionality that exist within your organization. You can use our NUANCE solution to create and maintain an inclusive work environment where everyone has a sense of belonging.

When you hire people of different ethnicities, cultural backgrounds, sexual orientations and genders, you demonstrate your respect for all people. Creating an inclusive hiring process may mean acknowledging systemic biases and having frank conversations about how to reverse them, but the rewards make the hard and uncomfortable work worth it. Your actions will show your employees that you are striving to treat them equally and give them all the same opportunities for growth and advancement. Doing the right thing should be enough, but there is another advantage: A 2018 study from McKinsey & Co. found that companies with highly diverse boardrooms were 43% more likely to attain higher profits. How you interact at work and the culture of your workplace have a profound impact on your ability to improve diversity and inclusion. Here are ways you can implement real changes for the future: What job boards are you searching through? Try job boards that specialize in diversity, including: Diversity Working, which is one of the largest in its niche. Recruit Disability , which helps locate potential employees with disabilities. HBCU Connect , a network of students and alumni from historically Black colleges and universities. Make sure your firm’s diversity statement and any current initiatives are posted prominently on your website’s career page. Reference diversity in every job description. Provide targeted internships and scholarships to employees from underrepresented groups to help them advance more quickly in key roles in your organization. If most of your jobs are filled through referral or internal hires and the majority of your staff is of one demographic, your hiring will be culturally skewed. Reward referrals from underrepresented groups with bonuses for employees who recommend diverse candidates to join the company. Offer diverse mentorship programs so that many people have an opportunity to advance. This has the added benefit of creating closer employee relationships. Establishing an inclusive mentorship program can help foster diversity. Conduct diversity training for your executive team and other leaders. They can take this new awareness to launch meaningful sensitivity training through the rest of the company. Create an inclusion council with eight to 12 top leaders who meet regularly to create strategies to increase diversity. Invite employees to share their backgrounds and traditions in the workplace. Include religious and cultural practices. Foster inclusion across global partner locations. Recruiters, hiring managers and everyone at your firm who’s involved with hiring need to be aware of unconscious bias. Train HR staff to recognize and avoid bias in the recruitment and hiring processes. You may want to turn to outside consultants to challenge your staff to see unconscious sexism, racism and ageism. Diversity needs to be woven into company policies and practices, and this includes performance reviews, promotions and benefits. Make sure your company is an equal opportunity employer, approved by the federal EEOC. Strengthen your anti-discrimination policies — the language you’re using may be insufficient to drive improvements in diversity. Seeing the big picture Creating an inclusive workplace comes down to unlearning bias. You may be able to turn to HR software programs and tools that use artificial intelligence and machine learning to make better diversity and inclusion hiring decisions. Or you can try establishing diverse interview panels to give a fair chance to multicultural candidates. You know that there has been a poor representation of minorities in top companies when you hear that of the CEOs of the Fortune 500, only about 1% are Black, and they’re all men. Minorities have a difficult time getting ahead in business. That's because people responsible for hiring and promotion decisions make snap judgments and assumptions about others based on learned behaviors and biases so entrenched and insidious that they don’t realize they're there. These stigmas and norms have become automatic. We need to stop looking for people who are physically and culturally similar to us. FIC Human Resource Partners' Nuance Recruiting and Nuance Workforce Solutions can help your organization foster inclusive cultures of belonging and make your unconscious mind, conscious. Signup for the newsletter

Because nonprofits tend to work on thin margins, many of them decided that the office was an unnecessary luxury years before the pandemic lockdowns. As early as 2016, a BizTech report said that 43% of nonprofits had a telecommuting policy. For some companies, it was a policy kept in place in case of a weather emergency or an employee with a logistical problem. But some nonprofits had already decided to go fully remote before COVID-19 forced their hands. From the business's perspective, it made sense; why pay for office space, computers and equipment when employees can do the same work from their home laptops in their home offices? From the perspective of employees, however, working from home is a mixed blessing. Some don't miss the commute at all and appreciate having the extra time and flexibility to deal with child care and elder care responsibilities. Others feel isolated. A recent Business Insider survey showed that 41% of workers want to stay fully remote, but 22% want to work remotely only one day a week or less. The rest want some other part-remote arrangement. This is a big change from Business Insider's January 2021 survey, in which only 29% of workers wanted to be fully remote. Plan for a successful transition If you're considering going remote for the long term, here are some things to consider: Provide enough technical support. Make sure all staff has encrypted access to all necessary files and databases. Remember that not every employee is a digital native. Make processes like VPN setup part of the onboarding process. No matter the size of your organization, having an experienced IT professional is now nonnegotiable. Treat employees equally. If you have a remote team and an in-person team, make sure they have the same opportunities. Don't offer mentorship and guidance to your in-person team only. Make long-term planning a priority. If you've been putting off the decision of whether to go remote due to pandemic uncertainty, your final decision is a good opportunity to make a long-term business plan. Take stock of the new normal and what your new business model means for the future. Going fully remote may be the right choice for your company, but it shouldn't be as simple as telling your employees not to come in tomorrow. FIC Human Resource Partners' Nuance Workforce Solutions can help your organization make a long-term plan, talk to your employees and make sure you're providing the right support for everyone.

In every organization, workplace conflicts are almost inevitable from time to time. These conflicts can range from microagressions to more serious disputes that can impact team dynamics and overall productivity. Disagreements can stem from a variety of factors, the most common of which are the diverse nature of the individuals involved and the complex dynamics of professional settings. As the custodians of employee well-being and organizational harmony, Human Resources (HR) professionals play a crucial role in conflict resolution and mediation. Read on to discover the underlying causes of workplace conflicts and essential responsibilities of HR in managing these conflicts. Why Conflicts Arise in the Workplace Conflicts arise in the workplace for several reasons: 1. Differing Perspectives Conflicts in the workplace often stem from differing perspectives among employees. These varying perspectives can lead to clashes and misunderstandings, and thus contribute to a tense work environment. Employees bring their own set of beliefs, values, and past experiences to the table, which can influence how they interpret situations and approach challenges. As a result, what seems logical or acceptable to one person might be completely different for another. These divergent viewpoints can create friction, especially when people struggle to understand or appreciate the rationale behind someone else's perspective. Misunderstandings can arise from misinterpretations of intentions or even the meanings of words due to the different lenses through which individuals view the world. 2. Miscommunication When messages are not clearly conveyed or understood, misunderstandings arise. This can lead to frustration, resentment, and eventually conflicts as people struggle to communicate effectively. Communication breakdown is another contributing factor. Inadequate communication about goals and expectations can lead to misunderstandings. This occurs when one team is unaware of another's objectives, resulting in resentment when actions taken by one team interfere with the plans of another. 3. Competing Goals Conflicts often arise in the workplace due to competing goals, a situation where different individuals, teams, or departments pursue distinct objectives that don't align. This misalignment can lead to tensions, disagreements, and sometimes even overt clashes within the organization. Competing goals give rise to conflicts through several mechanisms. A significant aspect is the allocation of limited resources, such as time, budget, manpower, and equipment. With each team or department advocating for its own objectives, conflicts can emerge over how these finite resources should be distributed and utilized efficiently. Priority conflicts also play a vital role. Divergent priorities among teams can hinder or delay the progress of others, leading to friction as each group contends that their goals should take precedence. 4. Organizational Changes While changes are often essential for growth and adaptation, they can generate tension and disputes due to a variety of reasons. Firstly, changes can create uncertainty and unease among employees. When familiar routines and expectations are disrupted, employees might feel anxious about how the changes will impact their roles, responsibilities, and job security. This uncertainty can lead to resistance, resistance that sometimes manifests as conflicts. Additionally, the pace of change can be a source of conflict. Rapid changes might overwhelm employees, leaving them struggling to adjust and causing friction with those who adapt more quickly. Conversely, slow or inconsistent implementation of changes can lead to frustration, as individuals may be unsure about what's expected of them. Changes can also disrupt established power dynamics and hierarchies. If the roles or responsibilities of managers and employees are altered, it can lead to conflicts over authority and decision-making processes. The Role of HR in Conflict Management While disagreements are a natural aspect of any collective endeavor, effective conflict management is essential to ensure that these disagreements are addressed constructively, and that they do not stand in the way of progress. The Human Resources (HR) department plays a critical role in managing and resolving conflicts in the workplace. Their involvement is essential to maintaining a harmonious work environment and promoting healthy relationships among employees. Here are some key roles that HR plays in conflict management: 1. Creating Policies and Procedures HR establishes clear policies and procedures for handling conflicts, ensuring that employees know how to report issues and what to expect during the resolution process. 2. Preventing Conflicts HR departments work proactively to prevent conflicts by implementing training programs, team-building exercises, and fostering open communication. They can address potential sources of conflict before they escalate. 3. Mediation HR serves as a neutral third party that mediates between conflicting parties. They listen to both sides, understand the issues, and help the parties reach a mutually agreeable solution. Mediation can save time, preserve relationships, and avoid formal escalation. 4. Effective Communication HR professionals facilitate communication between parties in conflict. They encourage honest and respectful dialogue, ensuring that each party has an opportunity to express their perspective. 5. Conflict Analysis HR professionals analyze the underlying causes of conflicts to identify patterns and systemic issues within the organization. This analysis helps them implement strategies to address these root causes. 6. Conflict Resolution Strategies HR is responsible for implementing various conflict resolution strategies, such as negotiation, compromise, collaboration, and problem-solving. They guide parties toward finding common ground and reaching solutions that benefit all parties involved. 7. Documentation HR maintains thorough records of conflict-related discussions, decisions, and outcomes. This documentation can be important for legal and accountability purposes, as well as for tracking patterns of conflicts. 8.Continuous Improvement After a conflict is resolved, HR assesses the effectiveness of the resolution process and the implemented solutions using employee surveys or other methods of collecting feedback. This feedback loop allows your HR team to refine its conflict resolution strategies and prevent similar issues in the future. Conclusion As we've looked at how important HR professionals are in handling problems at work, it's clear that their know-how is like a key part in keeping things peaceful and together. With our proactive NUANCE Workforce Solutions , your organization is empowered to transform conflicts into opportunities for growth and collaboration. Feel free to get in touch . We're excited to walk you through our Nuance Culture Consulting™ service and show you how it can create a welcoming culture where your team thrives.