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Diversity is such a powerful asset for teams and organizations; it makes them stronger. Much stronger.
Productivity and output are enhanced when people with different experiences and ideas combine behind one goal. Products and services are more in tune with customers because they have been developed and delivered by people with various experiences, backgrounds, and thoughts. And colleagues learn more from one another.
I lead the global HR function for an international company that employs 3,000 people across more than 40 countries – and for us, that diversity has been and will always be an incredible asset.
Yet diversity goes far deeper than geography, race, religion, gender, or sexuality. Those are the points of difference that we celebrate, of course, but when we come to consider how diversity, equity, and inclusion (DEI) intersect with wellbeing and social impact, we must be aware of how those points of difference influence experience – and how everyone within a diverse organization is experiencing something different, every day.
That might be at home, it might be at work, it might be in their community or country, but in each of those scenarios, different events impact those experiences, and thus significantly affect their wellbeing.
And this is where the onus is on the organization to understand and develop nimble wellbeing strategies that address the impact that different experiences have on a diverse workforce.
It is therefore crucial that we, as HR leaders, understand how DEI, wellbeing – and, given how these two areas are such core components of it – sustainability, intersect and ultimately impact the employee experience.
How do DEI, wellbeing, and sustainability intersect?
I was recently asked to share my thoughts on social impact as part of Crown’s latest global sustainability report, where we present the social impact progress of the organization in 2023 – along with environmental and governance.
Like many companies, social impact at Crown now encompasses – among other aspects – DEI and wellbeing. Together, these areas form a broader social agenda under the sustainability umbrella, because ultimately, they all relate to and matter to people. (A sustainability strategy developed using a materiality assessment will be a strategy that is very closely aligned to the things staff, communities and clients care about.)
DEI, wellbeing, and sustainability intersect – because a person’s lived experience, often defined by their demography, will impact their wellbeing. The interconnected nature of these areas means they need to be closely aligned to meet the diverse needs of today’s workforce
As I set about writing down my reflections, I began by thinking about how 2023 might be remembered. But as I wrote, I realized that in itself, that is a signal of diversity; what I remember 2023 for – with the experiences that I had personally and professionally, with my demographic profile and within my community – will likely be very different to that of almost any other person in the organization.
Natural disasters, bereavement, illness, the birth of a first child, moving house, or acute impacts of the world’s economic pressures – which we know have an inequitable impact on different parts of society – are just some things that people might have experienced, which others won’t have.
It is at exactly this point, then, that DEI, wellbeing, and sustainability intersect – because a person’s lived experience, often defined by their demography, will impact their wellbeing. The interconnected nature of these areas means they need to be closely aligned to meet the diverse needs of today’s workforce.
The impact of the pandemic on wellbeing – and the role of DEI
As we champion and proactively promote DEI, we must also consider that the support staff might need at any given moment, must be tailored. A good wellbeing strategy will consider diversity – and in turn deliver - enhanced social impact, which is so important in the context of any organization’s sustainability goals.
Here’s another example: There is no disputing that as the pandemic took hold just over four years ago, wellbeing suddenly raced up the agenda. Companies scrambled to support staff impacted by both the virus itself and the lockdowns imposed to halt the spread.
But even amid that difficult period, it was clear that people’s experiences were diverse: many people fell ill (to varying degrees), many couldn’t visit hospitalized relatives, and some couldn’t attend the funerals of loved ones. Some lost their jobs, others were furloughed. Some were stuck at home with no outside space, and some had to juggle childcare and work.
It was one virus that caused a multitude of wellbeing issues, which were dependent on individual circumstances.
The pandemic sparked an evolution in the approach to wellbeing, and with the pandemic now in the past, much of that evolution is well suited to aligning wellbeing strategy with DEI and ESG.
The implications of wellbeing and DEI alignment
The challenge now is to create a supportive corporate culture where staff wellbeing is fully cognisant of diversity, and vice-versa.
DEI recognizes and celebrates that each employee is different, and that they will have their own needs and priorities, based on their own experiences. This in turn has an impact on the engagement of our people and is closely linked to wellbeing needs.
It means two things:
- DEI strategies and wellbeing strategies must be joined up
- That neither can nor should be treated as tick-box exercises
Company culture plays a huge role here, where a human-centric approach is essential.
Poor wellbeing may be symptomatic of a lack of DEI support within an organization. A neurodiverse individual may perhaps require specialized support to address time management challenges at work, potentially compromising their wellbeing.
In this instance, and in others similar, managers should facilitate two-way communication, show empathy and understanding, and discuss what support mechanisms can be put in place to help maintain performance when an individual is going through a tough experience or has unique needs.
Yet too many DEI strategies simply aim to meet representation targets through ‘tick box’ exercises, such as fulfilling hiring quotas. Instead, they should focus on embedding real change into the very fabric of the organization. DEI should foster a 24/7 culture of tolerance and care, kept at the very forefront of an organization’s core values and priorities.
Abandon one size fits all – listen to staff
To achieve this, we must discard a one-size-fits-all approach to wellbeing and consider lived experience.
This means good communication with staff, listening to them, and acting on their concerns.
Organizations can and should regularly check in with their workforce to see where there are gaps in their DEI, wellbeing, and sustainability policies. This can be achieved through annual employee engagement surveys - something we’ve had great success with - with a participation rate of almost 90% on our most recent survey.
The results helped us to identify gaps in our DEI, wellbeing, and sustainability policies, indicating where the business must further integrate these policies into strategic decision-making and company culture in 2024.
Shifting from one-size-fits-all is achieved through good line-management communication. In this respect, managers are empowered to get to the root of issues and consider how different issues might be affecting different individuals
But critically, shifting from one-size-fits-all is achieved through good line-management communication. In this respect, managers are empowered to get to the root of issues and consider how different issues might be affecting different individuals, before working collaboratively to implement plans and mechanisms that can support that individual.
Only then can DEI, wellbeing, and sustainability strategy begin to consider the lived experience of a diverse workforce. There’s no one-size-fits-all approach; each employee has their own viewpoints and needs, and successful DEI, wellbeing, and sustainability initiatives mean something different to everyone.
From platitudes to progress
This focus on understanding lived experience, which draws DEI and wellbeing ever closer together as sustainability and ESG strategies mature, is what will drive progress in organizations.
It will take us from box-ticking platitudes to productive, purposeful, caring organizations that can create inclusive, equitable environments that address individual wellbeing needs, rather than one-for-all initiatives that don’t consider how it might be sunny for one person but pouring with rain for another.
Because in a world beset by complexity and conflict, there is so much space for organizations to be bastions of positive social impact.
