Introduction:

Reflecting on the last two years, both the workplace (and world as we know it), was challenged to navigate through an abyss of uncertainty. From the onset of the COVID 19 pandemic and onward, masks became a daily part of our uniform, terms like “social distancing,” “Zoom meetings” “pandemic”, “contact tracing”, and “unprecedented” became a part of our vocabularies. We witnessed continued racial injustices and how to utilize our voices as catalysts of desperately needed change.

While the world experienced a colossal number of changes as we strove for the “new normal,” so did the world of work. All these changes are so monumental that we cannot (or should never) go back to our prior state. Workplaces that may have never considered offering remote options in the past, transitioned to virtual workspaces connecting with our colleagues on two-dimensional screens. Now in 2022, conversations are sparking about “the return to work.” A survey by Microsoft suggests that 50% of companies are either planning or requiring a return to “in-person” work. However, these strategies are likely set up to fail as they are in direct contrast to the flexibility that workers are looking for in their work amidst the “Great Resignation.” That same Microsoft report indicated that of those workers surveyed, nearly 52% indicated they were searching for either remote or hybrid roles in 2022. (CNBC, 2022). These questions to ask here are 1.) What is the current landscape and implications of transitioning back to in-person work? 2.) What has been the effect of remote or other flexible work arrangements on DEI in the workplace and lastly 3.) What are some strategies for HR professionals and employees in navigating these conversations? If these topics resonate, or are of interest, read on.

Current Landscape and Implications:

Over the last few years, the terms “hybrid” and “remote work” became a lot more prevalent. A hybrid workforce can be defined as those who work remotely and/or in an office but have the option to work where they feel more productive, based on organizational, team, and personal preferences. Workplace flexibility models are also beneficial in attracting more applicants and employees are indicating that they do not want to return to the office full-time, leading companies including TIAA, Twitter, and American Express to amend their March 2022 return to office plans. Reports also suggest that the traditional 8-5 work structure has not been accommodating and workers are wanting to change. Research and reports focused on the world of work throughout the pandemic have also highlighted that historically marginalized workers (e.g., women, caregivers, Black, LGBTQIA, disabled, and other minority groups favor a remote environment.) (CNBC, 2022). In parallel to these conversations, we are also still in the trenches of the “Great Resignation,” or also termed as “The Great Realization.” As the world continues to change to reflect our “New Normal”, the work environment also needs to mirror this new reality.

In a “Remote Work and Compensation Pulse Survey” conducted in 2021, results indicated that nearly 48% of employees surveyed favored fully remote work conditions and 44% favored hybrid work arrangements. Results from employers surveyed indicated that 51% support a hybrid modality. These findings are also consistent with findings highlighted in a 2022 CNBC Make It article that reveal that remote and hybrid roles are attracting nearly 7 times more applicants than in-person roles (CNBC, 2022).

Photo Credit: Georgetown Behavioral Hospital

The Positive Implications of Hybrid and Remote Work on DEI:

Remote work has generated several positive changes including the ability to expand the talent net to help capture talent in geographic locations in which the organization may not have previously had a position in the market. Reimagining workplace modalities to remote and hybrid opportunities have also been beneficial in improving work life balance to some degree. However, despite these successes, there are still skeptics questioning its effectiveness. Many argue that DEI efforts are hindered as remote workers have missed out on networking and other engagement opportunities, and other opportunities that have limited advancement opportunities and missing out on “belonging” to the organizations’’ company culture (Payne, 2022).

In examining the validity to these arguments, there have been other occurrences that have contradicted these claims. According to Markita Jack, the head of DEI at Iterable, a software company in San Francisco, suggested that when workers left the physical office space behind because of COVID 19, they also left behind casual racism, microaggressions, and racist practices that may have been present at their place of work, including the need to code-switch, based on the co-workers they are interacting with. While there has been a cultivated perception that code-switching is often equivalent with professional advancement, it is important to realize that this may reveal a more significant issue surrounding the workplace cultures that instill the belief that this type of behavior is required in order to be taken seriously in the workplace. While remote work may offer some solace, it is important for organizations to also realize the opportunity to revamp their DEI policies, practices, and procedures (HBR, 2019; Washington Post, 2021)

In evaluating other instances of microaggressions that a remote work environment has helped with Other survey findings have also highlighted:

• A 2021 LinkedIn survey reported that of those surveyed, 24% reported that they felt they were not able to share their identities in the physical work environment and nearly 31% of those surveyed indicated that they had been directly affected by microaggressions in the workplace (LinkedIn, 2021)

• A study by Fortune Forum (research firm affiliated with Slack technologies) revealed that 97% of Black workers were afraid of returning to work, as they were fearful of also returning to the microaggressions that accompanied being back in the office full-time .

• A 2021 article by the Catalyst institute revealed that remote work opportunities increased engagement by 75%, a reporting of 68% higher degree of organizational commitment, and 93% reported feeling often or always being included. Conversely, of those surveyed, findings revealed that remote work decreased the likelihood of having the intent to leave their current organization by 30% and those surveyed with childcare responsibilities were 32% less likely to resign as compared to those that do not (Van Bommel, 2021).

It is important to also consider how these findings may also extend to those with physical and invisible disabilities. Having the opportunity to work remotely or in a hybrid capacity. While removing the obligation to return to a physical office may decrease the likelihood of experiencing microaggressions, which harm the company culture and morale, there are other benefits. For individuals in which stamina or mobility may be a limitation, the commute to work and/or navigating around an office space that does not offer accommodations may be increasingly taxing. Providing the opportunity to work in a manner that may be more productive (i.e., remotely) and a beneficial tactic in both removing barriers and increasing engagement, morale, and retention.

Employees who identify themselves as female have also benefited from the opportunity to work in a remote modality. Oftentimes, women were often left out of important conversations that occurred within the physical office environment and have experienced the pressure to work more to help establish themselves on a “more level playing field”. Employees with caregiving responsibilities have also benefited as many have shared the perception of being viewed differently in the workplace and many have reported instances of disparate treatment and impact including being overlooked for career advancement opportunities, or even instances of sexual harassment. These instances are even higher for women of color in the workplace. A 2021 Vox article highlights that offering remote work opportunities may serve as one of the best retention strategies in helping to reduce burnout in both their professional and personal lives (Vox, 2021).

It is also important to consider how remote work opportunities have cultivated a more inclusive environment for LGBTQIA+ employees. A 2021 CNBC article highlights the benefits including employees not having to leave their physical environments in which they may have already established a strong, supportive community. Other LGBTQIA+ employees have reported that they feel like they have to announce their pronouns less frequently, as tools including Zoom names, email signatures have created opportunities to provide a “virtual name tag” and help decrease feeling the strain of introducing one’s pronouns on a regular basis

One should consider that not only does remote and hybrid modalities offer additional flexibility, but they can also be beneficial in making the workplace more inclusive. Remote work opportunities have also provided better working conditions for other minority groups. In assessing potential return-to-work strategies, it is important to consider that returning to an office environment that is close-minded and not progressing may instill fear of returning to work (CNBC, 2021; Future Forum, 2021). For those workplaces that require in-person work, take the time to have dialogue in addressing hesitations and/or fears that workers may have in the return to work. It is also important to evaluate that this may provide an opportunity to reimagine the current organizational culture to better support continued growth and more inclusive work practices.

Photo Credit: People Matters Global

Taken together, these anecdotes and findings suggest the importance of maintaining an “open-door” policy. It is the hope that this practice may help organizations partner with their employees to identify options that both make sense for the business, while allowing their employees to be most productive and bring their authentic selves to work. It’s important to consider that productivity in the “workplace” can take many forms, whether that’s in the office or on the screen, back to the office full-time, a hybrid arrangement, or other remote opportunities. Otherwise, we may continue to see trending reports with astronomical rates of turnover and attrition that may have otherwise been preventable.. DEI initiatives and accountability of these principles moving forward are imperative and are shifting from a “should do” to a “must do.”

Strategies for HR Professionals and Employees

So, what can HR and employees do moving forward?

For HR Professionals:

• Integrate DEI into every strategic planning session and “return to work” conversation. DEI principles can also help in launching organizational objectives

• When delineating return-to-work or mixed-work policies, be sure to include thought leaders from diverse backgrounds and mindsets. Not only does this help to integrate various perspectives to make sure the policy is equitable, but it also helps model the behavior and change from the top to help the organization lead by example.

• Recognizing that a key driver of retention is how employees feel connected to work when segmenting engagement strategies, recognizing the importance of integrating remote or hybrid work into the equation.

• Create and administer a pulse point survey to serve as an environmental scanning technique on what types of workplace modalities employees are looking for? It is likely the case that if the employees are not experiencing flexible modalities with their current employer that they’ll look elsewhere in the market.

• Add a transitional period perhaps 3-5 weeks of “return-to-work time allowing employees to work their schedules at 60% reduced capacity for their full pay (e.g., “on ramping programs”) (Sammer, 2019).

• Hold focus groups, administer anonymous surveys, and revisit workplace programs to help drive internal diversity and drive cultural change

For Employees:

• Identify opportunities to join your organization’s employee resource groups (ERGS). Sharing your voice and utilizing collective impact can put more voices in the driver’s seat to enact meaningful change surrounding DEI in returning to work

• If your current employers’ values don’t align with your own, utilize your network and seek out opportunities that allow you to bring your full authentic self into your work environment, wherever that may be. Gone is the time that employees are living by the “Live to work” mindset

• If you are searching for a new job, bring questions about DEI into the interview setting. Make sure the company’s mission and values align with your own

REFERENCES

CNBC. (2021). Why ending hair discrimination should be an essential part of companies' dei efforts.

CNBC. Retrieved April 3, 2022, from https://www.cnbc.com/2021/11/29/why-ending-hair-

discrimination-should-be-part-of-companies-dei-plans.html

CNBC. (2022, March 4). Remote and hybrid jobs are attracting 7 times more applicants than in-person

roles. CNBC. Retrieved April 3, 2022, from https://www.cnbc.com/2022/03/04/flexible-jobs-are-

attracting-7-times-more-applicants-than-in-person-jobs.html

CNBC. (2022). How this corporate building's return-to-office campaign backfired spectacularly. CNBC.

Retrieved April 3, 2022, from https://www.cnbc.com/2022/03/09/how-this-buildings-return-to-

office-campaign-backfired-spectacularly.html

Future Forum. (2021, March 11). A new era of workplace inclusion: Moving from retrofit to redesign.

Future Forum. Retrieved April 3, 2022, from https://futureforum.com/2021/03/11/

dismantling-the-office-moving-from-retrofit-to-redesign/

Harvard Business Review. (2021, January 28). The costs of code-switching. Harvard Business

Review. Retrieved April 22, 2022, from https://hbr.org/2019/11/the-costs-of-codeswitching

Payne, E. (2022, January 11). Does return-to-office mean a return to dei barriers? BenefitsPRO.

Retrieved March 16, 2022, from https://www.benefitspro.com/2022/01/11/

does-return-to-office-mean-a-return-to-dei-barriers/?slreturn=20220216155848

Miller, K. L. (2021, May 13). Perspective | microaggressions at the office can make remote work

even more appealing. The Washington Post. Retrieved April 22, 2022, from https://www.

washingtonpost.com/business/2021/05/13/workplace-microaggressions-remote-workers/

Molla, R. (2021, July 13). For women, remote work is a blessing and a curse. Vox. Retrieved April 22,

2022, from https://www.vox.com/recode/22568635/women-remote-work-home

Sammer, J. (2019). Support for New Parents Can Keep Employees On Board.

Retrieved April 18, 2021, from https://www.shrm.org/ResourcesAndTools/hr-

topics/benefits/Pages/support-for-new-parents-can-keep-employees-onboard.aspx

Van Bommel, T. (2021). Remote-work options can boost productivity and curb burnout. Catalyst

Whitefield-Madrano, A., Autumn Whitefield-Madrano Mail Autumn, Autumn

Whitefield-Madrano Mail, Athitakis, M., Smith, E., Childress, R., & Hickey, M.

(2021, November 9). How to nurture diversity efforts over the Long Haul.

Associations Now. Retrieved April 3, 2022, from https://associationsnow.

com/2020/10/how-to-nurture-diversity-efforts-over-the-long-haul/