The connection between diversity, inclusion and mental wellbeing, and why it matters in the workplace

Equity, diversity and inclusion (EDI) are key principles at the heart of social justice, which have rightfully been highlighted as vital in the workplace. Often the call for implementing those principles in the workplace is understandably framed in terms of economic returns. While this is an indispensable angle to think through the place of EDI efforts for businesses, there are also just as critical implications of the mental health case for EDI at work.

In the past decade, as a society we have become increasingly conscious about mental health alongside social issues like discrimination and diversity, inequality and inclusion, racism and representation. What isn’t discussed nearly enough is the overlap of those social issues and workplace wellbeing. So, this blog is going to do just that, with reference to the panel discussion I moderated with Lloyds Banking Group’s Race Action Plan Lead, Sam Owo, at this year’s This Can Happen June conference.

Revisiting why we value EDI

When we talk about diversity, we typically mean the importance of having a workforce that represents a variety of lived experiences. The ideal is that our organisations are a reflection of both the communities we live and work in, but also a visible representation of the principle of equal opportunity for all regardless of ethnicity, class, gender, sexuality, religion, or any other aspect of our identities. Moreover, with diversity of backgrounds comes diversity of perspectives, and therefore, diversity of contribution at work. The overall upshot should be better team performance and well thought out products and services. However, none of this can happen without genuine inclusion.

Inclusion is ensuring people not only have access to certain spaces or a seat at the proverbial table, but also that they feel they can meaningfully participate within those spaces and around those tables. This is closely related to the concept of psychological safety, which refers to the confidence employees feel in their ability to make contributions and express concerns without fear of backlash or negative consequences.

Finally, equity refers to the acknowledgement and correction of obstacles to access and advancement for particular groups. It’s not enough to be on the ‘right’ side of history through face value enactment of fair laws, policies and practices alone. The effects of being on the ‘wrong’ side of history must also be undone through intentional efforts to level the playing field for all job candidates and employees regardless of background, which involves taking into account that some people have enjoyed advantages that others have not.

If social mobility is all about people’s ability to climb the so-called ladder of prosperity, equity is about doing what we can to ensure the rungs aren’t too far apart so that people who have historically been held back are empowered to climb them with success.

Why EDI matters for mental wellbeing at work

Mental health matters for all employees the same way our physical health does. When either is in a poor condition, our performance at work is likely to suffer.

However, as Sam pointed out in our conversation, the overlap between mental wellbeing and the EDI discussion is about recognising that employees from underrepresented groups have different experiences of the workplace.

For example, employees from minority ethnic backgrounds may be on the receiving end of subtle slights, known as microaggressions, which despite their label can have a severe impact on someone’s mental health. These employees may also feel a pressure to significantly water down their personalities in order to adapt and fit into corporate environments dominated by a White majority culture.

Additionally, Sam highlighted the experiences of LGBTQ+ employees who may move teams within an organisation and repeatedly undergo the emotions associated with considering whether and how to disclose their sexuality to their colleagues. As Sam put it, “people from ethnic minority and marginalised backgrounds are having to navigate, all day, being the person they think the company wants them to be.”

Having to bend over backwards and contort oneself in these ways takes its toll on top of the ordinary stresses of a job. Failure to acknowledge and adequately respond to these kinds of experiences faced by employees from underrepresented groups has a knock-on effect on performance at work and the wider business. Crucially, it has broader implications for social justice as a whole.

Unchecked bullying, discrimination and harassment in the workplace often leaves affected employees no option but to leave and take their talents elsewhere for the sake of their mental wellbeing. This may involve taking time off for recovery, which can slow down career progression and create financial insecurity. This can be further detrimental to mental wellbeing, not only for individuals but their families as well, otherwise known as intergenerational trauma. Not to mention the potential for added strain on public health services and on the welfare system for those who are unable to return to, remain in or find work. In short, it becomes a cycle that gives rise to the very same socioeconomic dynamics EDI efforts set out to remedy in the first place. This is in addition to the potential costliness of staff turnover, litigation fees and reputation damage that businesses may find themselves faced with.

How to create a mental health friendly and inclusive workplace

We’ve seen how the benefits of doing diversity well outweigh the costs of sloppy implementation. So, what does “doing diversity well” look like?

It means operating from the starting point that inclusion is everyone’s responsibility because it is everyone’s benefit.

When our workforces are diverse, we deliver better products and services. When our teams are inclusive, we create attractive company cultures. When our processes are equitable, we correct historic injustices. Above all, we change lives.

So, what can we do and where do we start?

1. Commitment: commit to educating yourself about social justice issues and make it a personal mission to act in line with them. It’ll be easier to do right by your colleagues if in your everyday life you strive to do right by others.
   
   
2. Listening: engage with the relevant employees to hear their perspectives on what could be improved at work. Don’t force people to share, but if and when they do, pay attention.
   
   
3. Awareness: share your learnings with others. Join, support and fund employee resource groups that represent the interests of the relevant groups.
   
   
4. Sensitivity: ensure that your employee assistance programmes use and deploy mental health services and resources which are sensitive to the needs of underrepresented groups.
   
   
5. Proactivity: showing solidarity when awful news breaks (such as the killing of George Floyd) is thoughtful, but you shouldn’t limit your care to times of crisis. Make it your norm to act and advocate for fair treatment of all people, especially your colleagues from underrepresented groups.

Imagine if every one of us implemented these practices in our work and our social lives. How much more would our teams, our companies and our economy be better off if fewer employees were operating in survival mode? We might actually enjoy our work, our colleagues, and each have a chance to fulfil our potential.

The good news is we don’t have to imagine. This can actually happen.
So, let’s make it happen.