How DEI Efforts In The Hybrid Work Model Improve Success And Employee Well-Being

In these unprecedented times, millions of professionals have experienced an exponential rise in stress, emotional challenges, overwhelming new responsibilities and more, and these challenges have impacted their well-being both at work and at home. The American Psychological Association’s research shares that there is a true national mental health crisis right now that could yield serious health and social consequences for years to come. Other research reveals that organizations that proactively and effectively commit to expanding their diversity, equity and inclusion (DEI) efforts also make a direct positive impact on employees’ well-being. There are numerous key benefits and outcomes of a DEI organizational focus from a business-case perspective, but also proof that DEI efforts that ignore mental health are doomed to fail.

To learn more about how leaders can engage in successful DEI efforts that improve both business success and employees’ mental health and well-being, I caught up this week with Kavitha Prabhakar, a principal and Chief Diversity, Equity, and Inclusion Officer at Deloitte US. Prabhakar also co-leads the Black Action Council for Deloitte, focused on architecting Deloitte’s long-term strategy to advance their Black colleagues and communities by developing a culture of anti-racism for their people, firm, and our communities.

Here's what Prabhakar shares:

Kathy Caprino: As many of us transition to hybrid work on a more permanent basis, what are some concerns related to diversity, equity and inclusion (DEI) that professionals might have specific to this new workplace approach?

Kavitha Prabhakar: One thing that’s interesting about the transition to hybrid work is the larger societal context in which it is taking place.

We all know that the past 18 months have ushered in a much-needed reckoning in corporate America about the biases and trauma that Black, Hispanic/Latinx, and Asian-American professionals experience. Organizations are under increased pressure and many—Deloitte included—have made public statements that will hold them accountable to their commitments to driving racial equity.

Meanwhile, nearly 3 million American women left the labor force, as Covid-19 forced the dual role that many women play to its tipping point. A recent survey conducted by Deloitte Global found that 82% of women in the U.S. feel their life has been disrupted by the pandemic and 70% of those women are concerned their career growth will be limited as a result.

These dynamics showed us all the true extent of the challenges we face in achieving equitable workplaces and society. I think the transition to hybrid work presents yet another fresh opportunity to continue to challenge the way things have been done in the past, and find new ways take positive action.

And this certainly will not be the last opportunity to challenge conventions—hybrid is the just first of many transformations we will see related to the talent experience as organizations continue to implement their future of work strategies.

At Deloitte, while our talent model has always required the ability to work effectively both onsite and virtually, our shift to a hybrid model is about applying even more intentionality and rigor when planning time across client sites, offices, and home. Our plan is to come together in person in cases where it derives the most value for our people and clients, while activities that derive less value are more likely to be virtual.

You asked about concerns related to DEI as we transition to hybrid, and of course there are risks that we have to be honest about. For example, caregivers could pick roles that provide more flexibility and choice which could unintentionally result in disparate outcomes, or the new way of working could cause people to lose their connection to each another, and stifle efforts to create inclusive workplaces.

Caprino: In what ways might a hybrid approach have a positive impact on DEI and well-being? 

Prabhakar: As organizations have started to shift to a hybrid approach, I think we’ve showed more grace toward each other in authentic moments such as the dog barking, or our kids entering a video conference. We’ve become more aware and respectful of flexibility needs, and more aware of how to better include others, such as the ways in which those with physical differences benefit from virtual options.

The transition to hybrid gives us a chance to continue to show that grace thereby strengthening our organizational cultures. Taking small everyday actions to deliberately build organizational culture will become more vital given the reduction in in-person interactions.

It is very important that our approach to hybrid work considers our broader aspirations regarding DEI. One of the common misperceptions about hybrid work is that it could be a model where professionals can work anytime, anywhere based on their choice. While we are considering individual preferences in how we deploy our people to work, the mix of in-person and virtual time isn’t entirely at the professional’s discretion. If that were to happen, you could see disparate outcomes that are not equitable for the workforce.

We are encouraging in-person presence for “moments that matter” such as client labs and working sessions, apprenticeship-based training, and human connection events like team meetings. Finally, we have to actively observe, measure and track data and sentiment of our workforce to better understand DEI impacts and then be ready to adapt our approach if needed. This includes continually monitoring the experience of people who work remotely to ensure they have high levels of engagement at the same level as in person colleagues.

Caprino: What are some tactical things that managers can do to promote equity/inclusion through day-to-day interactions? Is there anything leaders need to be mindful to avoid? 

Prabhakar: Today’s leaders need the courage to challenge the status quo and actively flip age-old orthodoxies to drive meaningful change. In my experience, courage is contagious: First, we must have courage with peers, teammates, and leaders, challenging them to see a different perspective. Second, have courage to change the system, challenging entrenched organizational attitudes and practices that promote cultural sameness. And third, have courage with yourself. Speak up, be vulnerable and have your voice heard on what is important to you

Another seemingly small but very important thing that I’ve discussed recently is the importance of names. A name is often central to our identity and is an essential element of human connection and belonging. Making the effort to get someone’s name right is an important chance to connect. It’s a relatively easy but profound act that shows curiosity and cultural intelligence, two traits that we’ve found to be very important to inclusive leadership.

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