Even if your organization’s diversity picture is positive, building an inclusive workplace does not end with demographics. Employees need to feel that they belong and can bring their whole selves to work without taking on a ‘work persona’ in order to fit in. To retain top performers and foster a strong sense of belonging, leaders must ensure that policies are thoughtful and reflect the needs of the whole employee group.
When discussing strategic Diversity, Equity and Inclusion (DEI), leaders may question whether they have the resources to drive meaningful change. Fortunately, great progress can be made toward a more inclusive environment at little to no cost. In fact, many organizations have some of these features already in play, though they may be unwritten and thus seen as less official.
In order to ensure that all employees are aware of their benefits – and feel comfortable making use of them – employers can make small but impactful tweaks to their existing policies. Here are a few considerations:
Ways to Create Inclusive Workplace Policies
Legitimize Mental Health Days
Your organization may already offer paid sick days. Still, your existing policy may not make explicit reference to mental health as an appropriate use of this time. By simply acknowledging that mental health fits under the broader wellness umbrella, the organization demonstrates that holistic employee health is a priority.
To further reduce stigma, leaders can make transparent use of these days when they require them. Uptake by leadership signals to the group that prioritizing one’s mental wellbeing does not imply lack of strength or commitment.
Establish an Accommodations Process (and train new hires on it!)
In Ontario, the Accessibility for Ontarians with Disabilities Act (AODA) requires that provincially regulated employers establish an accessibility policy. Though this policy provides high-level information related to your organization’s commitment and actions, it may not yet include steps for employee disclosure and accommodation. According to research by the Harvard Business Review, employees who have disclosed their disability at work are 30% more engaged (career satisfaction, confidence, belonging) than those who have not.
Consider a situation in which you hire a new employee with a disability. Depending on its nature, you may or may not have been made aware of their individual accommodation requirements during the recruitment process. Your objective is to make their transition into your organization as seamless and dignified as possible. If they are introduced to your well-established disclosure and accommodations process during onboarding, they can avoid the uncomfortable process of asking around to navigate on their own.
In order to adhere to AODA’s guiding principles of dignity, independence, integration and equal opportunity, we recommend outlining a step-by-step process – including names and contact information for HR or other case managers – while allowing the individual employee to steer and make decisions for themselves. This may involve asking open-ended questions on accommodations request forms, enabling the individual to provide as much detail as is comfortable for them.
Acknowledge Pregnancy Loss in your Bereavement Leave Policy
In recent years, many organizations have taken progressive steps toward assisting their employees with family planning. Benefits like parental leave top-up, daycare stipends, and funds toward fertility treatments are becoming more commonplace, both of which are effective ways to attract and retain a diverse workforce. However, pregnancy loss is also a reality for many. Early in 2021, New Zealand made headlines for offering bereavement leave for mothers and their partners who experienced pregnancy loss. In their case, three paid days is offered as an opportunity to recuperate physically and mentally.
Your organization may already offer paid bereavement leave. If so, including language in-policy that acknowledges the effects of pregnancy loss can help to normalize the experience. It will also assure employees – those who are pregnant as well as their partners – that this is an appropriate use of paid time off, eliminating the stress associated with seeking approval for the time away.
Regardless of the terms of your leave policy, we always recommend committing to case-by-case management of individual circumstances that may necessitate extended leave.
Recognize Diversity in Religious and Cultural Holidays
When it comes to religious holidays, companies should be considerate of whose cultural experience is being prioritized and not. In Canada, many of the observed statutory holidays relate to the Christian calendar.
Many organizations offer ‘flex’ or ‘floater’ days to be used at an employee’s discretion. Highlighting religious or cultural holidays as an appropriate use case for bonus paid days off is a great way to acknowledge diversity among employees.
Your organization could also consider offering employees the option to swap an existing paid holiday for one that they observe. Ontario’s Employment Standards Act (the “ESA”) enables some flexibility in this regard, depending on the nature of your operation. Though an employee is entitled to the identified holiday as a day away from work with public holiday pay, the ESA permits the employer and employee to agree in writing to a substitute holiday. However, if the business were to be fully closed on that day (ex. Christmas Day), a substitute holiday may not be possible.
Progress toward creating diverse and inclusive workplaces requires shifts in our perspectives and actions over time. Fortunately, moving the needle does not always mean costly initiatives and policy overhauls – thoughtful enhancements to existing policies can make a powerful impact on inclusivity and feelings of belonging.
