Money worries are taking a measurable toll on mental health and day-to-day functioning, with 43% of Americans reporting depression, sleep disruption, and strained relationships, according to a Bankrate survey.  At the same time, there’s a lot of guilt and shame associated with money problems, making people reluctant to talk about their finances and less likely to get the help they need.  

That financial anxiety doesn’t stay at home. It shows up at work as distraction, exhaustion, and disengagement. In fact, stress costs U.S. employers more than $300 billion annually through increased healthcare expenses, higher absenteeism, and lower productivity.  

By providing support and guidance to help employees reduce their financial stress, employers can help workers improve their overall wellbeing. Building financial resilience is good for employees, but it’s also good for business—because it can eliminate one of the biggest obstacles to productivity and innovation. 

How does financial stress impact performance? 

The financial wellbeing of employees directly affects organizational health. When workers are preoccupied with money, productivity and morale suffer. Here’s how: 

• Lost focus and performance declines: In a recent survey, nearly 50% of workers say that financial stress distracts them during the workday. Many are managing personal finances on company time. 
• Higher absenteeism and turnover: Financial anxiety is a leading cause of sleep loss, burnout, and mental fatigue—factors that increase absenteeism and health care costs. Employees under financial strain are also more likely to seek new jobs that offer higher pay or stability. 
• Reduced engagement: Financial insecurity compounds disengagement, as employees struggling to meet basic needs find it difficult to connect with broader organizational goals. 
• Reputational risk: In competitive industries, neglecting employee wellbeing can damage employer brand and retention. A workforce experiencing chronic financial stress often mirrors broader equity issues, such as pay gaps or limited advancement opportunities. 

How can organizations turn financial wellness into a competitive advantage? 

When financial wellness becomes part of an organization’s culture, the impact extends beyond the balance sheet. Employees who feel financially stable are more engaged, innovative, and loyal. They have the mental bandwidth to focus on strategic goals, collaborate effectively, and bring their best ideas forward. 

According to Gallup, organizations that prioritize wellbeing see higher profitability and lower burnout. Financial wellness is one of five foundational pillars of that equation, improving individual resilience and organizational strength. The other contributors to wellbeing are meaningful work, strong social connections, physical health, and a thriving community. 

By viewing financial stress as a workplace risk, not a private issue, companies can move from reaction to prevention. Instead of addressing burnout after it happens, leaders can build systems that help employees manage stress before it escalates.   

What can leaders do to reduce financial stress? 

Creating a culture that supports financial wellbeing requires a holistic approach. Here are five ways organizations can take action: 

1. Normalize conversations about financial health. Stigma keeps many employees from seeking help. Leaders can model openness by including financial wellbeing in broader discussions of health and engagement. This might mean hosting lunch-and-learns, featuring financial wellness topics in internal newsletters, or sharing resources during benefits enrollment periods. 
2. Ensure equitable pay and transparent compensation practices. Financial wellness starts with fair compensation. Conduct regular pay equity audits to identify gaps across gender, race, and role levels. Transparency about pay ranges and promotion criteria builds trust and signals that the organization values fairness. 
3. Provide access to financial education and counseling. Employees who receive financial coaching experience reduced stress and improved focus. Employers can offer workshops on budgeting, debt management, and retirement planning—or partner with external experts to provide confidential, one-on-one sessions. 
4. Integrate financial wellness into employee assistance programs (EAPs). Many EAPs already support mental health, but few address the financial concerns that often drive anxiety. Expanding EAP services to include debt counseling, credit repair resources, and emergency savings programs can make these benefits more comprehensive and effective. 
5. Foster inclusion and empathy in leadership. Financial stress disproportionately affects employees from historically marginalized groups who face systemic barriers to wealth accumulation. Inclusive leaders recognize these disparities and respond with empathy—avoiding assumptions, listening to individual concerns, and offering flexibility where possible. For example, flexible scheduling or early access to earned wages can ease short-term pressures without stigma. 

How does personalized financial support benefit a multigenerational workforce? 

Financial wellbeing is a universal concern, but the sources of stress—and the types of support people need—vary widely. Each generation faces distinct financial pressures. Gen Z workers are focused on paying off student debt and building savings. Millennials are juggling housing costs, childcare, and unexpected expenses. Gen X employees are turning their attention to retirement savings, while baby boomers may be navigating healthcare costs or weighing when to retire. Factors such as location, family structure, and education further shape these realities, making personalized support essential. 

Employers that offer customized financial coaching and integrated wellbeing programs can make a measurable difference. By helping employees build practical skills—budgeting, managing debt, saving for emergencies, and planning for the future—organizations strengthen both financial stability and overall mental health. When employees feel more confident and in control of their finances, they experience less stress, make better decisions, and bring greater focus and energy to their work.  

Building a financially resilient workforce 

Leaders can’t control the economy, but they can control how they respond to it. Financial stress is one of the most common—and most overlooked—barriers to employee engagement and performance. When people are worried about paying bills, managing debt, or covering family expenses, their focus and creativity suffer.  

Many organizations already invest in mental health and wellness programs, yet those efforts fall short if they ignore the financial realities that drive daily stress. True wellbeing requires a holistic approach that includes financial education, coaching, and resources to help employees build confidence and stability.  

Forward-looking companies are making financial wellness a core part of their culture. They view it not just as a benefit, but as a strategic investment in people and performance. Supporting financial resilience strengthens employee trust, enhances retention, and contributes directly to organizational success. 

Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.

The post Financial Stress at Work: The Hidden Threat to Productivity and Engagement appeared first on The Diversity Movement.

The Employee Engagement Handbook changes that. It distills years of research, hard data, and real-world case studies into a practical roadmap for building high-performing, future-ready teams. This playbook cuts through the noise and focuses on what actually works: inclusive leadership, psychological safety, and people-first strategies that drive employee success and business results.

Learn More & Order Your Copy

The post The Employee Engagement Handbook: A Leader’s Guide to People, Purpose, and Performance. appeared first on The Diversity Movement.

Every business aims for consistent growth, yet achieving that goal is difficult unless employees are encouraged to grow as much as market share. That’s why high-performing organizations don’t leave professional development to chance. Instead, it is a core business strategy.  

As research from McKinsey makes clear, “a culture of continuous learning” is a significant advantage in today’s uncertain economic environment. When employees build new skills and gain experience, they become more effective in their roles and more prepared for future leadership. This prepares the organization to scale more smoothly, meet shifting business needs, and stay ahead of competitors.   

One of the most effective ways to help employees grow is through mentorship. And, when leaders also act as sponsors, the result is an environment that promotes skill-building, innovation, and career growth. By supporting employees’ professional goals, leaders demonstrate that they care about their team’s success, creating a culture that attracts and retains top talent. 

The Role of an Effective and Involved Mentor 

Mentorship accelerates learning, and the individual’s growing expertise can help boost team performance and efficiency. Internal mentoring relationships improve collaboration and facilitate knowledge transfer—key ingredients for innovation and long-term organizational success. The most effective mentors also help people align their goals and values with their professional role, helping employees feel valued and making their work more meaningful. 

“Mentorship can be an effective tool for nurturing feelings of belonging and inclusion. Mentors are especially helpful in learning how to navigate workplaces where dimensions of one’s identity are currently or typically underrepresented,” says Jackie Ferguson, Vice President of Content, Products and Programming at The Diversity Movement, a Workplace Options company. 

Mentors help employees grow by providing perspective, encouragement, and guidance. Formal mentoring programs match individuals with experienced colleagues who can help clarify goals, provide feedback, and support skill development. These programs are particularly valuable for new hires, high-potential talent, and employees from underrepresented groups who may lack access to professional networks or role models. 

Informal mentoring relationships are equally powerful. Whether it’s a seasoned peer offering advice or a leader checking in periodically, informal mentors help employees feel seen, supported, and connected—within a specific organization or the general field. 

Early in his career, Dan Martin, founder and owner of Helios Marketing, was working an entry-level job in the marketing department of a large financial services firm, even though his degree was in journalism. A pivotal conversation with a senior executive convinced Martin to stick with marketing. 

“He asked me what I wanted to do with my career and then told me all the things he loved about marketing,” recalls Martin. “He was right about so many things, and that conversation was such an important launching point to where I am in my career today.” 

The Impact of Strategic Sponsorship 

Sponsors, by contrast, focus less on skills-building and more on career advancement. They use their organizational influence to advance the careers of high-performing employees, especially those from historically excluded or underrepresented groups. They recommend protégés for high-profile projects, open doors to executive visibility, and champion their advancement in decision-making spaces.   

Sponsorship helps close opportunity gaps, increases leadership diversity, and ensures that top talent is seen and supported across the organization. Companies that promote a culture of sponsorship see measurable gains in retention, advancement, and performance across all levels. 

Kai Weidie, Senior Vice President of Diversity, Equity, and Inclusion at Dentsu Media, says people should have both kinds of advisers—from inside and outside their organization—to gain a variety of perspectives.  

“Don’t be afraid of approaching mentors who are not like you. There is so much value in your personal advisory board being diverse and inclusive,” she says. “Your board can be people who are just mentors, and not sponsors, or just sponsors and not necessarily mentors. But they are all people who are invested in you.” 

How organizations can support mentorship opportunities 

When executive leaders support mentorship across the organization, they signal that career development is part of the culture. Learning becomes a shared expectation, not just an individual initiative. Even if the organization doesn’t have a formal mentorship program, leaders can serve as mentors themselves, or they can introduce their colleague to prospective advisers in their network.  

“When it comes to finding mentors, people often try to over-structure it,” says Trier Bryant, founder of TrierBryant.com, a consulting firm that advises organizations on strategies to improve workplace culture. “If I’ve reached out to you at least two times and you’ve given me advice, if we have been in conversation and I’ve come to you with questions, if we’re in dialogue—then you’re a mentor.” 

Both formal and informal mentorship matter. Whether it’s a seasoned colleague offering guidance or a cross-functional program connecting newer employees with leaders, mentoring supports internal mobility and strengthens organizational trust.   

To promote mentorship across your organization: 

1. Pick your approach. Decide whether your initiative will be formal (with matched pairs) or informal (with employees encouraged to find their own mentors). 

1. Identify your goals. What do you want to accomplish? Align your objectives with the company mission and employee needs. 

1. Create a framework. Draft guidelines for how to recruit and connect participants, how often to meet, and how to measure progress. 

1. Set expectations. Ensure mentors and mentees understand their responsibilities and how each will be held accountable—to each other in informal programs or to the program manager in formal settings. 

1. Provide support. Designate a liaison or program manager who can address concerns, answer questions, and keep the mentoring relationships on track. 

1. Share success stories. Share data and stories about positive outcomes to attract future participants and demonstrate the value of mentorship. 

Make Career Development a Shared Responsibility 

Creating a culture of continuous learning starts at the top. When senior leaders champion personal and professional growth, they send a powerful message: Career development is part of how we work, not something extra.  

Future business success depends on nurturing talent across generations, geographies, and identities. And that means helping people grow not just through projects and performance reviews, but through intentional relationships rooted in trust and advocacy.  

Our experts can give you the tools to communicate effectively, give better feedback, and create an inclusive environment where all workers feel a sense of belonging. Learn more about our Inclusive Leadership for People Managers workshop.  

Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.

The post How Mentorship and Sponsorship Drive Career Growth and Engagement appeared first on The Diversity Movement.

When these moments become routine, they can undermine well-being, performance, and engagement. And for many, the causes of stress extend beyond the office. Amid global disruptions, feeling safe and secure is increasingly difficult. 

Whether facing financial insecurity, threats to personal identity, or navigating global uncertainty, employees bring their whole selves to work. Stress is a constant presence, often ingrained in the culture of work. 

Global Anxiety, Local Impact

Across industries and regions, employees report higher levels of burnout, exhaustion, and disengagement. U.K. data shows 85% of workers experience job-related stress. In Latin America and South Asia, economic instability, high workloads, and limited access to mental health support amplify everyday pressures. In Western Europe, work-life balance remains a top concern, while in North America, younger professionals report feeling overextended and under-supported. In Canada, Germany, and India, stress levels are significantly higher among Gen Z and Millennials, who are navigating career development alongside broader societal challenges. 

Regardless of the source, when people are anxious, they are less likely to take creative risks, collaborate effectively, or remain engaged. Many employees are contending with personal and systemic challenges simultaneously. Rights that once felt secure—such as protections for LGBTQ+ individuals, reproductive autonomy, or access to healthcare—are under threat in many parts of the world. Institutions once viewed as stable are being tested. Every new crisis, policy change, or global conflict adds uncertainty to daily life. 

Dr. Kennette Thigpen Harris, Chief Clinical Officer at Workplace Options, explains:

Leaders and managers don’t need to have all the answers, especially in a political or economic landscape where variables are constantly shifting. What they do need, however, is to communicate clearly, acknowledge challenges, and articulate a shared path forward.

Build a Foundation of Resilience

Leaders sometimes hesitate to engage with employees’ emotional challenges, believing they are personal issues and beyond their scope. But workplace anxiety is a business issue. It affects decision-making, collaboration, and retention. Leaders who acknowledge this reality and make space for meaningful dialogue can help their teams navigate stress more effectively. Psychological safety can be cultivated through inclusive leadership, empathetic communication, and consistent follow-through. 

Leadership matters most during change and uncertainty. While some sources of anxiety may not directly impact a team’s day-to-day tasks, they can still create emotional strain. Leaders have an opportunity to nurture team cohesion, trust, and well-being by allowing space for employees to share their concerns before refocusing on the team’s tasks and business goals. 

Practical Strategies for Managers and People Leaders

Psychological safety is a shared responsibility, but it starts with leadership. Managers shape how stress is perceived, discussed, and addressed across the team. The decisions leaders make, such as how they respond to challenges, offer feedback, and acknowledge emotional cues, can either foster inclusion or leave employees feeling unseen.

1) Normalize Mental Health Conversations

Acknowledge mental health as a legitimate topic of discussion. When leaders acknowledge that anxiety and stress are part of the human experience, it encourages openness. Start team meetings with a quick well-being check or share how you manage stress. This does not require sharing overly personal details, but it does require authenticity. 

Leaders can also help employees recognize when anxiety is getting in the way of focus, collaboration, or performance. By holding space for emotions, without judgment or pressure to immediately resolve them, managers build trust and demonstrate that care and performance can coexist.

2) Clarify Priorities and Reduce Ambiguity

Ambiguity breeds anxiety. In fast-paced or crisis environments, priorities can shift quickly, leaving employees unsure about what matters most. Offer regular updates on team goals and individual expectations. Encourage employees to ask questions and clarify responsibilities. If priorities are changed unexpectedly, acknowledge the disruption and make space for employees to share their reactions. Collaborate on a plan to move forward and reinforce each person’s contribution to shared outcomes. 

Donald Thompson, co-founder of The Diversity Movement, a Workplace Options Company, reminds leaders,

It is your responsibility to navigate the uncertainty and keep winning. It’s up to you to help your team minimize distractions, focus on what can be accomplished today,and keep moving forward.

3) Offer Flexibility Where Possible

Flexibility is one of the most effective ways to reduce stress, especially for employees managing caregiving responsibilities, health challenges, or time zone differences. Where feasible, give employees autonomy in how and when they complete their work. Be clear about deliverables and timelines, but open to different approaches.  

Sustainable performance requires time to rest. Encourage teams to take breaks, use their leave, and disconnect outside of work hours. Unless it is truly urgent, avoid after-hours communication. Model these boundaries as a leader to show that rest is respected and valued.

4) Build a Culture of Recognition

Recognition helps employees feel seen and valued. Celebrate achievements both large and small. Ask team members how they would like to be recognized. Express appreciation in ways that are individually appropriate through public praise, written messages, or private conversations.  

Also, make sure to recognize when employees are demonstrating resilience. If you know a project was particularly challenging or an employee is persevering through their work tasks while also adjusting to a personal stressor, make sure they know you see their hard work and dedication.  

5) Strengthen Peer Support

Encourage team bonding and peer-to-peer mentoring. Consider rotating partners on projects to build new relationships or creating informal check-in groups. Employees often feel more comfortable confiding in peers before going to a manager. Peer support can be a powerful tool to reduce isolation and build emotional resilience within your team. 

Empowering Employees to Navigate Stress

While leaders play a central role in shaping culture, employees can take active steps to manage stress and support themselves and others in the workplace.

1) Identify the Source

Take time to reflect: What is causing your stress? Is it a demanding workload, a strained working relationship, or unclear direction? Naming the source helps you decide whether to adjust your approach, seek support, or set new boundaries.

2) Focus on What You Can Control

Global events, organizational changes, and team dynamics can feel overwhelming. Direct your energy toward areas where you can make an impact. Break large projects into smaller, manageable steps. Schedule short breaks to transition mentally from one task to the next. Remind yourself of your personal and professional goals. Reflecting on one or two small wins each day can contribute to a sense of progress.

3) Communicate Your Needs

When stress begins to interfere with your focus or well-being, it is important to express what you need, whether it is a moment to reset, help with priorities, or space to process emotions. If you need a short pause to regroup, you might say, “I need a few minutes to reset, and then I will return to my tasks.” 

When work demands feel unclear or overwhelming, use collaborative language to advocate for support: “To meet this deadline, I need help prioritizing these tasks,” or “Can we revisit expectations around this project?” Being direct and respectful builds mutual understanding and trust, helping you and your team stay aligned during stressful times.

4) Connect with Others

Isolation can intensify anxiety. Reach out to a trusted colleague to share how you feel. Chances are, you are not alone. Join an employee resource group or participate in a social committee to feel more connected to your workplace or organization. Even small moments of connection can provide emotional resilience to get through challenges.

5) Set Personal Boundaries

Define what balance looks like for you. This might mean logging off at a consistent time, turning off notifications outside work hours, or scheduling breaks throughout the day. Communicate your boundaries clearly and respectfully to ensure everyone on your team understands and can anticipate when to contact you.  

If your anxiety is coming from broader uncertainty, consider how personal boundaries can help. Set time limits on scrolling social media. Turn off breaking news alerts for apps. Giving yourself permission to disengage is not about ignoring current events but about protecting your mental health. Take time to engage in activities that calm you or bring you joy, like reading, connecting with loved ones, or spending time in nature.

6) Seek Professional Support

Seeking professional support does not have to wait until anxiety becomes overwhelming. Many organizations offer mental health resources, employee assistance programs (EAPs), or confidential counseling services. Counselors and therapists can help reduce your baseline stress, suggest coping strategies, and improve your overall sense of confidence and resilience. Do not wait until you feel unable to cope—you do not have to reach a breaking point to deserve support. That is not good for you, your loved ones, or your workplace. 

Creating Stability in Times of Uncertainty

The workplace can—and should—be a source of stability when everything else feels uncertain. Though workplace anxiety affects people across roles, industries, and geographies, with intentional leadership and empowered employees, it is possible to create environments where stress is acknowledged, addressed, and managed constructively – without stigma. 

Anxiety may be a natural response to today’s complex world, but it does not have to define the work experience. Through empathy, clear communication, and shared responsibility, organizations can build the kind of trust and support that employees need to thrive. 

In today’s workplace, psychological safety is no longer optional—it’s essential for delivering business results. Teams that feel safe to speak up, share ideas, and admit mistakes without fear of negative consequences drive innovation, collaboration, and productivity. Connect with the Center for Organizational Effectiveness to learn more about how we help organizations identify the key threats to team cohesion and provide the blueprint needed to create targeted, data-driven solutions that build sustainable workplace cultures.  

Andy DeRoin is a project manager for the Product and Innovation department at The Diversity Movement. They are a diversity and inclusion educator with a background in social work and a passion for long-term, diversity-oriented initiative development, advocacy, and strategic alignment with organizational goals. Connect with Andy on Linkedin.

The post Workplace Anxiety: The Hidden Risk Threatening Your Top Talent appeared first on The Diversity Movement.

However, outdated workplace processes are still creating unnecessary obstacles for neurodiverse employees, preventing organizations from hiring and retaining outstanding employees. Only by creating inclusive workplaces—where both neurodivergent and neurotypical employees thrive—can organizations take advantage of the creative power of neurodiverse teams. 

Consider the advantages of a team where everyone has different thinking styles and creative approaches. Born from a need to adapt to environments that don’t accommodate their unique needs, neurodivergent individuals are often creative, out-of-the box thinkers. They may be more likely to challenge antiquated procedures, spot problems, and highlight perceived weaknesses. Neurodivergent employees often make connections that others overlook, take alternative paths, and discover innovative solutions. 

“Leveraging nonlinear thinking is linked to greater innovation and better problem-solving. Organizations that embrace diversity and understand the transformational benefits leveraging neurodiverse approaches will empower employees to step forward and ask for needed accommodations,” says Jackie Ferguson, Vice President of Content, Programming, and Products at The Diversity Movement, a Workplace Options company. 

Accommodations for Neurodiversity Improve Team Success

In the U.S., E.U., Canada and Britain, organizations are legally required to provide reasonable accommodations for a disability or qualifying condition. “Reasonable accommodations” can also be considered “productivity enhancers” because they enable every employee to operate at maximum capacity. According to a survey from the Job Accommodations Network (JAN), more than half of adjustments (56%) cost nothing to implement, and when they require a financial investment, organizations find the benefits of workplace accommodations far outweigh the costs.  

Simple, cost-effective adjustments clear the way for better collaboration and fewer misunderstandings. For example, someone with ADHD might need an agenda before meetings or written assignments with clear project timelines. Someone with dyslexia may need supporting documentation before a meeting, so they have time to process the written information. An autistic employee might work better if they are allowed to wear noise-canceling headphones in the office. In fact, these performance enhancers could help any employee perform at their best.

Many employers discover that the accommodations they make for their neurodivergent employees improve workplace satisfaction and outcomes for all employees. In fact, some companies allow anyone to request an accommodation if it helps them be more productive. This policy reduces stigma and removes the burden from individual employees to ask for special resources and policies that benefit only them. 

Make Requesting Accommodations Easy

An organization’s policies and procedures can help ensure employees know that conversations about accommodations are welcome. HR should make the process clear and easy to navigate, communicating exactly how an accommodation can be requested. According to the report in Fortune, 60% of neurodivergent employees don’t know what accommodations they’re entitled to, and 49% don’t know who to talk to about requesting them. 

Talk About Your Accommodation Policy During Onboarding

While employers can’t ask about diagnoses or conditions, managers can make it a practice to ask every new employee what would help them be more productive. A manager might say, “We want to make sure your work environment is built for your success, and we want to ensure that you can do your best work here.” Hiring managers can also share examples of reasonable accommodations that are common at the organization and the process for requesting adjustments through HR.   

If an employee discloses that they are neurodivergent, discuss how any accommodations will align with the needs of the entire team. If possible, help them acclimate to the workplace by matching them with a mentor, sponsor, or job coach. If the job candidate or new hire has had previous negative experiences, they might not ask for accommodations until they’ve been working for a period of time. Leaders should ensure they have a conversation with every employee, show they are willing to listen, and keep the lines of communication open, even after onboarding. 

Encourage Transparent Conversations and Psychological Safety

Before employees will feel comfortable asking for workplace accommodations, the organization needs to have a culture of psychological safety. One survey of neurodiverse employees found 59% feared that revealing their diagnosis or asking for accommodations would lead to discrimination and ultimately hurt their career, for good reason. Of those employees who requested accommodations, nearly a third had their request denied and one in five were either demoted or fired. 

Organizations can counter bias and discrimination toward people with neurological differences —and generate psychological safety—through awareness efforts and company-wide learning. Promoting the advantages of neurodiversity helps break down outdated narratives and assumptions that see neurodivergence as abnormal or a disability. Seeing neurodiversity as a strength also makes it more likely that managers will provide the support to help workers succeed and thrive. 

Create a Comfortable Physical Environment

An organization’s physical space can send a powerful signal of inclusion. Rethinking the traditional office environment can accommodate a variety of sensory needs and working styles. For example, meeting rooms with dry erase boards accommodate visual thinkers. Quiet rooms with doors that close or unassigned offices that can be reserved benefit employees who need to focus, decompress, or recharge their social batteries between meetings. 

Small changes to lighting can improve concentration and focus for employees with sensory sensitivities or sensory processing disorder (SPD). For employees who are sensitive to the bright overhead lighting common across most workplaces, providing adjustable light settings, task lighting, and warm lighting fixtures can help create a more comfortable office environment.    

Communicate About Your Inclusive Culture

An organization can also demonstrate its inclusive and welcoming culture through its company website. Blog articles can describe engagement activities during Disability Pride Month, Autism Acceptance Month, or Neurodiversity Celebration Week. Many companies create these articles for in-house audiences, but external stakeholders are also interested in your inclusion initiatives. If your company has an employee resource group (ERG) for people with neurodiversity, promoting the group publicly demonstrates your commitment to inclusion.  

Targeting bias and building understanding are hallmarks of psychologically safe workplaces. In inclusive cultures, employees can express their authentic selves without fear of discrimination, share their diagnoses and ask for the accommodations they need. 

When neurodivergent employees feel safe to talk about their diagnosis, they report less stress and anxiety. They don’t have to mask their needs, and they can get the resources and support they need to perform their role. Creating a workplace culture that welcomes neurodiversity and promotes psychological safety helps leaders create personalized experiences for each individual and remove obstacles to success. This feedback loop of transparency and achievement leads to highly engaged employees and thriving companies. 

Ready to dig into more tips for working with and supporting neurodivergent colleagues? Check out our guide.

Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.

The post Beyond Accommodations: How to Build Workplaces Where Neurodivergent Employees Thrive appeared first on The Diversity Movement.

Ongoing training ensures staff have the necessary skills to stay productive–a necessary part of every job. However, it’s crucial to pay attention to more than short-term performance.  Professional development should also help employees build capabilities that will enhance performance over time and keep employees interested in their work. By actively encouraging staff to learn and grow, managers ensure employees stay engaged. And, by supporting employees’ professional goals, leaders demonstrate that they care about their team’s success, creating a culture that attracts and retains top talent.  

Professional Development is Good for Organizational Culture

The best leaders want their employees to grow professionally, ideally within the team or company. To ensure learning and growth get the attention they deserve, inclusive managers have regular career conversations with their direct reports. Asking employees about their professional goals, or career mapping, demonstrates a leader’s commitment to the future success of each person on their team. Career mapping also helps the leader and employee craft a structured, individualized path that considers their unique strengths, ambitions, and potential. Employees who are supported in their goals are more likely to develop strong ties to the organization, enhancing overall loyalty and feelings of belonging.

Professional development is proven to improve employee engagement and retention, while boosting an organization’s ability to recruit top talent. According to a survey from Better Buys, employees who were offered growth opportunities were 15% more engaged and had 34% higher retention rates. In addition, 92% of the respondents rated professional development as important or very important. A Gallup survey echoed those findings, reporting that nearly half of employees would switch jobs for more growth opportunities. 

A culture that embraces growth is highly attractive for job-seekers, increasing an organization’s likelihood of recruiting high-quality candidates. In the same Gallup survey, 65% of respondents said upskilling was an important factor when considering whether to accept a new job. Structured development programs also help organizations cultivate a pool of skilled professionals ready to step into leadership roles, ensuring continuity as the company scales.

By cultivating an environment where learning and progression are core values, companies prepare for the future while meeting the needs of the present. The focus on growth drives engagement, helping teams meet challenges with fresh ideas and renewed commitment. 

The Leader’s Role in Supporting Employee Growth

Supporting career development requires more than an annual conversation. True progress happens when leaders prioritize ongoing learning as part of every employee’s job description. Here are four ways leaders can create a workplace culture that values growth:

1. Hold Ongoing Career Mapping Conversations

Leaders should initiate regular career conversations with employees, ideally every quarter. These sessions should focus on employees’ goals, recent achievements, challenges, and opportunities for growth. Discussing goals routinely shows employees that the organization genuinely cares about their progress and is committed to supporting their ambitions.

In these conversations, leaders can help employees understand potential career paths within the company, highlight new skills to develop, and recommend stretch projects. When leaders provide this consistent feedback, it builds trust and clarity, making employees feel valued and motivated.

2. Make Professional Development a Priority

Busy schedules often push development conversations aside, but a leader’s dedication to professional development needs to be visible. Allocating time on the calendar for career-focused discussions shows employees that growth is valued at all levels. Managers can encourage their team to spend a designated portion of their work hours learning new skills or exploring certifications relevant to their roles.

Additionally, when leaders prioritize growth during performance reviews or team meetings, they signal that development isn’t an afterthought but an essential part of the company’s strategy. This also helps establish a norm, making personal development as integral to job performance as project deliverables or customer service.

3. Fund Certifications and Training

Financial support for professional development goes a long way in demonstrating a company’s commitment to employee growth. Covering the costs of certifications, classes, and industry conferences is a practical way to support employees’ ambitions. For instance, companies can offer reimbursement for online courses, professional certifications, or in-person workshops, allowing employees to gain knowledge without financial strain.

This investment yields significant returns. Not only do employees bring new skills back to their roles, but they also feel a stronger bond with their organization, knowing the company believes in their potential enough to invest in it.

4. Establish a Formal Mentorship Program

Mentorship programs create connections across the organization, giving employees access to experienced colleagues who can guide them through challenges and milestones. These relationships provide both career insights and networking opportunities, helping mentees learn from those who have navigated similar paths.

Formal mentorship also promotes an inclusive culture by making growth opportunities available to everyone, regardless of background. Employees are more likely to stay engaged and feel fulfilled when they know they have someone supporting their journey within the company.

Building a Sustainable Growth Culture

Creating a growth-oriented culture is an ongoing process that requires intention, commitment, and resources. When leaders actively support career development, they build an environment where employees feel valued, which ultimately strengthens the organization’s success. By adopting practices that emphasize career mapping, professional development, and mentorship, companies can position themselves as industry leaders with a loyal, skilled, and motivated workforce.

Prioritizing employee growth is more than a perk; it’s a powerful strategy that aligns individual ambitions with the company’s goals, fostering a shared commitment to progress. An organization that helps its people grow doesn’t just build careers — it builds a resilient, forward-thinking culture that can thrive in an ever-evolving world.

Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.

The post Create a Culture of Growth: Ongoing Learning Boosts Engagement and Skills appeared first on The Diversity Movement.

People typically hold an average of 12 different jobs during their working years, according to government data. Each of those departures can be a good experience or a negative one, influencing the individual’s attitude about their former employer and what they tell others about the company. Research shows that organizations benefit when they maintain connections with former employees, with roughly 15% of new hires coming from referrals or rehires. In addition, a cordial separation process prevents reputational damage and risk of backlash from vocal ex-employees.

Why maintaining strong connections helps organizations

No leader wants to lose a top performer, but remember, even the best companies have some turnover. In fact, if the employee is leaving for a better job and a higher salary, their departure signals that you have a vibrant, growth-oriented workplace culture. Maintaining connections with former workers allows organizations to extend their network and turn alumni into brand ambassadors. Below are three reasons inclusive offboarding is a best practice. 

1. Strengthens the brand – Treating former employees well can generate word-of-mouth goodwill, while the opposite is also true. As anyone familiar with Glassdoor reviews knows, an organization’s reputation influences their ability to recruit quality candidates. A positive offboarding process increases the chances that former employees will refer potential recruits or recommend prospective business clients. 
2. Sets the stage for rehires – Inclusive offboarding also increases the chance that former employees will want to rejoin the organization. These “boomerang” employees might be parents or caregivers who take employment breaks because of family duties, retirees who return as consultants, or alumni who have gained skills and experience elsewhere. Whatever the situation, organizations benefit when former employees are rehired, both in time saved in training and preservation of institutional knowledge. 
3. Maintains team engagement – Departures disrupt how a team functions, and an open position can mean increased workloads and greater stress to maintain productivity. Even the smoothest transitions require remaining employees to adjust to a new colleague. A positive offboarding process retains engagement through clear communication about priorities, expectations, and timelines to fill the open role. When leaders are respectful toward the former employee, there is a lower chance that they will make negative comments that could damage team morale.  

How to create an inclusive offboarding process

An inclusive offboarding process starts long before someone gives their two-week notice. Team leaders who make career conversations part of their ongoing management strategy have a clear understanding of their employees’ ambitions and goals. When an individual is ready for a bigger and better opportunity, it shouldn’t be a surprise to their manager. In fact, the leader should be helping them advance. 

An employee who feels psychologically safe will be confident that their manager will support them, whatever their reason for quitting. Once the decision is made, there are several facets to an inclusive offboarding process that benefits the departing employee and the organization they are leaving.

Exit interviews

Organizations can gain valuable insights from departing employees, particularly when it comes to institutional challenges or weaknesses. Exit interviews give people an opportunity to describe why they are leaving, what would have made them stay, and what changes they would make. Psychological safety is essential in exit interviews; otherwise, workers won’t be frank in their responses. Ideally, HR should lead the interview so the departing employee can speak freely. Exit interviews also allow organizations to show that they value the employee’s perspective and are interested in improving the experience of staff who remain. 

Clear communication

To prevent speculation that can damage psychological safety and workplace trust, leaders must communicate as transparently as possible with remaining employees. The person’s manager should inform their direct team in a group meeting, either in person or via video, before sharing the news with the entire company. Notice of the person’s departure and their last day of work can be emailed to the entire organization. While some personnel issues must obviously be private, management can set expectations about new workflows, additional training, and an anticipated timeline for a replacement.

Thoughtful transition

An inclusive offboarding process prioritizes succession planning and cross-training, setting the stage for continued productivity without overburdening remaining team members. To maintain continuity and preserve institutional knowledge, the departing worker should be given the opportunity to train their successor. If time or staffing constraints make that impossible, detailed documentation and how-to guides allow the rest of the team to fill any gaps. For highly technical jobs, some companies find it helpful to hire the former employee as a contractor, so they can answer questions and ensure a smooth transition. 

Sincere and public thanks

An employee’s departure is an opportunity for their manager and team to acknowledge their impact on the organization. Whether the recognition comes in a farewell memo or speech over cake, the occasion should demonstrate the team’s goodwill and desire to maintain connections. A warm and personal final impression generates positive feelings that will last long after the employee has left the organization.

Compassion is key during involuntary exits

When an employee chooses to leave, it’s easier for managers to create an amicable parting. However, it’s equally important to ensure involuntary exits are as smooth and respectful as possible. Treating workers respectfully from the start ensures that a termination, if necessary, feels more predictable and less adversarial. Showing fairness throughout the employee’s tenure — by giving clear feedback, notice of issues, and opportunities for improvement — can prevent misunderstandings that may lead to anger or confusion at the point of departure. 

Even when letting an employee go is the best decision for the organization, the process should be inclusive and compassionate. Key guidelines include conducting the conversation privately and in person, determining if security staff should be involved, ensuring the departing employee has access to their personal belongings, and making sure the individual has transportation home. Preserving the person’s dignity is the right thing to do, and it can help prevent an already challenging situation from escalating into workplace violence.   

Inclusive principles can also help organizations manage layoffs. Authentic communication, transparency, and ample mental health support can help both former and retained employees navigate the process. Before implementing layoffs, leaders should ensure that appropriate Employee Assistance Programs are in place, along with plans for severance packages, logistics, FAQ responses, and other means of support. Remember, involuntary separations should always be conducted with compassion, regardless of the reason for the termination. 

The offboarding process reflects an organization’s culture

It’s important to give an employee’s last few weeks at your organization as much care and thought as their first few weeks. Is there a process for turning in equipment and security badges? Will there be a farewell team lunch or cake in the breakroom? Do remaining colleagues have the information and training to take over any duties and responsibilities? 

Answering these questions and others requires taking a human-centered, personalized approach to every separation and creating a plan that works best for the individual and the business. Inclusive offboarding is the natural bookend to an organization’s inclusive onboarding process. Both occasions build and reinforce a company culture that respects and values individuals throughout the employee lifecycle–from their first day to their last. 

To learn how to cultivate an inclusive workplace, where strong relationships drive employee engagement and survive separations, sign up for the “Creating an Inclusive Workplace Workshop.” You’ll explore practical strategies and daily practices that serve as the catalyst for a workplace culture of clarity and respect.

Amber Keister is a Content Strategist at The Diversity Movement. She has spent more than 20 years as a journalist for publications throughout the South. Connect with her on Linkedin.

The post Inclusive Offboarding: Preserve Relationships Even After an Employee Quits appeared first on The Diversity Movement.

The post Leaders, to Boost Engagement, Help Employees Map Their Career Journey appeared first on The Diversity Movement.

Since 2021, associate turnover has been above 20% each year, with disproportionate numbers of associates of color departing. The American Bar Association notes that, of associates that leave their firm, 72% do so in the first 5 years. Of the main reasons cited, changes to a different type of job and unfavorable work quality standards were some of the most common.

The legal field needs a solution to its retention problem; inclusive leadership can help.

At their core, inclusive leaders build cohesive and productive teams through proven practices and behaviors. Inclusive leaders see a 17% increase in team performance, a 20% increase in decision-making quality, and a 29% increase in team collaboration. Inclusive leaders can also lower employee attrition risk by 76%. Given these statistics and the legal industry’s above-average turnover rate, inclusive leadership stands to be a powerful tool in any firm’s toolbelt. 

But internal teams aren’t the only ones that benefit; inclusive strategies also improve customer service and client satisfaction. Inclusive leaders solicit ideas and input from a diverse cross-section of employees, meaning the best ideas win. Gathering more diverse perspectives better serves diverse clientele. In fact, a team with one member who shares a client’s ethnicity is 152% more likely than another team to understand the client’s point of view. Given that a firm’s employee base is almost always less diverse than its customer base, soliciting a variety of perspectives is critical.

Below are five ways firm leaders can foster highly effective, productive teams.

1) Be a thoughtful communicator

In the fast-paced, client-facing world of law, it’s easier to communicate quickly rather than clearly. Emails get sent with fast fingers between depositions, and hurried calls are made to confirm deadlines and progress. Considering how your messages are coming across is often an afterthought.

However, strong communication might just be the most important prerequisite for high-performing teams. If you want to reap the benefits of inclusive leadership, you must be able to express yourself clearly and succinctly.

“There are numerous benefits to effective communication including better teamwork and enhanced collaboration” explains Sharon Delaney McCloud, Emmy-award winning journalist and Director of Corporate Communications at UNC Health. “Communication also helps prevent misunderstandings and resolve conflicts. When people communicate well, they are able to gain a holistic view of the problem, enabling long-term solutions, not just quick fixes.” 

Leaders can communicate better by slowing down and following the “5 Cs” of effective communication: clear, concise, complete, correct, and compassionate. Make sure you’re answering “who,” “what,” “when,” “where,” “why,” and “how,” while being mindful of your tone.

2) Foster collaboration

Different ways of thinking and approaching problems are what make diverse teams so effective. Without collaboration, the same voices are heard again and again, and innovation lags. As a leader, be sure to foster psychological safety, so everyone feels comfortable bringing their ideas to the table, even if they conflict with opinions from the group majority. To create a psychologically safe workplace, employees should know that mistakes are growth opportunities and that the team will tackle challenges together. Be sure to intentionally solicit input from a variety of people. For instance, ask your first-year associate, who’s been deep in document review, what they think is the key to the case. Or, bring your paralegals in to brainstorm how to minimize research inefficiencies. You never know whose idea will spark innovation.

3) Adopt a growth mindset

Having a growth mindset means cultivating an open-minded curiosity and viewing challenges as learning opportunities. For leaders, it means engaging in continuous self-improvement and also developing the talents of their staff. For an inclusive legal leader, intentional mentorship  demonstrates a growth mindset in action. 

Many young lawyers enter the workforce with little real-world experience. Law school covers all the foundations and theories, but it often fails to teach people how to be a lawyer. Developing a mentorship program for associates means cultivating better and brighter talent.

It also leads to greater retention. “[Mentorship] helps us recruit,” says Kerry Shad, partner at Smith Anderson, the largest law firm in Raleigh, N.C. “It absolutely helps us retain talent. There are talent wars going on, and you’ve got to find a way to distinguish your environment and show people that, ‘Stick with us, and you’ll become a great lawyer.’”

4) Be a reliable leader

The legal industry is volatile enough without reporting to an inconsistent leader. Last-minute settlements, rescheduled hearings, and impending deadlines make the field unpredictable and disorienting. The last thing new lawyers need is to report to an unreliable leader. 

“Few people enjoy unpredictability or walking into work, wondering, ‘What kind of mood is the boss in today?’” explains Greg Ng, CEO at consulting firm Brooks Bell, Inc. “In business, as in life, uncertainty breeds confusion.” 

Given the constant uncertainty associates already face, it’s important that their managing partners are a reliable source of facts and support. To be a reliable leader, be open and transparent about priorities, tasks, and status updates. Share challenges, as well as opportunities, and demonstrate a willingness to acknowledge missteps personally and within your team.

5) Aim for self-awareness

Law firms are traditionally hierarchical systems. As a leader, that means what you say and what you do carries tremendous weight. A self-aware leader is aware of the impact of their words and actions on others, which makes them a better leader. Being self-aware means slowing down to ask yourself, “How will what I say next come across to the team?” or “If I assign John but not Susie to the case, how will that be interpreted?” It means looking inward to find any biases or misconceptions that influence outcomes.

It also looks like leaning on trusted advisors and colleagues to point out any leadership flaws or ineffective approaches. It means taking a true look at the good, the bad, and the ugly, and becoming a better leader for it.

The legal field’s retention issues, characterized by high associate turnover and the loss of diverse talent, stem from its demanding nature and lack of clear career progression. Inclusive leadership emerges as a crucial remedy to this problem. By fostering inclusive practices, law firms can enhance team performance, improve decision-making, and significantly reduce attrition.

To realize these benefits, leaders should prioritize communication, collaboration, growth, reliability, and self-awareness. These strategies help create a supportive and innovative environment that ultimately drives the firm’s success. Embracing inclusive leadership is essential for cultivating a more equitable and effective profession.

For more on inclusive leadership and how it drives employee engagement in any industry, read The Diversity Movement’s new book,  The Inclusive Leadership Handbook: Balancing People and Performance for Sustainable Growth, by Kurt Merriweather, VP of Marketing, and Donald Thompson, CEO. TDM has also created LeaderView, a leadership assessment tool that uses cultural competency as a driver for improving whole team performance.

Kaela Sosa is co-founder and Manager, Curriculum and Programming at The Diversity Movement. Her expertise includes psychology, gender identity and sexual orientation and racial identities. Kaela has written and spoken about a range of topics: active allyship, the inclusive talent lifecycle, disability etiquette, LGBTQ+ inclusion and inclusive language. At The Diversity Movement, she leads the development and execution of learning programs, including digital learning, online courses, certificate programs and certification opportunities. Connect with or follow Kaela on Linkedin to learn more.

The post Attrition to Retention: Enhancing Law Firm Culture with Inclusive Leadership appeared first on The Diversity Movement.

Defined as “chronic workplace stress that has not been successfully managed,” burnout is a risk for roughly 82% of the global workforce, according to Mercer’s 2024 Global Talent Trends Report. Workforce burnout carries significant consequences, including high turnover. In fact, a recent Fortune report found that nearly 20% of U.S. workers think about quitting their job every day. And that’s not all.

Burned out employees are less effective and make more errors in their work. They are also more likely to miss work, disengage, and not give their all. A big cost of burnout comes from lower productivity when workers are not performing their best. Creativity, innovation, and collaboration all suffer when individuals are not engaged. Given the costs and consequences of burnout, it’s in every leader’s best interest to prevent and manage it.

What are the signs of burnout?

For leaders to effectively identify and address burnout, it’s helpful to understand common signs and symptoms. If an employee is burned out, they might:

• Feel tired or drained most of the time
• Take more sick time
• Have otherwise unexplained physical symptoms such as headaches or stomach pain
• Lack motivation and/or find it hard to start working
• Be uncharacteristically cynical or critical at work
• Express feeling like a failure or not gaining satisfaction from accomplishments
• Complain about changes to their diet or sleep patterns

Despite these common burnout signs, it may still be hard to recognize, especially since burned out employees can be withdrawn and hesitant to share their feelings. Some organizations conduct regular pulse surveys, going beyond an annual employee engagement survey to collect ongoing data year-round. This can be effective in high-trust cultures, but when psychological safety is low, employees may not be truthful on surveys. To address chronic stress and prevent burnout, it’s critical that leaders listen to their employees. Establishing strong relationships with your employees is paramount to soliciting honest and transparent feedback.

How to address burnout

Now that you understand the prevalence, signs, and effects of burnout, you’re likely wondering what you can do to prevent or cure it. There are seven key actions leaders can take to boost employee resilience and help them cope with stress.

1) Set realistic goals and regularly reassess.

Employee burnout is often caused by overwhelming workload and unclear priorities. Workers simply feel like there is too much on their plate and they don’t know how to manage it. In order to set your direct reports up for success, it’s important to set realistic goals and expectations. Stretch goals are okay from time to time, but if goals are always out of reach, employees are going to feel discouraged and stressed. More than just setting achievable goals, make sure to reassess. Sometimes a once feasible goal turns into an impossible feat given new priorities, unforeseen challenges, or resource constraints. Make sure to revise goals accordingly and communicate new expectations clearly.

2) Encourage folks to take time off and away from work.

So many of us take our work home with us, it’s important to carve out time to not think about work at all. When employees take their PTO, workplaces benefit. As a leader, it’s important to not only tell employees to take their PTO, but to model it. Employees learn the “unwritten rules” of the workplace by watching leadership. 

3) Allow flexible/hybrid work.

Research has shown that hybrid or remote options may be especially advantageous for women of color and other underrepresented groups who experience added pressures to code switch or appear a certain way at work. As much as your company allows, provide your direct reports the freedom to choose what work environment works best for them.

4) Prioritize relationship-building.

We already discussed the importance of building relationships between leaders and employees, but it’s equally as important for peers to build relationships within teams. When teams are cohesive and collaborative, employees are able to lean on each other. That means if Joe needs to take a half day to recharge, Sue will step in to cover him. And when Sue needs a sick day off, Joe will return the favor. Building strong teams means everyone is supporting each other. 

5) Ensure an environment of inclusion and belonging.

When people feel like they don’t belong, they are more likely to disengage. Inversely, when employees feel included on their team and in their company, they are more likely to contribute their best work. Everyone wants to feel like their voice is heard and their efforts make an impact. In order to create an inclusive workplace, make sure to implement equitable policies and practices, institute zero-tolerance policies for discrimination, and define clear career trajectories for all employees.

6) Encourage and model self-care.

While self-care can’t cure burnout, it can help employees cope with feelings of exhaustion or stress. As with taking PTO, it’s important to not only encourage self-care practices, but to model them. Maybe this looks like taking a walk during your lunch break or dedicating one Friday a month to professional development. Remember, self-care looks different for everyone. 

7) Provide external resources.

Sometimes, helping employees with burnout goes beyond your scope as a leader. In this case, be sure to share wellness resources with your team. If your company has an employee assistance program (EAP) or provides mental health benefits, be sure to remind folks how to access these offerings.

Burnout represents a significant threat to the modern workplace, affecting a vast majority of employees and resulting in lower productivity, creativity, and overall job satisfaction. Leaders must recognize burnout as not only a personal health issue but also a critical business concern that demands proactive and compassionate management. Addressing burnout effectively requires a multifaceted approach that focuses not just on the individual, but workplace causes of burnout. It requires consistent effort and attention from leadership. By prioritizing the well-being of their workforce, leaders not only enhance individual performance and satisfaction but also drive the overall success and resilience of their organizations.

For personalized help engaging your workforce, consider our robust organizational culture solutions. To learn more, contact us today.

Kaela Sosa is co-founder and Manager, Curriculum and Programming at The Diversity Movement. Her expertise includes psychology, gender identity and sexual orientation and racial identities. Kaela has written and spoken about a range of topics: active allyship, the inclusive talent lifecycle, disability etiquette, LGBTQ+ inclusion and inclusive language. At The Diversity Movement, she leads the development and execution of learning programs, including digital learning, online courses, certificate programs and certification opportunities. Connect with or follow Kaela on Linkedin to learn more.

The post Building Resilience: How Leaders Can Prevent Burnout and Fix Chronic Stress appeared first on The Diversity Movement.