API Employees

How Embracing Innovation Drives Inclusion for Asian American and Pacific Islander Employees

2024-05-29T18:26:07-04:00

As API Heritage Month comes to an end, here’s how you can continue to build belonging and offer growth opportunities for API employees all year round.

To help Asian American and Pacific Islander (API) employees move beyond the so-called “bamboo ceiling,” companies can build high-trust cultures that allow more employees to innovate and grow.

The theme for Asian American and Pacific Islander Heritage Month in 2024 is “Advancing Leadership Through Innovation” — a continuation of a series of topics focused on helping API employees break through the “bamboo ceiling” into leadership positions.

A 2023 survey form API Data found that Asian or Asian American employees are least likely to report having support to take on leadership opportunities at work. Native Hawaiian and Pacific Islander employees were the second least likely compared to other demographic groups. Asian American employees also drop in representation and promotions at senior levels, according to McKinsey.

What experiences can help API employees accelerate their careers? High levels of trust in combination with opportunities to innovate unlock new career paths.

In a market survey of 4,400 employees, Great Place To Work® found that Asian Americans were less likely to have a consistently positive experience at a typical U.S. workplace than if they worked at a high-trust workplace, like the companies that are Great Place To Work Certified™.

At Certified companies, 36% more Asian American employees said that people adapt quickly to change compared with a typical U.S. company. When asked if they feel that promotions are awarded fairly, 40% more Asian American employees at high-trust workplaces agreed.

At great workplaces, more Asian American employees have the psychological safety to take risks and the opportunities to learn new skills. Compared with typical workplaces, 39% more Asian American employees reported a psychologically and emotionally healthy work environment at great workplaces.

This results in more opportunities for Asian American employees to earn promotions into leadership positions.

ERGs offer access to innovation

The best companies create more opportunities for Asian American employees to participate in innovation and develop new skills through employee resource groups (ERGs).

Great Place To Work studied ERGs as part of The Great Transformation, a three-year research project to unlock the code on diversity, equity, inclusion & belonging. In a report titled “Untapped Energy: The Potential of ERGs,” Great Place To Work found that participants in these groups increased the likelihood employees had opportunities to innovate.

ERG members have an innovation velocity ratio — a measure of the number of innovating employees to non-innovating employees — of 10:2. That means for every 10 ERG participants feeling they are ready to innovate, try new things, and take risks, there are only two employees who report not experiencing such opportunities.

For non-ERG members at the same companies, the ratio drops to 6:2, which represents lower participation in innovation and slower overall agility for the organization.

“ERGs offer a platform for individuals to share and be appreciated for their unique perspectives,” says Aditya Bharadwaj, general counsel at Great Place To Work and leader of APIary, its employee resource group for API employees.

“Members who participate gain both the confidence to trust their opinions and the skills to communicate them effectively. Both outcomes naturally translate to increased opportunities in leadership roles and incredible value to the business.”

To take advantage of the highly engaged employees participating in ERGs, employers can look to these groups as talent development partners. ERG activities should have clear ties to business outcomes and ERG leaders should have measurable goals that help them build business acumen, as well as access to resources to help all group participants learn new skills.

Tips for leaders

Here are three ways for companies to help ensure API employees experience the opportunity to innovate and grow:

1. Celebrate people for trying new things — even when they don’t succeed

In high-trust workplaces, 34% more Asian American employees say that their leaders forgive human errors and mistakes compared to Asian American employees at typical U.S. workplaces. When leaders give employees the grace to recover from missteps, they can unlock growth and development.

2. Take a close look at recognition practices

Self-promotion can cut against cultural norms in the API community, and your API employees might struggle to get the recognition they deserve for their hard work.

In high-trust cultures, 86% of Asian American employees feel that managers show appreciation for employees that go above and beyond, compared to just 59% of Asian American employees at typical U.S. workplaces. When these employees feel recognized, they are more likely to give extra effort on the job.

Great Place To Work data shows that for employees of all backgrounds, when managers recognize good work and extra effort they are 22% more likely to report high levels of discretionary effort at their company.

3. Make sure everyone’s voice can be heard with both group and private listening sessions

Another cultural norm common in the API community is “saving face” — the deep value held in many Asian cultures around the importance of preserving prestige and social standing. In practice, this can mean that API employees might be reluctant to share feedback openly or share their opinion about issues in the workplace.

To ensure that you are hearing from all your API employees, make sure to offer multiple channels where they can share feedback, including in private or one-on-one settings. Proactively seek their input and make it clear how their contributions will be used to improve the workplace and the business.

High-trust workplaces also outperform the typical U.S. workplace in this arena. While 52% of Asian American employees at typical workplaces think their leaders authentically seek and respond to their feedback, that climbs to 85% at Certified companies.

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*Note: In this article, we share data about Asian American employees. Native Hawaiian and Pacific Islander data from our market study was also collected, but not reported due to the small sample size and high margin of error.

How To Help API Employees Advance Into Leadership Roles

2023-05-26T14:11:57-04:00

Asians and Pacific Islanders are well-represented in U.S. corporations overall, but not in leadership positions.

The theme for API Heritage Month this year is “advancing leaders through opportunity.”

For Asian and Pacific Islander workers, heavy representation in the corporate workforce hasn’t translated into higher numbers of API corporate leaders. McKinsey found API representation drops substantially the higher you rise in a company, with women experiencing the greatest decrease.

Here’s what companies can do to help API workers advance into leadership roles:

1. Increase representation

In a recent study by Momentive and AAPI Data, only 26% of Asian and Pacific Islander employees surveyed strongly agreed that “there are others like me in leadership positions at my workplace.” Only 26% strongly agreed they “have support to take on leadership opportunities at work.” For workers overall, including Black, Hispanic, and white employees, 41% said they had others “like me” in leadership positions and 43% reported having the support to take leadership roles.

When asked if they want to be “considered a leader at work,” only 29% of Asian and Pacific Islander employees strongly agree — not surprising, when you consider the lack of support for taking on leadership roles.

This gap in experience is especially pronounced for East and Southeast Asian employees. When McKinsey asked whether their company provides all employees with the mentorship and coaching they need to be successful, only 27% of East Asian employees and 32% of Southeast Asian employees agreed, compared to 44% for white employees.

Creating a culture of equity starts with support from the very top.

First, management must acknowledge the lack of representation for Asian and Pacific Islanders in leadership roles and have the courageous curiosity to delve into dismantling commonly held assumptions, such as the model minority myth. API employees themselves have diverse cultural, historical, and lived experiences, so leaders must commit to listening, and use both employee survey data and employee resource groups (or similar groups) to understand the individual needs of API employees.

Employees at Robert Half International created five employee network groups, including APEX (Asian Professionals for Excellence), and since their inception, more than 50% of their over 6,000 U.S. employees have participated in events sponsored by these groups.

“We’re providing guidance and expertise toward professional development, leadership, and innovation — and ultimately diversifying our pipeline of talent,” says Katherine Spencer Lee, chief administrative officer at Robert Half. “As a company, we’re committed to helping these organizations continue to thrive, and we encourage teams to get involved as a way to connect with the community and expand their networks.”

Merck’s API resource group — the Asia Pacific Association (APA) — actively promotes mentoring for its members, 50% of whom are women. Part of Merck’s efforts focus on connecting the next generation of API leaders with senior staff who also identify as API.

Being able to connect with leaders who share their background is highly valued by participants. One Merck employee and APA member shares:

“I think it’s great an API-specific mentoring program exists — getting direct, applicable guidance from Asian leaders at all levels from the organization helps everyone involved. My fear with general mentorship is the challenges that Asian employees face may not be faced by those from other backgrounds and may cause a disconnect.”

2. Push for fair pay and promotions

For workers at the typical U.S. workplace, API women are less likely to feel that pay and promotions are fair. On average, API women still only earn 80 cents for every dollar that white, non-Hispanic men make, with larger pay gaps for specific ethnic API subgroups.

In a market study of part- and full-time employees from July of 2022, only 46% of Asian and Pacific Islander women said promotions practices were fair and 50% reported fair pay.

In a study by Harvard Business Review and UKG, only 51% of employers surveyed stated that they have pay equity programs in place. The study also found differences in perception of fair pay, with API women experiencing the greatest gap: 40% of white male employees believe their organizations have succeeded in achieving pay equity for all employee groups, while only 25% of white women, 23% of Black or African American women, and 16% of API women agree.

Employers can make a big difference.

At great workplaces, API women are having a much-improved experience, with a 58% increase in API women reporting fair pay and a 93% increase in reporting their job has meaning, according to a survey of 1 million employees.

What accounts for the stark difference between a typical workplace and a great workplace?

Great workplaces communicate the full value of their compensation, support managers in being a part of pay policy rollouts, work to build pay transparency across their organizations, and connect employees’ work to purpose and a company mission.

3. Focus on well-being

Managers must learn about the specific challenges that API employees navigate outside the workplace.

As owner of Sweet Mango Therapy Group, Christine R. Melendres, LCSW, specializes in supporting high-achieving young professional API women who struggle with anxiety to find clarity and reclaim self-worth.

“Asian and Pacific Islander communities have suffered great distress,” Melendres says. “They have been a target of a rise in racism and discrimination since the beginning of the COVID-19 pandemic. Because of overt racism and microaggressions, these incidents have had a notable effect on the Asian and Pacific Islander community’s mental health.”

One of the factors harming the well-being of API employees is a missing sense of belonging — and not just at work.

Four in five Asian and Pacific Islanders “don’t feel they truly belong in the United States” per a national survey of more than 5,000 U.S. residents. This insecurity has been underscored by violent mass shootings, such as the attack during the Lunar New Year in Monterey Park, California.

“Belonging in the workplace is an employee’s sense that their uniqueness is accepted and even treasured by their organization and colleagues,” says Tony Bond, chief diversity and innovation officer at Great Place To Work®. “Belonging is an accumulation of day-to-day experiences that enables a person to feel safe and bring their full, unique self to work.”

Identity and background are essential context for understanding the barriers employees face in the workplace.

Research from Great Place To Work found that young API mothers are 33% more susceptible to experiencing burnout compared to their white, male colleagues. The gap increases even further when workers are hourly versus salaried, revealing how different factors can combine to create worse outcomes for employees.

The solution? Be flexible and meet the individual employee where they are.

When managers acknowledge the current and generational trauma API employees and their families experience, they create psychological safety, one of the essential building blocks of trust in the workplace. One example of how to do this is to create culturally relevant spaces within the workplace for sharing stories and experience of API employees.

At Great Place To Work, an employee resource group called APIary offers a safe space for participants to explore and redefine the narratives that shape their experience in the workplace.

“As an executive leader in the business, I know first-hand this is crucial for developing leaders to reach their full potential at Great Place To Work,” says Erika Koh, EVP, global licensing and development and the executive co-sponsor of APIary.

“APIary members were given the autonomy to identify a gap in our current professional development programming and to bring in a licensed psychotherapist with similar lived experiences as an external resource, creating a space that helped the members to recontextualize the generational trauma into resiliency and promoting attention to self-care. The resulting focus on a thriving mindset strengthens them as a community and as individuals within and beyond the workplace.”

Addressing the opportunity gap

Great workplaces ensure that current and prospective employees — not just those within the API community — have full access to the pathways that lead to development, recognition, and promotion. When leaders understand how to support well-being, address the lack of representation in all levels of the organization, and close the API pay gap, API employees will have the conditions necessary to develop into the future leaders every business will need.

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Honor Native American Employees During Native American Heritage Month

2022-11-16T09:39:51-05:00

For most of us, Thanksgiving is celebrated with family, friends, and a table full of food. For many, it’s a time to reflect and give thanks. For some, it’s about belonging.

Sadly, company culture diversity and inclusion efforts are falling short for our American Indian and Alaska Native (AIAN) peers.

Native American employees & belonging in the workplace

While other marginalized groups are gaining representation in the workforce, the AIAN population remains underrepresented. According to the Bureau of Labor Statistics (BLS), the unemployment rate for Native Americans tends to be roughly double the rate among the total population. Between 2013 and 2019, American Indian and Alaska Native employees experienced 2x less growth in workforce representation than all other ethnic minority groups.

As a result, many Indigenous employees do not feel a strong sense of belonging in the workplace.

What does it mean to belong in the workplace?
In the context of the workplace, belonging is the accumulation of day-to-day experiences that enables people to feel safe and bring their full, unique selves into their work.

When diversity, equity, and inclusion thrive, people feel their unique perspectives and lived experiences are recognized, accepted, and embraced. In other words, they feel like they belong.

We at Great Place To Work® studied employee survey data to understand how Indigenous peoples are experiencing their workplaces.

We analyzed 526,368 survey responses where employees rated their experiences of 60+ workplace experiences including equitable treatment, effective leaders, social support, and feeling involved in decisions. We also measure the degree to which employees feel a sense of belonging at work, as measured through factors such as whether employees feel that:

They can be themselves at work
They are psychologically safe
Management shows interest in their well-being, not just as an employee

카지노 커뮤니티 랭킹 research on belonging reveals that employees experience a greater sense of inclusion and belonging with an increase in managerial level. As employees gain more responsibility and status, they feel more accepted.

This is true for every minority group, except AIAN or Indigenous employees. In fact, a sense of belonging decreases for Native American and Alaska Native employees as they move up in the organization. What’s more, American Indians and Alaska Natives report the lowest levels of belonging at each level.

Compared to White employees, Indigenous employees feel a weaker sense of belonging:

3x less belonging at the individual contributor level
5x less belonging at the frontline manager level
9x less belonging at mid-level manager level
7x less belonging at the executive level

Why AIAN employees struggle with belonging

People feel a sense of belonging when they find similarities with others. When a person feels different from their peers, their sense of belonging is weakened.

“Belonging…takes shape on the grounds of shared experiences,” according to Marianna Pogosyan, Ph.D., a lecturer in cultural psychology at the University of Amsterdam who specializes in the psychology of cross-cultural transitions.

Finding colleagues with shared experiences is exceptionally difficult for Indigenous peoples. Like all groups of people, Indigenous peoples lead multidimensional lives. Many factors play a role in their lived experiences, including (but not limited to) their tribal affiliation, their connection to community, and their cultural identity and knowledge.

Creating a safe space for diverse cultures and religions is one way to foster a sense of belonging in your workplace. You could do this by giving employees time off for their holidays or celebrate cultural awareness months, like Native American Heritage Month.

What is Native American Heritage Month?

Since 1990, the month of November has been declared National Native American Heritage Month. According to the National Congress of American Indians, this is a “time to celebrate rich and diverse cultures, traditions, and histories and to acknowledge the important contributions of Native people.” 2022’s theme is, “Resilient and Enduring: We Are Native People.”

According to the U.S. Department of Interior, for almost one hundred years, there was a push to have the nation permanently designate “a special place on the calendar to honor the contributions, achievements, sacrifices, and cultural and historical legacy of the original inhabitants of what is now the United States and their descendants: the American Indian and Alaska Native people.”

Celebrate cultural events such as Native American Heritage Month

Employers can use Native American Heritage Month as a time to encourage employees to:

Learn more about tribes
Raise awareness about the unique challenges Indigenous people have faced both historically and in the present
Discover how tribal citizens have worked to conquer these challenges

The National Park Services encourages people to join the conversation on social media by using #IndigenousHeritageMonth or #NativeAmericanHeritageMonth “Explore the stories in honor of Native American Heritage Month, but also find resources to learn about Indigenous history and heritage in national parks year-round,” says the National Parks Services.

Celebrating Native American Heritage Month is just one way to honor your AIAN workforce. But asking them how they’d like to be honored matters, too.

Video: Brett Bucktooth, supplier diversity manager at Ongweoweh Corp explains how supporting Native American communities is a big source of workplace pride for him.

Too often, leaders try to improve the experience for employees from a marginalized group, but neglect to engage that group until after choosing and implementing a solution. A more thoughtful approach to improving Indigenous employees’ workplace experience starts with questions, rather than answers.

“Focus on making space and taking time to listen to the voices of Indigenous employees,” says Tony Bond, EVP & chief innovation officer at Great Place To Work. “Unless you are a member of the marginalized group, it’s almost impossible to know what it’s like to be in their world. Resist the temptation to fix things and instead listen to their stories.”

4 Ways to support Native Americans in the workplace

카지노 커뮤니티 랭킹 Certified™ workplaces offer great examples of how to support Native Americans in the workplace and community:

1. Career summits targeting AIAN graduates

In 2021, Dow hosted its 15th annual BEST Symposium, which is primarily intended to introduce Black, Hispanic, and Native American U.S. doctoral and postdoctoral scientists to the wide range of rewarding careers in industrial research and the many opportunities at Dow.

The program is now led almost exclusively by former BEST participants who are now Dow employees, looking to give back to the program. In 2021, 28 candidates attended the BEST Symposium, and Dow extended 16 full-time offers with 13 acceptances — the highest number of BEST hires in a single season.

2. Free skills and learning workshops for community groups

Micron Technology hosts free, virtual Tech Camps where Micron team members teach more than 400 students across the U.S. about semiconductors. Dozens of campers were from vulnerable, underserved communities.

“We worked with groups that serve underprivileged children, Native American tribes in Idaho, the refugee community and groups such as Techbridge Girls,” says Dee Mooney, Micron Technology Foundation executive director. “We mailed laptops to children who didn’t have them, and then met with them virtually to be sure the machines were set up properly.”

3. Financial literacy and wellness programs

Discover Financial Services supports the First Nations Development Institute to help Native Americans with the basics of financial management, financial markets, and financial instruments for borrowing and saving to create brighter financial futures for themselves and their families.

With Discover’s support of financial wellness programs, First Nations Development Institute provided webinars, virtual training and workshops on topics including: Financial Skills for Families, Fraud Awareness, COVID-19 Scams, The Coronavirus in Indian Country, and Building Native Communities.

4. Start a Native American Employee Resource Group (ERG)

Employee Resource Groups (ERGs) are voluntary, employee-led groups that have the goal of creating a diverse, inclusive workplace at their organization. Typically, they are led and participated in by employees who share a characteristic (gender, ethnicity, religious affiliation, lifestyle, or interest).

Examples of Native American Employee Resource Groups

Some of our Certified workplaces have active ERGs for — and by — Indigenous employees:

Visa Inc. has a Native American ERG, in addition to 10 other ERGs. Every month, Visa hosts an Ice Cream Social in a different location across the U.S., in partnership with the Return to Office team, and Visa’s ERGs.

All ERGs participate at the Ice Cream Social as a way to foster inclusion and belonging, and build awareness among employees and senior leadership. ERG leaders set up booths, encourage employees to learn more about each of the ERGs, and employees can sign-up to become a member.

Synchrony Financial’s culture is driven by bringing honest conversations to the forefront and making sure everyone’s voices and ideas are heard. Currently, 60% of its workforce (more than 10,000 employees) belong to one of eight Diversity Networks+, including the Native American Network+, which helps the company lean into conversations with employees around race, social injustice, politics, and more — driving awareness and education across its organization.

In 2021, Adobe Systems Incorporated launched the Indigenousemployee network, which focuses on enabling, empowering, and connecting Indigenous people and allies around the world. Spanning three continents, the Indigenous/First Nation ERG amplifies issues that are important to the community, educates allies, and spotlights employee stories.

Create a working environment where employees feel like they belong

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Asian American Employee Well-being Hinges on Psychological Safety & Workplace Flexibility

2022-05-09T11:45:57-04:00

Three ways leaders can create the conditions for an inclusive work environment that helps API employees thrive.

Early in the pandemic, I received a racially targeted slur in response to a promotional email I sent to Great Place To Work® email subscribers. My name and photo signed the bottom of the email.

Then there was an incident at the beginning of 2021. It was a few weeks before my first day back from parental leave. A friend shared with me that while on a walk with her 9-year-old son in their town, her son was verbally assaulted with racial epithets by a man who had been pumping gas in his car.

Three months later, on March 16, six women of Asian descent were gunned down across three Atlanta spas.

When I learned about this in the news, I was in a state of shock. Then, I was deeply saddened for the families – especially the young children these women left behind.

Reflecting back, the first half of 2021 was one of the most difficult times for me – both mentally and emotionally – as an Asian-American working mother. My sense of belonging and well-being suffered. And my anxieties bled into the workplace.

Joint research by Great Place To Work and Johns Hopkins University finds that there are five key factors involved in employee well-being. Many of these factors are relational and communal. When employees feel isolated or excluded, their well-being suffers.

Leaders who create trusting, respectful and inclusive environments for Asian and Pacific Islander employees can create greater belonging and ensure well-being is protected.

Three actions can enhance the well-being of Asian and Pacific Islander employees at your organization:

1. Set and maintain the conditions for psychological safety with executive support

Stop AAPI Hate, a national advocacy organization, reported that between 2020 and 2021, Asian hate incidents across the U.S. climbed – and they continue to rise today.

Anti-Asian hate crimes make Asian employees feel insecure about their sense of belonging in the world and in the workplace – just as my experience did in 2021.

Leaders have a duty to protect employees against racism in the workplace and rebuild psychological safety.

When I spoke to Brandon Shindo, licensed clinical social worker, psychotherapist and co-founder of K&B Therapy, Inc., he shared that, “humans are created to be social beings. Social interaction and belonging are not just luxuries, but rather they are a necessity in order to promote one’s mental and physical well-being.”

In the wake of the Stop AAPI Hate movement and with the support of our CEO and executive leaders at Great Place To Work, a group of employees came together to address the impacts of anti-Asian hate on employee psychological safety and well-being.

Members across our organization created an Employee Resource Group (ERG) dedicated to the professional fulfillment and empowerment of API (Asian and Pacific Islander) employees at Great Place To Work, complete with a charter, operating budget and executive sponsorship.

Great Place To Work’s API ERG serves both employees and the broader AAPI community, deepening our connection with each other and building stronger feelings of belonging.

Giving ERGs clear and meaningful leadership support sends a powerful message to employees that says, “I see you and I stand by you.” This support is essential for supporting psychological safety among API employees, in turn strengthening a sense of belonging in the workplace.

2. Use employee survey data to dig deeper and understand how intersectionality impacts your employee experience

Focusing on Asian employees is not enough. Focusing on women is not enough.

To truly understand the API employee experience is to know how different identities layer one another to create unique circumstances that leaders need to recognize.

A Center for American Progress analysis of essential industries and occupations found that an estimated 27% of employed API women are essential workers, with 5.4% employed as registered nurses.

Based on our research of large Great Place To Work-Certified™ organizations in 2021–2022, only in the Health Care sector say it’s a psychologically and emotionally healthy workplace, compared to 80 percent of salaried workers.

“Asian women have endured some of the harshest economic effects of this crisis, including shuttered businesses, significant job losses, increased caregiving responsibilities, and much more,”

Another dire data point: Asian American, Native Hawaiian and Pacific Islander Women’s Equal Pay Day was May 3^rd. This is how far into the following year API women must work to earn what white men earned in a given year.

And API women earn on average 15 cents less.

And most alarmingly, a recent well-being study from UCLA finds that about 21% of AAPI LGBTQ adults had received a diagnosis of depression compared to only 7% of cisgender, heterosexual API adults.

This suggests that broad approaches to diversity, equity, inclusion & belonging (DEIB), which must make big generalizations, will leave many employees feeling unheard.

So instead of analyzing the experience of API employees as a group, break it down by race/ethnicity, then further slice it by other demographics such as gender, birth date, managerial level, caregiving responsibilities and pay type to get the full picture of your employee experience.

Great Place To Work’s employee survey and analysis tool lets you measure intersectionality by all these aspects and more.

3. Create inclusive return to work policies

The pandemic provided an opportunity for organizations to completely transform the way they approach where work should be performed. Leaders and companies who are looking to create a For All™ experience need to continue to provide not only hybrid, but also workplace flexibility.

And not through a one-size-fits all model. By creating inclusive and flexible work policies, you’re signifying personal support – one of the 5 dimensions of employee well-being.

In the same research of large Great Place To Work-Certified organizations, we heard from over 45,000 employees who identified as Asian* at over 275 companies in the U.S. Of these employees, nearly 3 in 4 are caregivers for children and elders.

Through another study, we found that young mothers who are Asian are 33% more susceptible to experiencing burnout than their White, male counterpoints.

Considering the unique circumstances that employees face – such as caregiving duties and burnout – is key to workplace well-being.

I am extremely grateful to work at an organization with leaders who trust employees to get work done, regardless of location. As a people manager, I am also witness to how creating the conditions of psychological and emotional safety allows teams to band together.

Leaders who embrace flexibility help other members when their child gets sick, when they need to relocate to a new city for future stability or when the everyday stressors of the pandemic requires time to be out of the office to recoup, even amidst a busy work plate.

By focusing on all three of these key elements, leaders can develop high levels of well-being for their teams. They are also three times more likely to have employees, no matter who they are, or what they do for the organization, stay and flourish. Employees – and their organizations – stand to benefit.

I’ve been encouraged by our leadership at Great Place To Work to prioritize well-being in whatever form is most meaningful. I have been able to secure therapy resources to help me cope with the challenges of being a new, working mom during the pandemic.

“Knowing that such mental health resources exist also contribute to the development of healthy workplace cultures,” says Brandon.

“A culture that embraces compassion and treating employees like people positively impacts productivity and staff-retention.”

Create the conditions for a thriving workplace culture

Reach out to us about how we can help you track and measure the five dimensions of well-being and your DEIB efforts with our employee experience survey.

*Due to the relatively small incidence rate of Native Hawaiians and Pacific Islanders (NHPI) in the population, our survey responses do not adequately provide a representative sample the NHPI community, further making their lived experiences invisible.

Facilitating Discussions on Race in the Workplace: A 3-Step Framework

2021-05-26T18:46:30-04:00

How to begin talking about race with your employees