nbn™ Australia

Sally Kincaid

Have you experienced that moment, enjoying a great meal and having a good time with friends or family, only for the conversation to take a turn and reveal differing views on sensitive social issues?

In the past, it was considered inappropriate to discuss politics or religion and these topics were given a wide berth to avoid conflicts and maintain positive relationships. However, times have changed, with social media providing both a platform where we are exposed to many opinions and perspectives on various topics and an opportunity for people to express opinions promoting or preventing issues through various forms of advocacy and activism. This heightened awareness can often result in positive changes.

With the merging of work and personal lives, hastened by COVID–19, it’s also becoming more common for employees to openly share many diverse opinions and perspectives in the online workplace. As HR professionals, we promote diversity of thought and inclusivity. We implement policies that give greater importance to diverse perspectives, create environments where everyone feels appreciated and contribute to equitable workplaces. But is that enough?

Employees tend to follow their own values and beliefs, including those of the organizations they work for. They choose to join and stay based on companies’ meaningful actions, not just what they say.

How can companies guide their employees through this sensitive terrain? Is it the prerogative of workplaces to make public statements on social issues beyond simply creating a safe space?

Alison Taylor, a clinical professor at the Stern School of Business at New York University, acknowledges that modern employees, particularly the younger generation, expect their employers to address social, political and environmental issues that are important to them publicly.

Taylor’s work explores the challenges companies face when deciding to comment on social, political, and environmental issues. Companies that engage in public discourse on these matters often find themselves in a continuous loop of making statements that may not align with their core organizational objectives, especially as issues evolve. Executives must attend to and be cognizant of how their choices can impact their employees and society and should consider this when making decisions.

"Engaging with employees who may hold unpopular political opinions or are members of diverse or marginalized groups can start from a place of awareness "

Some companies have taken this as an opportunity to reevaluate their approach to prioritizing and discussing issues internally and externally, ensuring their values and objectives are harmonious. Taylor recommends that companies integrate ethical considerations into their daily operations and encourage healthy discussion in the workplace. Instead of making public statements or providing tangible support for causes, she suggests companies can support their diverse workforce in pursuing their interests and gaining an understanding of social issues. Where most employees share a common cause, they can be encouraged to support it in their own distinct ways, offering their unique perspectives and preferred solutions.   

Diversity, equity and inclusion reference groups are a notable example of this, allowing employees to express themselves authentically and often with the support of allies who are needed even more now if the recent results from the 2024 Australian Workplace Equity Index (AWEI) survey are an indication. Disappointingly, the number of people who are out or open in their workplace regarding diverse sexual orientation or gender has declined, and whilst the survey does not attribute a reason for this, it would be easy to assume the nature of discourse is a contributing factor.

Engaging with employees who may hold unpopular political opinions or are members of diverse or marginalized groups can start from a place of awareness. Companies accepting of differences amongst their workforce are better positioned to foster employee well-being, satisfaction, and performance. This requires humility.

However, companies may need to forego seeking social praise that they might otherwise receive by taking popular public positions at the risk of negative employee sentiment or response. Just look at Rugby Australia.

In 2018, following the marriage equality referendum, the Australian rugby team, the Wallabies, made headlines by wearing rainbow jerseys to show their support for the LGBTQI+ community. This significant gesture reflected the ongoing discussions surrounding inclusivity and diversity within society, particularly in sports. While some players expressed their support for the initiative, it was later reported that the organization had failed to consult with the team before making the public act. This lack of consultation meant that the diverse cultural makeup of the players had been overlooked, with many of Pacific Islander descent known for their traditional Christian beliefs and values.

 This situation for Rugby Australia highlights the challenges of public positions, balancing personal beliefs, professional responsibilities, and societal expectations for any company.

Companies can create value by addressing significant social issues that achieve diversity, equity and inclusion outcomes. These issues require logical, evidence- and values-based approaches in decision-making, as well as being very focused and realistic about what their company can actually achieve and willing to ensure any public statements equate to action rather than corporate performative allyship. Companies that choose to participate in public discourse must act or are at risk of ‘blue washing.’

Employees nowadays have higher expectations from their employers regarding climate and social change. According to Deloitte’s 2022 Global Survey, 64 percent of the participants prefer to work for a company that creates value for shareholders, employees, and society as a whole.

As Taylor comments, when taking action to create value, it is important that the tensions and any potential trade-offs are evaluated and considered, including broader stakeholder impacts and alignment with corporate values. Employees are one of those stakeholders, and organizations can use the employees’ voices to assist in the process of informing employees of organizational priorities, values, and culture. Ultimately, the company makes choices that align with its core business objectives and values.

While participating in public debates may seem important, the best starting point is to focus on creating a safe and respectful organizational culture where critical thinking and respectful dialogue are valued. That requires a purpose-led culture with clear business objectives that all employees understand and align with. This welcomes diverse perspectives and experiences where employees feel supported, seen and empowered to contribute meaningfully to the company, creating positive social changes through allyship, purpose and a sense of belonging.

In turn, the company will thrive by continuing a strong narrative and taking meaningful action that is aligned with its purpose. This leads to better outcomes for all.

Disclaimer : Opinions expressed are solely my own and do not express the views or opinions of my employer/nbn.