With Donald Trump’s reelection we are witnessing a shift in the political landscape. The implications for employee wellbeing strategies around the world are multifaceted and profound.
HR leaders around the world are currently struggling to navigate a rapidly changing environment where the rollbacks of gender-identity and diversity, equity and inclusion initiatives (DEI), as well as flexible working rights threaten the fundamental principles of empathy and support that are essential for a healthy work place.
Recent executive orders that aim to dismantle protections for marginalised groups not only represent a worrying regression in civil rights, but also ignite a wider discourse about the moral and ethics responsibilities of organizations in safeguarding employee well-being. We as industry leaders must rethink strategies, promote supportive workplace cultures and encourage resilience in the face of uncertainty.
The dangers of regressive policies on employee morale
The cancellation of DEI programs is explicitly intended to reinforce a binary gender view and reduce representation and support for LGBTQIA+ staff. This paradigm shift has tangible impacts on the mental and emotional wellbeing of those who are affected. Inadvertently, when organisations indicate that certain identities are not valued, it creates an environment in which employees may feel marginalised, unsafe and unsupported.
Meta Platforms Inc., McDonald’s and other prominent companies have already started to reverse their DEI initiatives. Meta Platforms Inc., for example, has announced that it will eliminate diversity programs related to hiring and training because of changes in “legal and policy environment”. McDonald’s, on the other hand, has stopped rewarding diversity goals.
Walmart also made headlines for reversing their DEI policies, no longer taking race or gender into account when awarding contracts to suppliers. This move drew harsh criticism from investors in a letter addressed to CEO Doug McMillon.
These companies’ internal resistance to DEI, and pressures from conservative groups illustrate the trend of retreating away from inclusive practices as a result of changing political currents. This causes us to reflect on what these actions mean for the thousands of employees that have fought for representation and recognition? Inclusion practices are directly linked to employee morale, engagement and retention. If these practices are removed, we run the risk of losing not only diverse talent, but also eroding our current workforce’s trust and loyalty.
Reassessing diversity in a changing climate
We must recognise that any retreat in diversity and equity is not an isolated issue. It is linked to larger cultural shifts and narratives. The U.S. Supreme Court decision in June 2023 to end affirmative actions in college admissions simplifies the argument by framing DEI as a divisive, inefficient approach.
We see a direct link between corporate behavior and politics when companies such as American Airlines change their DEI hiring policies due to legal challenges by conservative advocacy groups.
It is not true that DEI initiatives “are inefficient”. They are effective and they attract a larger talent pool. Diversity is the foundation of thriving workplaces. The diversity in backgrounds, experiences, and thoughts fuels innovation and creativity.
Before introducing policies that could impede progress, HR leaders need to consider what evidence is available from McKinsey BCG and Harvard Business Review.
Embracing resilience: the role of HR in uncertain times
HR leaders need to embrace resilience in order to cope with a hostile environment due political shifts. We should not avoid difficult conversations, but instead create forums to discuss the intersectionality between race, gender and mental health in the workplace.
Adopting an adaptable approach involves developing flexibility in your policies, reevaluating training programs and ensuring that robust support systems are available. We can empower our employees by building resilience into frameworks. This will allow them to face adversity and still feel valued and engaged. Employee mental health campaigns, as well as leadership training on diversity and inclusion can help create a shared vision between employees and management.
By encouraging staff to take part in mental health programs, celebrating diversity with organised events and recognizing the contributions of employees coming from different backgrounds, respect and camaraderie can be built within teams. Organisations can reduce feelings of alienation and isolation by fostering a feeling of belonging. This is especially important in turbulent political environments.
If this strategy fails, framing wellness initiatives as essential components for employee engagement and resilience can change the conversation. Instead of relegating mental wellbeing to an HR checkbox these initiatives should be weaved into the fabric the organisation. This will support not only individual resilience, but also overall productivity. Employees who see these resources as essential to their success are more likely engage, not only by seeking support but also as team members.
Safe Spaces for Mental Health
Employees may feel pressured to suppress their own needs as stigma increases. If workplaces do not provide safe spaces, the mental health crisis is only going to worsen. HR leaders are well-positioned to put a priority on privacy and anonymity.
Employees may feel even more reluctant to discuss mental health or inclusion as companies recalibrate their DEI policies in response to societal pressures and re-evaluate their DEI policy. The creation of anonymous reporting systems and mental health support channels will reduce barriers to help-seeking, as individuals can voice their concerns and gain access to resources. By actively removing the stigma surrounding mental health from the workplace, organizations can create a healthier, more productive and engaged environment.
A Wellbeing Strategy Under a Trump Presidency
HR leaders are in a position to lead us into this new, complex era. It is their responsibility to create a workplace that is inclusive, supportive and mentally healthy. This is more than a time to defend yourself; this is an opportunity for you to make a clear and transformative change.
Be firm on the narrative: Actively combat the rhetoric around DEI and mental illness. Promoting the idea that diversity can be a positive force in the workplace, enhancing innovation, creativity and resilience.
Improve Support Systems Invest in anonymous channels of support and mental health resources which resonate with your employees. Use technology that prioritizes discretion and essential services.
Encourage Open Dialogue : Create a culture which encourages conversations about mental health and diversity. Create safe spaces where employees can share their stories and challenges without fear of stigma.
Measure impact: Collect regular data on employee satisfaction and mental health. This data can be used to continuously refine policies and practices, showing that the organization is responsive to employees’ needs.
Commitment to Continuous Learning : Stay informed and flexible in light of changing political realities. Engage communities that are advocating for improved rights and support. Ensure organisational practices are aligned with the progress of society.
Although the challenges may appear daunting, HR leaders have a unique chance to promote inclusive practices and mental well-being as essential to organisational success. Together, we can create cultures that empower people, embrace diversity and prioritize mental health. This will pave the way for an inclusive, brighter future.
Our commitment to these principles will ultimately make a difference, not only for our employees but also for the society that we share. Reaffirm your commitment to creating a workplace where all employees feel valued and supported.
