As mental health challenges rise across workplaces, HR professionals are often the first line of defense. However, SHRM research found that 30% of HR professionals do not feel equipped to meet the mental health needs of employees. The need for informed, compassionate, and proactive mental support has never been greater.
Ad-hoc resources aren’t sufficient in a world where workplace stress is escalating. Organizations need comprehensive, strategic support systems in place.
Mental Health in the Workplace
According to a report by Workhuman, 40% of employees said their job negatively impacts their mental health, Moreover, SHRM’s Employee Mental Health in 2024 Research Series reported that 44% of employees feel burned out, 45% feel emotionally drained, and 51% feel “used up” by the end of the day.
These statistics highlight significant concerns for individuals and organizations. Employees who burn out are more likely to look for other jobs and are less likely to be productive. Furthermore, when nearly half of the workforce is struggling, it takes a tremendous toll on the organization. “Productivity dips, engagement declines, and even safety incidents can increase,” explained Kim Lisiak Fraleigh, director of leadership development at Indiana-based Lippert Components.
Failing to Connect I&D to Business Outcomes
Ambiguous statements or “checkbox” language that is not linked to business outcomes can diminish the value and importance of I&D work, according to Stovall.
Talking about I&D without connecting it to business outcomes, risks the work, “being seen as a separate initiative, a nice to have, rather than a core business strategy,” she said. “It also makes the work vulnerable during economic downturns and shifts in organizational priorities.”
In messaging, she recommends using narratives that illustrate how I&D work contributes to increasing revenue, reducing costs, and other ROI measures.
Separating I&D From Performance Management
Gregory Nance, head of people at Playworks, has been part of organizations where diversity felt performative rather than authentic, because it wasn’t linked to performance management.
“If it’s not built into goal setting, it doesn’t happen,” Nance said. “Building the work into goal setting places emphasis on the importance of diversity and when the C-suite makes it a priority, it gets done.”
Nance encourages leaders to ask themselves, “Why does diversity and inclusion matter to me?” Then, connect their values to their leadership style, understand why it is good for business and growth, include organizational I&D values in performance management, and develop a narrative that tells that story.
Relying on One-Way or Top-Dwon Communication
True diversity and inclusion only occur when leaders understand how people are experiencing the company culture, invite feedback, and take input seriously.
“We can’t make assumptions, if we do, we’re just guessing,” Nance said.
Nance urges leaders to build systems to capture employee voices and communicate to them that their voices have been heard and considered in decision-making.
“Following up earns your credibility,” he added. “If you don’t follow up, you’re doing more damage, and employees won’t talk to you anymore.”
3 Best Practices for Avoiding Communication Missteps
Successful diversity and inclusion communication is about authenticity, comprehensive understanding, and a genuine commitment to creating opportunities for all employees.
These three best practices can help your organization strengthen communication related to diversity initiatives.
1. Connect diversity efforts to business goals and objectives.
“Track and measure the impact of inclusion and diversity efforts on key business metrics (e.g., profitability, productivity, innovation),” Stovall said. “Use data and compelling narratives to illustrate the ROI.
2. Hold people accountable.
“Exiting people who do not buy into inclusion and diversity, no matter how well they perform, sends a clear message that the organization takes the work seriously rather than as a check-the-box initiative,” Nance said.
3. Establish accountability for everyone.
“Make inclusion relevant for everyone, including people who typically feel left out by connecting it to things everyone is accountable for, such as business outcomes, company values, etc.,” Stovall said.
Nance added, I&D work “is everyone’s responsibility. Too many people say it’s up to HR. It’s up to every employee to be a part of diversity, be responsible for understanding it, and ensure its success in the organization.”
Turning Comittment into Credibility
In today’s charged environment, how organizations communicate about diversity and inclusion matters more than ever. Missteps—whether through vague language, inconsistent leadership, or one-way messaging—can erode trust and derail progress. But with authenticity, accountability, and a clear connection to business goals, companies can reaffirm their commitments in ways that resonate deeply with employees and stakeholders alike.
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