Corporate and Geo-Political DEI Workforce Drain

Businesses around the globe are facing dynamic change. Change is driven by Social, Economic, Environmental, and Geo-Political influences. At the foundation of these forces are the people, the participants, actors, and players that Act – Do and Consume.

Their behavior in the workplace is often influenced by corporate culture, integration, and collaboration at all levels (The hive mind effect). These behaviors set the foundation for this important discussion on Cultural experience, transformation, diversification, and inclusion in an era of dynamic change.


Cultural transformation is more than just a phrase. It's a commitment to shifting a company's culture so that participants feel like they belong and can invest in the long-term success of an organization.


Photo: Redmind Studio


Before starting a transformation, it’s essential to understand what challenges you face from a cultural experience point of view and how your employees perceive the company’s cultural problems.


All too often, cultural transformations are organized and implemented from the top of a company, with minimum input from employees. The views held by CEOs and executives on what cultural challenges the company is up against could vary extensively compared to the viewpoints of the employees lower down the chain.


After 6 years of continuous transitions and various diversification efforts across corporate value chains. Organizations are feeling the wear and tear on their operations and staff. Staff is reacting to the changing environment and are in the midst of quiet quitting, or calling it quits, this is not simply due to remote work or the ability to work from any location on any device. They are feeling boxed in and worn out from Diversification Fatigue!


The essential factors for ongoing remote work, success involves ensuring everyone is informed with clear, timely, and consistent communications. This includes being clear on how people should communicate and for what purpose. The key to bringing your remote and in-person employees together is diversifying the way you communicate with them. It's about providing various ways of inviting your employees to connect.


On the other hand, resources at all levels, Staff, providers, participants, stakeholders, and an increasing number of contracted workers are frustrated with the isolation, constant state of reactive diversification, and transition initiatives from technology adoption to supply chain issues and accessibility. The workplace has become more complex due to technology!

Do you have ‘diversity fatigue’? People doing Diversification Equity and Inclusion (DEI)work often face frustration, isolation.


There is no question, this big DEI work is about fundamentally changing a lot of the structures we've built, and at the level of systems and structures, it's challenging. It's about getting together, talking it through, feeling supported, finding solutions, and then taking the next steps to move forward, it's not just a forum for discussion, but a forum for discussion that enables movement." DEI is often highly emotional work, carried out in many cases by people who are intimately familiar with the very barriers to equity and access they're working to remove. It's the kind of stuff that hits home and can be fairly personal, DEI initiatives are fairly new to most organizations and are forced to the front during the pandemic, as a result, this means that it has a steep learning curve, particularly around the fact that so much of this work is a long game., You're always at the beginning, in some ways, with little wins, employees feel like you're not getting anything done, and you can take it personally like I'm failing or I'm not doing enough.


Recent studies indicate that a growing number of women said they would turn down promotions to keep working from home. The hybrid workplace isn't going anywhere anytime soon.


We are seeing the signs in numerous areas of organizations where the workforce is resenting the siloed department model, the culture of middle management domain protection, the entitlement fueled by the pandemic, the realization that living to work is not the way forward and other things in life are more important, ...


Adding the effects of industrialization 4.0 to 6.0, ESG, Decarbonization, scope 1,2,3 compliance, automation, and digital diversification of the corporate landscape, the post-Covid corporate environment is more dynamic than before the pandemic. The new reality is comprised of physical operations equipped with the tools of information, analysis, and automation to drive performance at individual levels and capacity and as part of virtually connected teams.


Knowledge workers as an example; we define value in terms of days or weeks worked, this no longer makes sense. Employees demands are forcing employers to adopt new work patterns and behaviors for productivity, inclusion and collaboration.


With the hybrid workplace here to stay and a worrying number of people reporting feeling anxious and invisible to their colleagues, company leaders need to act. The trend will persist over the next years, and there will be a rise in the use of technology that facilitates better human decision-making as well as operational, digital, and industrial supply chains.


Let's work to Unlock flexibility for knowledge workers - one-size-fits-all employment no longer works.


Photo: Sebastian Pandelache


Technology, Corp Culture, and Workforce must be aligned for success.

The pandemic had a massive impact on Canadian workplaces as work-from-home became the norm in many industries. But as some employees return to the office while others stay hybrid or remote, employers have a new challenge: Keeping team members connected when they're working in different locations and different time zones!


Employers are turning to technology is an enabler to address numerous workforce issues and barriers. It is turning out to be problematic and at times a perceived constraint. As an example, during times of workforce uncertainty some organizations a turning to technology to monitor and enforce efficiencies.


If you’re reading this during work hours, there’s a chance your boss knows about it. The market for technology oversight and digital tools that enable managers to keep tabs on what workers are up to – is exploding.


News reports recount tales of healthcare workers being ranked "idle" for not typing while counseling drug patients, and hospice chaplains losing "productivity points" for spending too long with the bereaved or dying.


In the United States, 60% of employers with more than 200 workers now use "employee productivity monitoring technologies", according to market research firms.


Once loaded on your computer, these can track a dizzying array of data – keystrokes, how often you move your mouse if you are using messaging apps, your search queries, and the websites you visit. They can view your screen and record video from your webcam. Some technologies boast they can "record every second of an employee's screen activity". They then turn this into easily digestible data on a dashboard (for your manager), highlighting your active hours and “idle time”, awarding you a productivity score, and ranking you against your colleagues.


This may be happening without you even realizing it. Even if you are informed, it's done without your input. Too few mouse clicks? There may be a very good reason, but the software doesn't care.