Keep inclusion in your workplace culture
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HR leaders are still trying to figure out how to promote a culture of inclusion and belonging despite the backlash or removal of DEI infrastructure.
Jennifer Dulski, founder and CEO of Rising Team, has some solutions for them. She recently talked with HR Exchange Network. Discover how to keep employees engaged and feeling valued in this new reality:
HREN: Can you tell us about your background and expertise in diversity, equity and inclusion?
JD: I'm the founder and CEO of Rising Team. Before that, I led large teams at various tech organizations. I've experienced firsthand the challenges of managing teams in today's hybrid and distributed work environment, especially with the added complexities of the pandemic, economic challenges, and the recent dismantling of DEI programs at many companies.
HREN: What are the main challenges employees are facing in the current workplace environment?
JD: Employees are experiencing unprecedented levels of fear and uncertainty. This stems from multiple factors: ongoing restructurings, layoffs, the return-to-office debate, Gen Z entering the workforce, and pressure from AI to learn new skills quickly. In fact, 75% of managers report feeling more overwhelmed than ever before.
At our annual employee summit, we did an exercise called the "box of fears" where employees anonymously shared their concerns. Interestingly, many fears were about global issues rather than company-specific concerns, highlighting how external factors are affecting workplace anxiety.
HREN: How has the dismantling of DEI programs impacted the workplace?
JD: It's created more fear and conflict. The core purpose of DEI programs was to ensure all employees feel valued and safe, regardless of their background. Psychological safety is crucial for high-performing teams - this is well-established in scientific research.
Tim Clark identifies four stages of psychological safety, with inclusion safety being the first and most fundamental. Without this foundation, teams struggle to perform effectively. The dismantling of these programs has left many employees feeling vulnerable and unsupported.
HREN: What are some common misunderstandings about DEI programs?
JD: There's a significant misunderstanding about what DEI is meant to achieve. Some believe removing quotas means returning to merit-based judgments, but that misses the point. Many traditional DEI programs were ineffective because they focused on checking boxes rather than creating meaningful change.
At Stanford Business School where I teach, we focus on identifying objectives and ensuring employees feel safe, valued, and understood. The core objectives of DEI should be achieved regardless of the label used. Creating an environment where everyone can contribute their best work is simply good business.
HREN: How are companies maintaining DEI values despite the current climate?
JD: Companies are taking different approaches. Some are defying rules and standing by their values, sometimes seeing a boost in customer support as a result. Others are changing labels while continuing the work under different names. Many are finding ways to support DEI through tools and employee engagement efforts that focus on building connection and trust.
At Rising Team, we provide tools to help teams build intentional connection, which is essential for employee engagement and retention. These efforts should be part of standard company operations, not siloed in DEI programs, and they benefit all employees.
HREN: What common mistakes do managers make when trying to build inclusive teams?
JD: Two major mistakes: First, assuming everyone is like them and has the same preferences. Second, not making time to focus on their team. Intentional connection building involves asking team members about their preferences and dedicating even a small amount of time to understanding them.
Our software kits help teams build connection on various topics, leading to higher engagement scores and team effectiveness. This is crucial for both in-person and remote teams, as it helps create a safe haven for employees in an otherwise uncertain world.
HREN: How does AI factor into workplace inclusion and the future of work?
JD: AI creates both fear and opportunity. Many worry it will take jobs, but it can also be part of the solution. At our company, we conducted an AI bootcamp for all employees to learn how to use AI effectively.
AI can provide personalized advice and help leaders be better colleagues, making work safer and more inclusive. Companies should embrace AI to amplify human skills rather than replace them. AI can handle menial and repetitive tasks, freeing humans to focus on more complex, human-centric work.
HREN: What advice do you have for professionals adapting to AI in the workplace?
JD: Don't be afraid of AI - learn how to leverage it. Core skills remain important - engineers should still master coding, designers should understand design principles - but also learn to use AI tools to improve efficiency.
Product development is changing, with individual contributors becoming more capable due to AI. Everyone needs to adapt and learn new skills. The key is to use AI to enhance your human capabilities, not replace them. This approach, combined with intentional connection building, creates a workplace where everyone can thrive.
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