Creating Cultural Wellbeing in the Workplace: the risks and rewards
Those who frequently experience racism are almost five times more likely to have poor mental health and 2.5 times more likely to experience poor physical health.(1)
Please note: we’ve also written blogs on how to create Cultural Safety in the workplace focussed on organisational systems and policies, Interpersonal Cultural Appreciation, the impact of Cultural Identity on Wellbeing, and Belonging and the importance of Language. The common core of wellbeing for all minority groups is a helpful guide to creating psychologically safe and psychosocially safe workplaces.
The Current State of Wellbeing in Australia
Nearly 1/2 the Australian population is expected to experience poor mental health in their lifetime, with 20% experiencing mental illness at any one time.(2) With career wellbeing pivotal to whole-of-life wellbeing, workplace experiences are worthy of closer scrutiny.(3) Currently, two thirds of Australian workers are experiencing burnout, with women more impacted than men and wellbeing and belonging on the decline for minority groups. (4, 5)
The Common Causes of Reduced Cultural Wellbeing at Work
Cultural Minorities and First Nations People in Australia experience a range of every day events, as well as more significant and severe experiences which include the following:
lower degrees of organisational justice;
reduced reward and recognition;
increased likelihood and higher degrees of harmful behaviours and trauma.(5, 6)
As these are covered under the new psychosocial hazards and Respect @ Work legislation, in addition to existing Anti-Discrimination laws, employers are carrying a degree of risk if they fail to proactively identify and mitigate hazards.
The Link between Workplace Experiences and Wellbeing
It’s by no means surprising the experiences outlined above would have a detrimental impact on wellbeing. Nor is it surprising, the frequency and severity of events, would magnify their impact and increase the potential for burnout.
Intersectionality places minority groups at greater risk of reduced wellbeing, with women and carers particularly at risk, due to the “triple jeopardy” effect.(5,7) Triple Jeopardy is the impact of three intersecting elements of a person’s identity, which cumulatively exacerbate their workplace experiences. For example, gender, culture and carer’s responsibilities are a common combination which have a significant impact on personal and professional wellbeing.
Personal Pressure to Conform
Cultural minorities don’t just experience stress and strain from the way others treat them, they also experience reduced wellbeing and belonging as result of the impact of masking, or code switching.(8)
What is Code Switching?
People ‘code switch’ when they believe they need to adapt their style to behave in ways that are more similar to the majority or acceptable to the norm. This makes code switching very common for cultural minorities.(8)
As a caucasian woman from a male dominated industry, over the years I’ve found myself tweaking my behaviour, swinging back and forth like a pendulum, to be more or less assertive (or caring), largely based on the latest feedback provided. Sometimes offered with positive intentions, it was at best a confusing and contradictory experience, and at worst, a most damaging one. Over time it impacted my confidence, efficacy and eventually sense of self.
As the Cultural Work styles diagram below demonstrates, individuals experience discomfort when materially code switching across a variety of interpersonal and intercultural dimensions. As you’d expect, the need to code switch reduces your ability to have authentic connections with others, and over time, has a cumulative impact on your wellbeing and belonging.(9)
Source: Travers-Wolf adapted from Meyer
Dr Phoebe Lau, is particularly interested in the impact code switching has on Leaders. Her concerns are supported by recent research, which confirms minority leaders experience greater degrees of burnout than even women. The impact is magnified for younger leaders, who are typically focussed on breaking into, or climbing the leadership ranks and have not yet ‘cracked the code’.(10, 8)
Source: DDI
How do we overcome the code switching burden primarily placed on minority groups?
As someone who has facilitated hundreds of communication styles conversations with teams, I can attest to the importance of ‘meeting people where they are at’. Essentially it’s like relationship counselling in a professional context. Both parties ‘flex’ or adapt their natural style to meet each other half way. This has the desirable effect of sharing the burden.
As you can see from the diagram below, when the expanded operating range is acknowledged as a strength to be leveraged, rather than a deficit to be minimised, teams can achieve better outcomes.
It’s one of the reasons cultural diversity is such a performance super-power for teams.(11)
Cultural Diversity is a performance and innovation super-power!
Source: Travers-Wolf adapted from Meyer
The Importance of Connection: in the (hybrid) workplace
Whilst we’ve long understood connection is the foundation of inclusion at work and vital for human happiness, the altered nature of it in the post-pandemic world, has been a source of concern for many CEOs.(12,13)
Whilst it’s been argued a lack of face to face connection will erode both culture and innovation, it’s clear there’s a balance to be struck.(11)
In person connection is better placed to enhance organisation wide culture, and innovation and connections between teams, whilst
Virtual connection enhances personal productivity and strengthens relationships within teams.(11)
It’s important to acknowledge quality of connection - has more impact than quantity or the medium
Reduced wellbeing from a lack of connection, however, doesn’t necessarily impact everyone in the same way.(11)
Younger generations have been impacted by reduced opportunities to nurture networks and gain access to mentors in the workplace. Those living alone have also found the social isolation more challenging.(11)
Conversely, carers and women struggle with an over abundance of connection, which compromises their wellbeing due to an overload of physical and cognitive demands.(11)
For organisations reviewing their optimal hybrid settings, the impact of the Quantity and Quality of Connection on performance and wellbeing, requires careful consideration.
Can Employee Resource Groups (ERGs) offer meaningful Connection?
Many organisations have embraced employee networks or resource groups, as an ‘easy win’ and mechanism for connecting minority groups. But how effective are they?
It turns out, they fulfill the connection goal very effectively. Mature ERGs, however, can further increase their strategic impact by focussing on:
Leadership and
Career Advancement (11)
Source: McKinsey
How can we improve Cultural Wellbeing in the Workplace?
For those who want to dive deeply into this topic from a Wellbeing point of view, La Montagne et al’s Integrated Approach, and Safework Australia’s review of evidence based interventions, offer a robust approach.
Based on our research and analysis, we offer an evidence based ‘4 point plan’, which covers both the systemic and interpersonal dimensions of wellbeing in the workplace, for all minorities, not just cultural minorities:
Recognise the Value in (Cultural) Diversity:
Prioritise your First Nations’ People,
Review your current level of legal compliance,
Debias Systems and Policies.
Identify the Cultural / Racial / Ethnic dimensions of your workforce,
Audit your Culture and Psychosocial hazards,
Focus on Leadership and Teams:
Embrace differences as strengths for competitive advantage,
Educate and expect reciprocal code switching from everyone,
Design humane work for humans.
Develop ERGs and staff networks which make a real impact,
Enhance Psychological Safety and Inclusion within and between teams,
Create Connection Conversations and an Inclusive Culture.
Source: La Montagne et al
With many organisations currently exploring how to support the escalating number of ‘diverse’ (under-represented) identities and intersectionality in their workplaces, wellbeing may prove to be the common key for organisations to improve workplace experiences for all minority groups.
As “a rising tide lifts all boats”, designing workplaces which benefit the wellbeing of cultural minorities, will provide positive benefits for all.
How will you minimise the risks, and maximise the rewards cultural diversity offers your organisation?
At I LEAD Consulting we’re on a mission to simplify Diversity and Inclusion for Leaders and Teams.
PRACTICE INCLUSION | EMBRACE DIVERSITY | ACTIVATE ALLIES
1. Victorian Department of Health & Human Services; 2. Beyond Blue; 3. Gallup; 4. McQuaid & Paige; 5. Monash University; 6. Safework Australia; 7. Diversity Council Australia (DCA); 8. Lau & Long; 9. Meyer; 10. DDI; 11. McKinsey; 12. Australian Financial Review; 13. Greater Good Science Centre - Berkeley
