Robyn F. Pollack, Esq. and Lauren J. Molish

We are living in times where the confluence of politics, social media, AI, the law, and other societal factors have converged to create a tumultuous, uncertain, ever-changing landscape. It takes just a few minutes engaging with news sources, feeds, podcasts, or friends to be exposed to the foundation of quicksand which is our current world. And that external environment inevitably bleeds into the internal environment of our workplaces whether we want it to or not.

Add that complexity to the noise that engaging in DEI or culture work is analogous to touching the third rail, and you have organizations – and the people that work in them – fervently trying to make sense of where they fit and what is going to happen to them. Given all that employees have to balance in this unpredictable climate,  and the consequences that arise when people and culture are not addressed, how do organizations ensure that when the pendulum swings back, as it inevitably will, they are relevant, competitive, and simply stated, still standing? 

There are several key dynamics that are shaping the employee experience today, and while many of them existed before the current cultural conundrum we find ourselves in, they are now intensified by the social and political environment.

First, trust in institutional frameworks – the government, the media, scientific and educational institutions – is declining. According to the Pew Research Center, trust in our national institutions has been on the decline since 9/11. These institutions together shape public perception of equity, integrity, and commitment. When trust in these systems erodes, it often spills over into distrust of employers and the sentiment that corporations too often act in self-serving, unaccountable ways that do not benefit employees. The result is employee demand for more fairness and transparency, leadership accountability, and communication.

Second, polarization of perspective driven by politics has created a sensitive and emotionally charged environment. And those perspectives, informed by personal identity and core values, naturally show up in every organization. People hold strong beliefs and can share them in ways that create workplace and team conflict; organizations are not often prepared to facilitate productive conversations about difficult topics or effectively manage conflict. When that conflict goes unchecked, the resulting negative impact on employees can be anything from disengagement to mental and physical health issues. Employees also increasingly expect organizations to take positions on societal, national, and global issues such as racial justice, reproductive rights, and international conflicts that were once considered outside the purview of the workplace. Many organizations find themselves caught in a no-win situation as employees vocalize the belief that the company went too far – or oftentimes, not far enough, and even silence can be viewed as a position. Employees can feel unsettled when they do not know what their leaders stand for, or worse, suspect those beliefs conflict with their own.

Finally, the rise of social activism and the demand that employee voice be heard are contributing factors to the current workplace environment. As a way to make sense of an inconsistent world, employees are looking for agency and empowerment in the workplace. This can give rise to creation of alternative structures for voice and respect, like unions.

This is where identifying, communicating, and anchoring on organizational core values becomes the common denominator. Leaders often have to thread the needle on complex culture issues, but demonstrating empathy and authenticity while ensuring business alignment (think employees, customers, the community) with core values is critical to navigating these situations. Organizations must also accept that they cannot change hearts and minds, but  can require certain behaviors from employees. 

How will you know if your employees are ok? There are three key things an organization can do:

1. Ask. Deploying an organizational culture assessment that asks about things like belonging, respect and wellbeing is a great place to start. Talk to employees through focus groups and listening sessions. Truly understand where your employees are and how they are feeling about culture. This will uncover where your organization is doing well and where there may be hot areas of opportunity that could expose the organization to risk.
2. Use the data you have gathered through the assessment process to prioritize where strategy is needed. Really think about what success looks like and how you will know when you have achieved it. Consider broader systems, policies, and processes across the employee life-cycle. What are the steps you will take and what are the metrics you will use to measure success?
3. Execute the strategy consistently, transparently, authentically. Continually reevaluate what is working and what needs revision. 

To ensure your employees are OK, an intentional investment in culture is a must-have. While there may be external pressure to pull back culture efforts, sometimes inaccurately mischaracterized as non-essential or lacking ROI, these efforts remain critical to organizational resilience, sustainability, and performance. Abandoning this work – and the commitment to people – will inevitably cause irreparable damage to organizational reputation and ultimately, financial performance. People are seeking consistency and grounding somewhere, and workplaces can either provide a sense of psychological safety, trust, and belonging, or reinforce the broader climate of fear and disconnection. The path you choose will determine whether your organization thrives and innovates or is left behind.