Donald Trump has pledged to fight “wokeism”, and eliminate diversity and equality initiatives in US workplaces. As a first move, he issued executive orders in his first week of office to place federal employees who work on DEI programs on paid leave. Private employers will be targeted and may face legal challenges for their “bias” against diversity when hiring employees. The move comes in tandem with a shift in policy regarding climate change, including the “drill baby drill” statement supporting fossil fuels and budget cuts, as well as a withdrawal from international climate agreement.
There are signs that the international mood is changing. It’s not an aberration. Pragmatism is preferred over principles and “strong” leadership to concessions on what some consider secondary issues such as equality and social responsibility. Those causes, which once seemed to be supported by all, are now being questioned. In the UK it is most evident in the government’s push for growth and infrastructure expansion over consideration of the environment and net-zero targets.
The workplace is affected by more hard-nosed attitudes, and the acceptance of these attitudes as normal. Not least by encouraging more polarisation (pro- and anti-diversity laws, for example), creating disputes and doubts over what constitutes discrimination, and arguments over priority: Can employers and their employer brand get away with focusing only on profits? Can they put sustainability efforts on the back burner?
Another example is the backlash against working from home, and the disgruntled employee’s response. According to a KPMG study, 83% CEOs expect their entire staff to work in the office within three years. In this year’s survey, 83% of CEOs expected their staff to be working full-time in the office within three years.
What matters to employers, regardless of whether the issue is right or wrong, is that they maintain a sense clarity. A company must maintain a sense of purpose that its employees can identify with. In a time of confusion and division, the approach of the organisation to conflict resolution must be built on trust. People need to know that they have a voice in this situation and are listened to. They also want to know they will get a fair response.
This is the kind of environment that allows people to be different in their personalities, beliefs, and work styles, and to accept, deal with, and use those differences as a strength. This environment can be created by using good processes and systems for handling conflict. For example, the use of neutral assessment and mediation. Managers should also have the necessary skills to handle difficult conversations and situations.
