Three Quarters of Employees Say Racial Equity Policies Are Not Genuine
PR96653
NEW YORK, June 22, 2022 /PRNewswire=KYODO JBN/ --
- New Catalyst research shows that 68% of employees also say their
employers' Covid-related policies are not genuine.
In 2020, as employers were grappling with the pandemic and renewed calls for
racial justice, many responded with new policies and pronouncements. But
according to a survey of nearly 7,000 employees in 14 countries around the
globe conducted by Catalyst [
], more than two out of three employees (68%) believe their organization's
coronavirus-related policies for the care and safety of their workers were not
genuine. In White-majority countries, three-quarters of employees reported that
their organization's racial equity policies were not genuine.
Logo - https://mma.prnewswire.com/media/732308/Catalyst_Tagline_Logo.jpg
The report, Words Aren't Enough: The Risks of Performative Policies [
], shows that it's not enough to announce policies or issue statements.
Organizations must follow through and take meaningful action. The data show
that employees are savvy and recognize when company policies are merely
performative—and when that is the conclusion they reach, there are consequences
for organizations, including less engagement and intent to stay among employees.
"This report is a wake-up call for CEOs and other senior leaders at a time when
employers are still facing high turnover due to the Great Resignation," said
Lorraine Hariton, Catalyst President & CEO. "When faced with the next
unprecedented disruption, leaders must be able to address it with empathy and
authentic, meaningful actions."
Most Employees Do Not View Covid-19 Policies as Genuine but Have Better
Experiences at Work When They Do—Key Findings:
- More than two out of three employees (68%) reported that their
organization's Covid-19 policies were not genuine.
- Employees who felt their organization's Covid-19 policies were genuine
experience more inclusion, engagement, feelings of respect and value for
their life circumstances, ability to balance life-work demands, and
intent to stay.
- Employees who perceived their organization's Covid-19 policies as genuine
and had empathic senior leaders experienced less burnout than others.
Most Employees Do Not View Racial Equity Policies as Genuine but Have Better
Experiences at Work When They Do—Key Findings:
- Three-quarters (75%) of employees reported that their organization's
racial equity policies were not genuine.
- Employees from marginalized racial and ethnic groups were less likely to
view these policies as genuine (23%) than White employees (29%).
Employees from marginalized racial and ethnic groups who felt their
organization's racial equity policies were genuine experienced more
inclusion, engagement, feelings of respect and value for their life
circumstances, ability to balance life-work demands, and intent to stay.
- Greater empathy from senior leaders was associated with increased
perceptions of their organization's racial equity policies as genuine,
leading to increased experiences of inclusion among employees from
marginalized race and ethnic groups and increased engagement among women.
Report authors Tara Van Bommel, PhD [
] , Kathrina Robotham, PhD [
], and Danielle M. Jackson, PhD [
], pinpoint leader empathy as a key determinant in whether employees perceived
Covid-related and racial equity policies positively. Leaders who use their
empathy skills are better able to create and communicate an authentic,
equitable vision for the future and reap the employee and organizational
benefits, according to the survey.
"We are amid a paradigm shift that compels companies and leaders to take a
stand on the defining social and environmental issues of our time," said report
author Van Bommel, who leads Catalyst's research on women and the future of
work. "Empathy is a vital skill—one that can be learned, developed, and
strengthened, and when CEOs and other senior leaders are empathic with
employees, they are able to address employee priorities in a vision that will
bring deep change and success to everyone."
This report, the third in Catalyst's series on Leveraging Disruption for
Equity, lays out specific steps that CEOs and other senior leaders can take to
be authentic and sincere by using empathy skills.
Methodology
Catalyst surveyed 6,975 employees in 14 countries. Respondents were recruited
through a panel service company. At the time of the survey, all respondents
were full-time workers. After obtaining informed consent, respondents completed
an online survey about "technology and work-life experiences." The survey took
approximately 20 minutes to complete and included questions about their
experiences at work and a demographics section. Catalyst used a variety of
statistical analyses to understand the relationships between a respondent's
perceptions of Covid-19 and racial equity policies, senior leader empathy, and
employee outcomes.
About Catalyst
Catalyst [
] is a global nonprofit supported by many of the world's most powerful CEOs and
leading companies to help build workplaces that work for women. Founded in
1962, Catalyst drives change with preeminent thought leadership, actionable
solutions and a galvanized community of multinational corporations to
accelerate and advance women into leadership—because progress for women is
progress for everyone.
Contacts
Erin Souza-Rezendes
Senior Director, Global Communications
Catalyst
erezendes@catalyst.org
Stephanie Wolf
US Communications Consultant
Catalyst
stephanie@stephaniewolfpr.com
Ted Bravakis
Canada Communications Consultant
Catalyst
tbravakis@bravacomm.com
Frances Knox
EMEA Communications Consultant
Catalyst
frances@frankly-pr.co.uk
SOURCE Catalyst
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