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New research has revealed that Australian organisations are investing $27.8 billion collectively, for an average of $38,711, into diversity, inclusion, and mental health services, demonstrating the importance of these issues.
A new report by Allianz Australia has revealed that nearly half (48 per cent) of surveyed Australian employees claim they feel fatigued and burnt out in their current working environment – a significant increase on the figures from the previous year. Over a third (36 per cent) added that they are considering leaving their current organisation in the next six to 12 months.
Employees are seeking improved support from organisations, as 39 per cent of surveyed employees with a disability and 42 per cent who identified as neurodivergent stated that they withheld information about their situation due to fear of being perceived poorly by their manager or organisation.
Overall, better awareness of the diverse needs of the community from the perspective of gender, generational, cultural, neurodiversity, or people living with a disability has been pushed by employees for a long time.
Now, organisations are starting to answer the call.
Julie Mitchell, chief general manager of personal injury, Allianz Australia said: “Diversity and inclusion is so important within the workforce. It not only benefits individuals but also their teams, the organisation and society more broadly and at Allianz we believe in the benefits of a diverse and inclusive workplace that gives fair and equitable opportunities to all employees.”
Lack of compassion in this space was something that respondents reported, as they believed their circumstances and how they impact at work were somewhat disregarded by their managers. Close to 30 per cent of also believed an unconscious bias exists from their managers regarding the perception of their ability to do their job effectively.
One in five (22 per cent) surveyed employees with a disability have felt excluded due to their situation or characteristics, while female employees are more likely than male employees to have withheld information about their situation due to the fear of being perceived poorly by their manager or organisation.
These issues can intertwine with psychosocial safety. If employees feel fearful or uncomfortable about communicating with their manager about their disability or any other personal situation, then that can create various dangerous situations for that employee.
“Employers need to focus on developing a culture whereby employees feel psychologically safe and that they can bring their best selves to work. Psychological safety is a shared belief by team members that it’s [okay] to express their ideas, concerns and questions – and to take risks and admit mistakes – without fear of negative consequences.”
“Our research demonstrates how vital it is for organisations to understand the needs of all Australians participating in the workplace and adopt a proactive approach to mental health support. Only by doing so can organisations take advantage of a more productive and successful workforce,” said Mitchell.
Financial wellbeing has also had a direct impact on employee sentiment towards work, as nearly half (46 per cent) of Australian employees said cost-of-living pressures had negatively impacted their job satisfaction.
Ever-increasing workloads and seemingly a lack of empathy from managers have created friction and internal employee wellbeing challenges, driving a wedge between workers and their organisation's higher-ups.
Dr Sarah Cotton, organisational psychologist and co-director of Transitioning Well said, “Through our work, it is clear that managers are navigating a highly complex working environment, amongst a diverse workforce that is calling for workplaces to embrace the whole person.”
“It is critical that organisations view their people as more than just workers and take the time to truly understand the often-messy intersections between life and work to provide tailored support in meaningful and holistic ways,” said Cotton.
Implementing that understanding through diversity, inclusion, and mental health services can negate the division. By showing empathy and support for their employees, retention will go from being a hurdle to something that will happen naturally.
If employees feel that their organisation truly supports them for who they are, they will be more than willing to reciprocate through hard work and loyalty.
“By leading with empathy and inclusion, managers can create an emotionally intelligent and safe space for all employees, no matter their gender, generation, cultural background or experience of disability or neurodiversity. Only by doing so will they reap the benefits of the new workforce including increased productivity, creativity, improved decision-making and much more,” said Mitchell.
Kace O'Neill
Kace O'Neill is a Graduate Journalist for HR Leader. Kace studied Media Communications and Maori studies at the University of Otago, he has a passion for sports and storytelling.
