Workplace incivility is on the rise and employers need to take note. Aligned with this, Symmetra is experiencing an increase in requests to address it.

Workplace incivility does not generally consist of yelling and like behaviour. It is defined as “low intensity deviant behaviour with ambiguous intent to harm the target in violation of workplace norms for mutual respect”. The target experiences ambiguity because unlike harassment or bullying it is not obvious whether the act was purposely disrespectful or not. The target then spends an immense amount of time ruminating as to whether it was deliberate or just a mistake or due to inattention. This leads to distraction, lost focus at work, time wasted and disengagement by the target.

This increase in the level of workplace incivility which has been recorded during remote working appears to be because people are emboldened or careless about rudeness and incivility when they are not in physical proximity when communicating.

Zoom, the internet and email are ideal avenues through which to launch rude and disrespectful behaviour. And when it starts, it spreads. Indeed, Christine Porath who has been studying this problem for decades described it as “an infectious pathogen like a virus”

One of the noted adverse consequences of incivility is that employees simply leave. Certainly this has been a component cited in the Great Resignation in the USA – and it seems that the Great Resignation may arrive in Australia as well.

Inculcating respectful behaviour which is consistent and sustained should be the goal of every employer interested in the well-being and psychological safety of their employees. Building inclusive leadership capability is a prime way of minimizing the risks of widespread workplace incivility.

Workplace incivility is on the rise and employers need to take note. Aligned with this, Symmetra is experiencing an increase in requests to address it.

Workplace incivility does not generally consist of yelling and like behaviour. It is defined as “low intensity deviant behaviour with ambiguous intent to harm the target in violation of workplace norms for mutual respect”. The target experiences ambiguity because unlike harassment or bullying it is not obvious whether the act was purposely disrespectful or not. The target then spends an immense amount of time ruminating as to whether it was deliberate or just a mistake or due to inattention. This leads to distraction, lost focus at work, time wasted and disengagement by the target.

This increase in the level of workplace incivility which has been recorded during remote working appears to be because people are emboldened or careless about rudeness and incivility when they are not in physical proximity when communicating.

Zoom, the internet and email are ideal avenues through which to launch rude and disrespectful behaviour. And when it starts, it spreads. Indeed, Christine Porath who has been studying this problem for decades described it as “an infectious pathogen like a virus”

One of the noted adverse consequences of incivility is that employees simply leave. Certainly this has been a component cited in the Great Resignation in the USA – and it seems that the Great Resignation may arrive in Australia as well.

Inculcating respectful behaviour which is consistent and sustained should be the goal of every employer interested in the well-being and psychological safety of their employees. Building inclusive leadership capability is a prime way of minimizing the risks of widespread workplace incivility.

As we come to the end of October 2021, Symmetra can mark together with our many LGBTIQ friends and colleagues, the passing of a noteworthy month celebrating the achievements of those who belong to this community. The observance was first suggested by a Missouri school teacher in 1994 .

The idea of a month-long tribute to this group long- demeaned and discriminated against has proven to be invaluable both in awareness-raising as well as an opportunity for those in the community to come out in pride and solidarity. Although at first it was mainly  a call to assert the rights of LGBTIQ people in the face of active or implicit hostility it has now evolved into an acknowledgement of the  achievements and contributions of skilled  and talented LGBTIQ people in all walks of life and across a multitude of work , social, cultural and sporting activities.

While the USA has June marked for this and the UK, February, in Australia, the month of October has been chosen as the month designated to pay tribute to the lesbian, gay, bisexual and intersex individuals who add to the richness and diversity of our societies. They do this often in the face of  obstacles not encountered by members of the straight community.

In the course of the month there are specific days or weeks which bring focus and attention to bear upon specific member- groups who are often ignored or who are compelled to remain in the shadows.

These include :

• International Lesbian Day- 8 October
• National Coming out Day – 11 October
• Asexual Awareness week  24-30 October
• Intersex Awareness day- 26 October

Having a month dedicated to LGBTIQ awareness is a signal to the wider public that we must all do our bit to work towards a just and transparent society- a society where the intrinsic value of every human is acknowledged without exception; a society where inclusion rather than exclusion is the byword.

We, at Symmetra, will continue to be active and vocal participants in advancing the interests and protecting the rights of LGBTIQ people in our society. We look forward to the time when they are included and welcomed for the benefits they bring to our multifaceted society.

Is subsidising frozen human eggs for storage or helping with IVF treatments a genuine boon for workplace diversity and female employee recruitment and retention?

Probably the answer is a qualified – yes. The “fertility benefit” is no longer an imaginative fantasy nor an outlandish fad. It is a perk or incentive increasingly being offered by companies in the USA and UK and elsewhere.

In Australia, too, there seems to be an uptake in acceptance that this is both a realistic and worthwhile benefit for many in the workforce – one which some women are actively seeking from employers. As the science and efficacy of these treatments has improved so has the demand.

As with many other diversity initiatives, ‘fertility benefits’ can, if handled well, be an added dimension to diverse and inclusive options available to organisations which are fully committed to taking a holistic approach. But as the linked articles point out the consequences can be nil or even negative if the wrong message is conveyed.

This will be the case if it is seen as a cynical or opportunistic move to induce women to delay their child-bearing years so that maximum productivity can be extracted during that period. If, on the other hand, it is introduced with broad consultation and squarely within the parameters of a DEI strategy, the perception is likely to be different. Namely, it provides working women with tools to empower themselves, have better control over their lives and to increase their autonomy and capacity to make long-term decisions.

In this respect it can indeed be seen as an authentic strategy to accommodate differences in the DEI space.

Diversity has just breached another long-standing and socially destructive barrier. This time it is a famous Comic-book publication which has cast aside the notion that only white alpha males can be seen as heroes.

The son of Superman, Jonathan Kent, himself a superhero, is portrayed in an openly gay relationship. Increasingly books, toys, movies and games used by children and adolescents are portraying the world at last as it is with all its complexity, diversity and richness.

The effect of this is likely to be that the next generation will grow up accepting that people of colour, members of the LGBTQI community, people with a disability, and of course , women are simply part of the montage of life. Perhaps they will then enter adult life without having to unlearn the biases and stereotypes which are part and parcel of the way the current adult population perceives things. For those of us at Symmetra who work with organisations trying to disrupt the harmful effects of unconscious bias this is a development that we welcome with open arms!

We at Symmetra have always urged our clients to accept the proposition that diversity, equity and inclusion are strategic imperatives. It can no longer be just a useful PR marketing tool or a sometimes beneficial add-on to corporate social responsibility. All our successful global clients have unreservedly taken this principle on board.

However, as we move well into the 21st century it remains unfortunately true that many organisations do not perceive that DEI must be woven into the long-term strategic objectives of the business. This observation is confirmed by a survey of more than 2000 HR professionals just conducted in the UK by EMEA which found that 31% of businesses did not have a strategic approach to DEI. 

A dismal 25% said their business regarded it as a strategic priority; 46% said D&I is celebrated and 38% said their organisation would be increasing investment in it.

The reality is embedding an inclusive culture is a marathon, not a sprint; for D&I to become integral to the culture, it must be adopted by leadership as an overarching guiding principle which informs decision-making on every aspect from hiring, promotion, marketing, sourcing of supplies through to product innovation, problem solving and branding. Accountability to advance this agenda needs to be placed firmly as a KPI on the balanced scorecard of all leaders.

We at Symmetra have always urged our clients to accept the proposition that diversity, equity and inclusion are strategic imperatives. It can no longer be just a useful PR marketing tool or a sometimes beneficial add-on to corporate social responsibility. All our successful global clients have unreservedly taken this principle on board.

However, as we move well into the 21st century it remains unfortunately true that many organisations do not perceive that DEI must be woven into the long-term strategic objectives of the business. This observation is confirmed by a survey of more than 2000 HR professionals just conducted in the UK by EMEA which found that 31% of businesses did not have a strategic approach to DEI. 

A dismal 25% said their business regarded it as a strategic priority; 46% said D&I is celebrated and 38% said their organisation would be increasing investment in it.

The reality is embedding an inclusive culture is a marathon, not a sprint; for D&I to become integral to the culture, it must be adopted by leadership as an overarching guiding principle which informs decision-making on every aspect from hiring, promotion, marketing, sourcing of supplies through to product innovation, problem solving and branding. Accountability to advance this agenda needs to be placed firmly as a KPI on the balanced scorecard of all leaders.

Work culture cannot and will not be the same after COVID-19. It is a truism that is almost universally acknowledged. The question is: precisely how has it changed and what do organisations need to do to meet the new challenges?

Several important answers are provided by the O.C. Tanner Institute, which has just released its landmark 2022, Global Culture Report, inspiringly titled: RETHINK. The research is extensively based on a sample size of 38,177 employees in businesses employing 500 or more across many industrialised countries. Indeed, it offers many insights which may cause everyone to pause and rethink.

The overarching conclusion that leaders need to absorb is encapsulated in the introduction: “In many industries, employees now call more shots, insisting on flexible work environments and leaving jobs, if necessary. But after a year and a half of remote or hybrid work and social distancing, the need for connection is nearly universal. Helping employees feel connected to purpose, accomplishments and one another – no matter where or when they work – is more important than ever.”

Three critical lessons emerge from the report:

• Remote work worked but hybrid models provide a better employee experience
• Recognition is more important than a ‘feel-good’ exercise-it impacts the strength of the connection between employees
• Employee engagement is not the best metric to predict individual or organisational performance

Symmetra endorses the conclusions in the report. It is well worth the time for every leader and manager to read it.