The inclusive frontier: advancing DEI in remote and hybrid workplaces across cultures
Seija Gadeyne
Head of People & Organization, Head of Diversity, Equity and Inclusiveness
The rise of remote and hybrid work has reshaped how we think about diversity, equity, and inclusion (DEI). These models allow for more flexibility and access to a global talent pool, but they also introduce new challenges—especially regarding cultural differences and varying levels of access to technology. For organizations working across borders, creating truly inclusive environments in a decentralized setting requires deliberate action to address these challenges.
Remote work: a double-edged sword
At first glance, remote work seems to promote inclusivity by removing geographical barriers. However, the reality is more nuanced. Research shows that remote environments can lead to feelings of isolation, particularly for marginalized groups. A Harvard Business Review study found that employees from underrepresented groups, especially women and minorities, often feel less visible in virtual environments. Without the casual interactions of an office setting, these employees may find it harder to network and gain recognition.
Moreover, the "digital divide" plays a significant role, especially in emerging markets where reliable internet access is not guaranteed. The Brookings Institution points out that many employees in these regions struggle with unstable connections, forcing them to turn off their cameras or frequently drop out of meetings. While it may not always be feasible to improve internet infrastructure in such regions, organizations must show empathy and understanding of these limitations. Leaders can adapt their expectations and meeting structures to ensure that poor connectivity does not hinder an employee's ability to participate fully.
Cultural complexities: power distance and communication styles
Cultural factors also shape inclusion in remote work settings. Geert Hofstede’s "power distance" theory highlights how individuals from high power-distance cultures, such as Japan or India, may be less likely to voice opinions or challenge authority in meetings. In contrast, employees from low power-distance cultures, like those in Scandinavia, are more accustomed to openly sharing ideas and questioning leadership.
In global teams, these cultural differences can result in imbalanced conversations, where voices from more reserved cultures go unheard.
Leaders must be sensitive to these dynamics and actively foster inclusion by offering multiple ways for employees to contribute. For example, in cultures where speaking up during meetings is less common, written feedback or one-on-one check-ins can provide a more comfortable environment for input.
Leaders should also practice empathy toward employees in low-bandwidth regions, who may be disadvantaged by the inability to use video in meetings. Virtual meetings tend to rely heavily on visual cues, but employees without reliable internet may miss out on these subtleties. To bridge this gap, managers can structure meetings to offer equal voice time for all participants, encourage written contributions, or provide pre-meeting materials that help level the playing field.
Creating a culture of psychological safety—where employees feel free to express themselves without fear of negative repercussions—is crucial in remote settings. Brené Brown’s work on vulnerability emphasizes the importance of fostering environments where employees can bring their whole selves to work. In virtual spaces, this means understanding and adapting to the cultural and technical challenges employees face.
The challenge of proximity bias
Hybrid work introduces proximity bias, where employees physically present in the office are favored over those working remotely. These employees benefit from increased visibility with leadership and more spontaneous interactions, which can lead to better career advancement opportunities. Gartner emphasizes the importance of training leaders to focus on performance outcomes rather than presence in the office. Setting timely, clear, measurable goals ensure that employees are evaluated on their contributions, not their location.
Setting timely, clear, measurable goals ensure that employees are evaluated on their contributions, not their location.
Mentorship programs can further mitigate proximity bias. Research from the Center for Talent Innovation shows that employees with mentors or sponsors are more likely to advance in their careers. By extending these mentorship networks to remote employees, organizations can ensure that those who are not physically present still have access to career development opportunities.
Technology: a tool with limitations
While technology enables remote work, it can also create barriers if not managed carefully. Videoconferencing and other tools offer vital communication channels, but they are less effective when employees have inconsistent access to stable internet.
Rather than penalizing employees for connectivity issues, organizations should promote flexibility in how meetings are conducted.
In regions where bandwidth is a challenge, leaders should allow employees to join meetings with their cameras off, encourage asynchronous communication through emails or shared documents, and offer alternative ways for participation, such as written feedback after the meeting. Preparation is key; providing detailed agendas and background materials in advance can help ensure that employees with poor connections are still fully informed and able to contribute meaningfully.
Practical tips for managing DEI in hybrid and remote workplaces
To foster inclusivity in hybrid and remote environments, leaders should consider these strategies:
Building an effective and inclusive hybrid or remote workplace requires more than just logistical solutions—it demands empathy, cultural understanding, and a proactive approach to addressing technological disparities. People leaders must adapt to the realities of their employees’ environments to ensure that everyone has the opportunity to succeed. By embracing these practices, companies can create workspaces that not only function efficiently but also foster genuine inclusion.
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