Series: Return to What? Why Remote Work Benefits Us All

PART 1 Unlocking Opportunity: How Remote Work Drives DIVERSITY

Requiring employees to work onsite disproportionately benefits those who already hold significant social, economic, and physical advantages, reinforcing systemic inequities. These systems are built on assumptions that disproportionately impact minoritized groups. The 40-hour-a-week, 9–5, in-office model is outdated, as both science and experience show it doesn’t work for many of us. “We bought an overpriced building in downtown SF” or “Bob is an extrovert that prefers to micromanage in person” are not good enough reasons to make folks haul their cookies into a brick-and-mortar spot every single day.

As a woman intersecting several marginalized identities, I’ve witnessed and experienced these imbalances firsthand in my career. As a Culture and Belonging Consultant, I’ve seen the impact that addressing the problems of current systems and building better ones can have on the positive trajectory of an organization. Over the decades I’ve helped Fortune 500, small non-profits, and fledgling start-ups successfully adapt to making diversity, equity, inclusion, justice, and belonging (DEIJB) more than just a checklist, but a prioritized and sustainable practice. New policies, behavioral shifts, and education take time but are entirely possible and joyful (and improve the bottom line). In this series, I’ll outline some of the key barriers, their impacts on different groups, and what we can do to remedy the inequity. And, because I love me some data, I’ll share some good ol’ graphs, too.

What Is Diversity Anyway?

Diversity isn’t just a buzzword?—?it’s the foundation for innovation, creativity, and resilience in the workplace. In this part of the series, we’ll explore how remote work can unlock opportunities and drive meaningful change for a more diverse workforce.

First, let’s get clear about what Diversity is. I define it as a range of people with various racial, ethnic, socioeconomic, and cultural backgrounds, experiences, lifestyles, and interests. Diversity is a group of people who are different in the same place. Often in DEIJB when we are assessing diversity, we are looking primarily at numbers?—?who is represented and who is missing?—?who is the majority and who is the minority in this shared environment. Diversity is both abstract and quantifiable in that many of the aspects we measure in diversity are constructed divisions and far less binary than the actual complexity of nature.

What’s the Problem?: The Cost of Excluding Diverse?Groups

The status quo in workplace policies assumes a one-size-fits-all model that excludes many marginalized groups, reinforcing systemic inequities and creating significant barriers to success. This one-size-fits-all model disproportionately impacts marginalized groups, reinforcing inequities and limiting opportunities.

Marginalized groups often face overlapping barriers in traditional workplaces, such as long commutes, systemic inequities, and workplace biases. While these challenges intersect, they also manifest uniquely depending on the group. Below, I explore how these barriers impact specific populations and why remote work offers a critical solution.

• Low-income workers: Low-income workers, especially those in communities of color, often face disproportionately long and expensive commutes due to systemic housing segregation and urban planning (like redlining). Commuting can cost hundreds of dollars monthly, reducing take-home pay. Commuting costs can consume up to 30% of a household’s income and have risen by 15% since 2020, disproportionately affecting low-income communities of color. Commute times via public transit are often twice as long as those with car access, further exacerbating job accessibility issues.
• Rural residents: Limited access to public transportation and fewer local job opportunities, mean rural employees are forced to commute longer distances to urban centers. Rural residents and Indigenous communities face economic marginalization, job scarcity, and lack of infrastructure, which limits access to remote work opportunities. A 2022 Economic Policy Institute report shows Indigenous workers have higher unemployment rates and lower wages. A quarter of rural working adults lack access to high-speed internet, a necessity for remote work, highlighting how infrastructure inequities restrict remote opportunities.
• Immigrant and refugee workers: Overrepresented in low-wage sectors immigrant workers are often excluded from remote work options, either due to employer biases or lack of equitable access to technology. This can be an especially vulnerable group if the workers are not fluent in English or are undocumented as they can become prey to unscrupulous employers looking to take advantage. Only 22% of immigrant workers in low-wage sectors report access to employer-provided remote work options
• LGBTQIA+ workers: Over 75% of LGBTQIA+ employees reported experiencing negative workplace interactions related to their identity. LGBTQIA+ employees of color are twice as likely as their white counterparts to experience workplace discrimination or harassment.
• Racialized workers: Studies show that employees of color are twice as likely as White employees to experience workplace microaggressions. The constant macro and microaggressions, the exhaustion of code-switching, expectations to do more work for less pay, and the likelihood that as a racialized group the access to generational wealth is much smaller than White employees, it is not surprising that mental and physical health both take an alarming toll on those of the global majority. The likelihood that employees with racialized identities will also have other aspects of marginalized identities only compounds the obstacles presented by in-person work requirements.
• Women workers: A McKinsey study revealed that 25% of women who left jobs during the pandemic did so due to inflexible work arrangements. This is at least in part a reflection of the ways in which women remain the primary caregivers while also earning less than white men for every dollar earned. The cost of commuting and the other expenses tied to in-person work (i.e. clothing, paid child care) contribute to additional financial burdens for women. Add to this the invisible and unpaid work of women and inflexible work options feel less and less sustainable. These challenges are magnified for women of color.
• Workers with disabilities: According to the CDC, 1 in 4 adults in the U.S. lives with a disability. People living with chronic illness and disabilities report the ways the rigidness and ableism of traditional work prevent them from being able to get, let alone sustain employment. Despite specific protections under the law for reasonable accommodations, beliefs aren’t always aligned with even the most basic policies and employers often retaliate or are dismissive of needs. Individuals with disabilities face unemployment rates twice as high as their non-disabled peers. There is often additional bias attached to being out of the office regardless of their reasons, productivity, or success. Additionally, adults with disabilities are twice as likely to face inadequate transportation, leading to over half a million individuals being unable to leave their homes for work or other needs
• Workers with neurodivergence: Those who are neurodivergent often report the ways the rigidness and set-up of traditional workspaces are challenging. Office environments often create sensory overload, posing significant challenges for neurodivergent employees. Like attitudes of ableism, there is often a stigma attached to disclosing neurodivergence and a fair amount of misinformation and misunderstanding. Similar to employees with invisible disabilities, many of these folks are forced to mask symptoms and sacrifice their health in order to stay employed and keep up with others who are not expending the same energy.
• Entry-level workers: Rising costs of commuting and inflation make the burden heavier for early-career employees who may still be paying off student debt and are additionally challenged to afford all of the costs associated with in-person work.

What’s the Fix?: Key Actions for?Change

• Offer a Variety of Remote Work Models: Provide employees with options to work fully remote, hybrid, or onsite, empowering them to choose the model that best suits their individual circumstances, preferences, and needs. There is no one-size-fits-all, so trust your employees to know what will support their own success and leave room for this change as people and circumstances change.
• Provide Stipends: Allocate funds for things like ergonomic equipment, reliable internet access, adaptable equipment, etc…, ensuring they have the tools needed to succeed remotely. Again, there is no one-size-fits-all. Employees need to be able to tailor the stipend to their individual needs. If you’re worried about people “misusing” the fund, you can create some parameters to guide folks. But imo it’s worth it to risk Bob trying to use a stipend for new DJ equipment or a state-of-the-art heat lamp for his lizard Pippy, rather than leave a bunch of talented, ethical, remote workers unable to succeed. Don’t forget to listen to the folks living with disabilities and in rural communities about what they actually want and need, and not just what you think they might want and need.
• Develop DEI-Focused Policies: DEI is not a dirty word?—?it prioritizes the expansion of access and benefits that already exist for some. Create policies that support remote work access for marginalized groups, recognizing that flexibility is key to fostering diversity, equity, and inclusion in the workplace. We know that adopting tools, practices, and mindsets that benefit marginalized groups will benefit a broad swath of the population in the long run. This is an expansion of benefits for all. As I always remind folks, rather than DEI(JB) being a specific job, it is more often an additional workload on top of whatever other work you were hired to do. It should be paid and/or time should be carved out of other responsibilities?—?especially when so often it is minoritized groups leading the work.
• Partner with Organizations Serving Underrepresented Communities: Work with organizations that are already well established in supporting underrepresented communities. Having remote-eligible roles increases opportunities for marginalized groups to participate in the workforce. This must be a reciprocal relationship, not just one where you are farming their talent. See my previous article Four Key Strategies for Equitable and Inclusive Hiring Practices for examples of how this can work.
• Implement Virtual Mentoring Programs: We can take advantage of the global gateway virtual access allows us by using it to help bridge gaps in career progression for underrepresented groups. With more remote job access, you will have an increasingly diverse talent pool allowing mentees and mentors to be connected with folks regardless of geography who may have a more nuanced understanding of their challenges and needs.

How Does Remote Work Impact Diversity?

It isn’t rocket science to see the ways in which broadening the options for how folks can work will also broaden the options for who can work. Expanding the how and supporting more differentiation also supports who remains, for longer periods, and what their success looks like. By offering a safer, more inclusive environment, remote work empowers individuals to contribute with diminishing fear of bias or stigma.

Remote Work Expands the Talent Pool: Remote work significantly broadens the talent pool by removing geographical, economic, and physical barriers that traditionally limit candidate access.

1. Having remote work as an option in a job posting increases the diversity of applicants, which can increase the diversity of employees, and is beneficial to everyone.
2. For minoritized groups remote work reduces the number of stressful interactions making that option more appealing and sustainable for many.
3. Remote work offers safer, more equitable employment opportunities for many who might otherwise face heightened exploitation risks (i.e. immigrants, refugees, and non-native English speakers).
4. It helps level the playing field by reducing location-based hiring biases and offering greater access to advancement opportunities, especially for women who are underrepresented in leadership positions.
5. Remote work opens up much-needed access for and to workers who might not otherwise be able to meet job expectations in person. This supports those with disabilities, chronic illness, neurodiversity, caregivers, entry-level, and older adults.

Remote Work Leads to Higher Productivity and Job Satisfaction: Offering remote work options is associated with higher job satisfaction and productivity, particularly for employees from diverse backgrounds.?

1. The option for remote work significantly improves employee productivity, well-being, and engagement, especially for those who face barriers in traditional office settings.?
2. Minoritized groups report feeling safer and more engaged when working remotely. Research indicates that remote environments lower the frequency of workplace microaggressions and harassment, enabling these employees to focus on their work without the emotional tax of navigating hostile environments.
3. The autonomy of remote work enables employees from underrepresented groups to thrive by providing a better balance between work and personal life, helping reduce burnout and improving overall retention.
4. Mothers are at the highest risk for burnout due to workplace and caregiving responsibilities. Flexible or remote work helps mitigate this stress, improving work-life balance, especially for Black mothers who are at greatest risk for burnout.
5. Neurodivergent employees often thrive in remote work environments that allow for flexibility in how and when folks work and minimize distractions faced when in person.
6. Disabled workers report improved work/life balance and productivity in remote environments due to reduced stigma and better control over their workspaces.

Remote Work Improves Innovation and Retention: There are so many reasons tied to innovation and collaboration to retention of talent and sustainability.?

1. Flexible work models lead to an increase in team innovation and collaboration that is attributed to the diverse perspectives remote work fosters by enabling teams to collaborate across different locations, cultural backgrounds, and time zones.
2. Organizations that offer remote work arrangements are more likely to retain employees from marginalized groups. This is important because retention plays a crucial role in maintaining a diverse and inclusive workforce, not to mention saving the organization money due to decreased turnover.?
3. ?Studies show that cognitive diversity, meaning different perspectives and problem-solving approaches, improves decision-making by 30%.
4. Remote work can also help employees feel more included and valued, which contributes to a stronger organizational culture and long-term sustainability.
5. Organizations with inclusive remote work policies see higher retention rates compared to those with traditional workplace structures.?

?The Business of Diversity: Profit Meets?Purpose

I’d like to believe that companies would make all of these changes because it is the “right” thing to do, but if I haven’t convinced you yet that both remote work and diversity have multiple positive impacts, let’s try a full capitalist version a la the bottom line.?

1. Companies in the top quartile for gender diversity on executive teams are 25% more likely to have above-average profitability compared to companies in the bottom quartile.?
2. Companies in the top quartile for ethnic and racial diversity are also 36% more likely to outperform companies in the bottom quartile financially.
3. Businesses with diverse leadership show stronger holistic impact scores, reflecting better performance on financial, social, and environmental metrics.
4. 76% of job seekers state that workplace diversity is an important factor when evaluating companies and job offers. Gen Z is even higher at 87%, (hint: DEI initiatives aren’t likely to become less important)
5. Organizations with visible diversity commitments enjoy enhanced public perception and gain stronger customer loyalty. In a Deloitte study, 55% of customers reported preferring brands that actively promote inclusivity?—?that word actively is important to those who hope they can squeak by with a few well-timed IG posts and no real “doing the work” behind it.?
6. Companies seen as “DEI pioneers” often receive national and global recognition, boosting employer branding and making them more attractive to work for by those perfect unicorns you’ve been dreaming of snagging.?
7. Diverse teams are better equipped to understand diverse customer bases. While no group is a monolith and no individual can represent the wants and needs of an entire group, the more diverse perspectives represented on your teams the more likely those folks are to have a nuanced understanding of a multitude of customers.?

Conclusion

Remote work isn’t just a trend?—?it’s a tool for creating lasting change and advancing diversity in the workplace. If we want DEIJB to go beyond a checklist, organizations must commit to long-term resources and empower individuals to turn aspirations into reality. To truly unlock the potential of a diverse workforce, businesses need to make DEIJB a non-negotiable part of their strategy. This investment advances social justice and drives both profitability and long-term success.

So, if you’re ready to make real, sustainable change, I’m here to help. Whether through customized consulting or training, I’m passionate about building more inclusive and thriving workplaces. Let’s work together.?

Part 2 of this series is now available. We dive deeper into how remote work supports equity.? I’ll explore the intersection between flexibility, accessibility, and equitable opportunities?—?and how employees and your company can benefit from these practices.