Virtue Signaling in HR: A Missed Opportunity (and Other Worse Things)

In the realm of corporate ethics, there's a term that needs to enter the lexicon of human resources professionals: virtue signaling.

This concept refers to the (abject?) practice of making gestures, taking stances, or making grandiose statements intended to demonstrate the organization's high and unique moral values, often with more emphasis on public perception than on genuine action and effects.

This text attempts to demonstrate how virtue signaling in HR is not a benign trend, but a significant missed opportunity for real and substantial change.

Human Resources departments are (or should be) at the forefront of shaping and disseminating a company's culture and values. In recent years, there has been an increase in companies adopting various social and ethical stances, sometimes with significant economic and social impact, and with a high financial effort from the company. However, a closer examination reveals a concerning pattern: a gap between public statements and internal realities, signaling a prevalent trend of virtue signaling.

The Pitfalls of Virtue Signaling in HR

A primary concern with virtue signaling is its superficial nature. While companies may rush to align themselves with popular causes, these actions often lack depth or significant implementation. This discrepancy can lead to employee cynicism, who quickly discern the difference between rhetoric and reality.

According to an article in Exame, a survey by the International Labour Organization (ILO) revealed that, although 87% of companies express the desire to be recognized in the area of diversity, the majority do not make real investments to attract diverse talents. This indicates a gap between what is declared and what is practiced, showing how virtue signaling can be prevalent.

Missed Opportunities

The true tragedy of virtue signaling in HR lies in the missed opportunities for impactful change. The energy and resources dedicated to these superficial displays could, instead, fuel genuine reforms in policies and practices. Authentic actions in areas such as diversity and inclusion (substantive, not hiring "token" employees to tick a box on the trendy cause checklist), ethical business practices, and employee well-being can significantly improve employee engagement, retention, and ultimately, the company's reputation.

Alternatives to Virtue Signaling

The way forward (for those who want to escape the make believe) involves a shift from performative gestures to realistic policies. This includes transparent and measurable objectives and involving employees in decision-making processes to ensure that policies genuinely resonate with their needs and values. In this regard, Angola has a standard NA ISO 30415:2021 on Diversity & Inclusion, which is a good starting point for consistency. Continuous improvement, rather than one-off, isolated statements aligned with the froth of the days, should be the cornerstone of HR practices. The phenomenon of virtue signaling in HR represents a critical point for modern businesses. It's a choice between continuing a superficial narrative or embracing a path of authentic and meaningful change. For HR professionals and organizations, the call to action is clear: move beyond virtue signaling to practices that genuinely reflect the declared values and ethics.