Toxic workplace culture is running rampant during COVID-19 and can have long-lasting effects on employees and the organization’s bottom line.
A new initiative by the Society for Human Resource Management is taking on two key workplace issues: poor culture and hiring biases, which can lead to toxic work environments. The “When I Grow Up” initiative offers training, coaching and other professional development tools to help employers improve their culture and create a more inclusive work environment.
“We wanted to establish a new kind of workplace,” says Amber Clayton, director of SHRM’s HR Knowledge Center. “The goal is to change the workplace by shining a spotlight on the limitations placed on human potential, by toxic culture and practices that allow inequality to thrive.”
Read more: How to address workplace toxicity in a virtual setting
One in five workers has left their job because of a toxic workplace, costing employers $223 billion over the last five years, according to SHRM. During COVID, just 32% of employees report feeling satisfied with their job, down from 57% pre-pandemic, according to a survey by research firm The Martec Group.
“Workplace toxicity is going to affect the individual, the group and the organization,” says Amy Quarton, a professor of organizational leadership at Maryville University. “It's going to affect psychological well-being, their perceptions of reality and their attitudes about their job and manager. It will also impact how productive they are, if they are on time, or if they are taking off more days than normal.”
Read more: Bad managers are costing employers their workforce
The challenges COVID has placed on employee well-being and the increased awareness of racial inequalities in the workplace has made this initiative all the more pertinent, Clayton says.
“With the pandemic, workers have been dealing with depression and mental health has been a big issue,” she says. “There’s also been [issues] with racism that have affected the workplace. So it’s so important that we have better workplaces and cultures.”
When it comes to adjusting the culture of an organization, it’s critical for employers to create a space where employees can speak up. SHRM found that a quarter of employees don’t feel safe addressing their concerns at work.
“I don't think there's one ideal workplace for everyone, but usually it would have a company culture where people are respected and appreciated and their voices could be heard without fear of retaliation,” Clayton says.
Making sure employees feel represented in the workplace comes down to training HR managers on effective anti-bias hiring practices, Clayton says. The “When I Grow Up” campaign recommends employers conduct training to help managers and leaders recognize their biases, and then take actionable steps to change the hiring culture.
Read more: Why annual diversity training isn't enough to combat racism
“Introducing the company to local minority and disability groups or diverse groups on LinkedIn can help bring more diversity and inclusion into the workplace,” Clayton says. “Employers need to be upskilling, credentialing and making sure that they're training and getting the information they need to start these programs.”
As employers make changes, seeking feedback from employees is a critical piece to measuring their success, Quarton says.
“When you get the employees involved in addressing workplace toxicity, you are going to learn about all kinds of things that you didn't know existed,” she says. “You can't solve all of the problems, but you get a perspective that you wouldn't otherwise get. You need to measure it.”
