Well-being initiatives have increased and continue to be an area of focus for executive leadership. However, are they doing enough to improve the well-being of employees? The practice of ‘covering’ at work is still an issue for many employees, regardless of race, gender, and position. But what is covering?
Covering is a term used to acknowledge that employees will ‘cover’ or downplay specific elements of their identity to ensure they better fit into the organization’s culture. Covering highlights the need to create programs that go beyond wellness, work-life balance, and mental health issues also to encompass diversity, equity, and inclusion (DEI) elements.
According to a recent study from Deloitte, “By acknowledging the ways in which identity and well-being intersect, a DEI-informed well-being strategy can activate efforts in ways that adequately address the disparate needs of workers to advance equitable outcomes, and support workforce well-being as a whole.”
The survey also found little movement over the past decade, with 61% of respondents saying they needed to ‘cover’ at work in 2013 and 60% saying the same in 2023. The same percentage reports negative impacts on their well-being because of their need to ‘cover.’
The study found that everyone ‘covers’ through marginalized identity groups while reporting high levels of emotional fatigue or burnout. Roughly 50% always or often feel exhausted and stressed, and 60% say they are emotionally drained. ‘Covering’ affects employees and the organization. The physical and mental toll can lead to health issues, resulting in increased absenteeism and lower productivity at work.
Additionally, 60% of respondents are considering quitting their job to find one that better supports their well-being, and nearly as many said ‘covering’ results in a lower commitment to their current company. Unsurprisingly, the effort required to ‘cover’ has led to lower levels of engagement and productivity from employees.
The C-suite and other executives had the highest ‘covering’ rate, with two-thirds reporting the need to conform. Employees model the behaviors they see from leadership. According to Deloitte, “If organizations can help their leaders address the challenges they may be facing between their opportunity to disrupt covering culture and their motive to maintain it for their own advancement, there could be positive trickle-down effects on worker well-being.”
Focusing on the underlying culture can help disrupt the need for ‘covering’ behaviors. The study notes the following suggestions.
- Create a common language for ‘covering’ based on your organizational values. The first step in fostering greater authenticity and belonging is having a shared understanding of what ‘covering’ is, when ‘covering’ is acceptable, and when it is damaging.
- Audit benefits, programs, and policies. Leaders must examine their benefits, programs, and policies through an equity lens and ensure they’re inclusive.
- Empower allies to counter the ‘covering’ culture when they witness it. Allyship typically requires leveraging one’s advantages in support of others who don’t have those same advantages, and anyone can and should engage in it.
- Enable leaders to model authenticity. Leaders who ‘uncover’ are a top intervention in helping others feel less need to ‘cover’ in the workplace. However, leaders could also be pressured to cover, even if they value an inclusive work environment. By acknowledging these pressures and yet acting intentionally to integrate authentic behaviors into their everyday interactions, leaders can better align themselves with these values to foster psychological safety and encourage their team members to follow suit.
These findings provide an additional lens for HR leadership and executive teams to consider as they develop new well-being programs. The benefits of considering identity and inclusion alongside mental and emotional health can increase employee engagement, productivity, and innovation.