Can't Be Yourself at Work? Deloitte Study Reveals Scope of 'Covering' in US Companies and How to Assess Culture Fit. (1871 hits)
Deloitte’s DEI Institute™, in collaboration with the Meltzer Center for Diversity, Inclusion, and Belonging at NYU School of Law, recently released "Uncovering culture: A call to action for leaders research exploring how U.S. workers “cover,” or downplay known disfavored identities to fit into mainstream corporate cultures and its impact on employee well-being and organizational culture.
The study, based on a representative survey of 1,269 full- and part-time adult workers across various industries, highlights that 60% of workers have covered at work within the last year. This figure mirrors the results from a decade ago, indicating the persistent nature of covering culture in corporate environments. Covering behavior, defined across four axes—appearance-based (modifying aspects of self-presentation to fit in), affiliation-based (minimizing behaviors widely associated with one’s identity), advocacy-based (not defending or promoting the interests of one’s group), and association-based (avoiding contact with other group members)—continues to reveal the pressures that workers face at work to edit their identities including age, religion, race/ethnicity, and mental health status.
Key findings from the study indicate respondents from non-dominant groups in the workplace generally reporting higher rates of covering than those from majority or dominant groups, the study highlights disparities in 'covering' rates among racial and ethnic groups, particularly among Asian, Black, and Hispanic/Latinx workers, compared to their White peers. Notably, when considering the intersection of race and gender, the prevalence of covering intensifies. For instance, 86% of Asian women and 80% of Black women reported covering at work, whereas just 55% of Asian men and 43% of Black men admitted to the same conduct.
Younger workers, like millennials and Gen Z, also report higher rates of covering than older workers, demonstrating the prevalence and universality of workplace covering. The impact of covering on professional well-being is unmistakable, as evidenced by the 74% of workers who indicated that the need to cover at work has negatively impacted them in some way, including their overall well-being and commitment to their organization.
In response to the pressing need to address covering culture in the workplace, Deloitte's study offers practical strategies for leaders to drive change. By diagnosing organizational covering demands, sharing personal narratives in distinct and diffuse ways, and actively practicing allyship leaders can lay the groundwork for a workplace culture that embraces authenticity. These recommendations, while not exhaustive, provide a clear path for mitigating the negative impacts of covering and cultivating environments where individuals feel empowered to express their true selves.
In response to the study's findings, Kwasi Mitchell, Chief Purpose & DEI Officer at Deloitte US, remarks, "The data in this report can serve as a useful blueprint for leaders to understand why covering persists in organizations and how to address its root causes. We hope this report and the DEI Institute’s thought leadership inspires organizations to make meaningful strides toward fostering a culture of inclusion and belonging."
The Uncovering culture study underscores Deloitte's commitment to advancing equity and belonging in the workplace. For more information and to access the full report, visit www.deloitte.com/us/uncovering.
What might applicants want to look for when assessing organizational culture, especially as it relates to a culture of belonging and authenticity?
With these findings in mind, candidates can consider…
Lauren Romano, manager of campus recruiting at Deloitte Services LP, suggests approaching interviews as a two-way dialogue rather than a one-way interrogation of your resume. And treat that dialogue as an opportunity to assess an organization's culture and commitment to achieving belonging and equitable outcomes.
Some examples:
Organizational commitment to DEI: mission and value statements, thought leadership, press releases
DEI maturity: where the organization stands in comparison to other organizations
Measurement and accountability against goals, including transparency reports
Employee Resource Groups: does the company have them, which ones, how are they leveraged/positioned in the overall DEI strategy
Current/former employee reviews available online, especially in relation to company culture, DEI, etc.
Dress code policies, flexible work policies, family leave/benefits,
Diversity of leadership and overall workforce
Videos of leaders speaking at various engagements- what they address and how; whether they show up authentically
Questions candidates can ask to better understand an organizations’ culture
Include critical questions that assess psychological safety, "e.g., How are team members actively encouraged to bring differing perspectives, ideas, or opinions to the table?"
Ask interviewer about their own experiences re how they are able to show up authentically at work, or how their identities are celebrated
For more information on Deloitte's recruiting process and additional resources, visit www.deloitte.com/us/careers.
