To retain talent, most organizations offer the typical things: free coffee and tea in the break room, competitive benefits, generous raises and bonuses, and employee recognition programs. But none of that works for an employee who doesn’t feel comfortable in his or her work environment. Picture, for example, a Muslim who prays in his car because he doesn’t want to advertise his religion, a mother who doesn’t put up pictures of her children so that coworkers won’t question her commitment to the job, or a gay executive who is unsure whether he can bring his partner to company functions.
Employees who differ from most of their colleagues in religion, gender, sexual orientation, socio-economic background, and generation often hide important parts of themselves at work for fear of negative consequences. We in the diversity and inclusion community call this “identity cover,” and it makes it difficult to know how they feel and what they want, which makes them vulnerable to leaving their organizations.Read the full article @ Harvard Business Review