April 2025

Dignity in the Workplace: The Business Advantage Leaders Need in Uncertain Times

In today’s climate of economic uncertainty, business leaders are rightly focused on efficiency, innovation, and protecting the bottom line. But one of the most underutilized levers for improving performance, retention, and profitability isn’t a new product line or technology—it’s dignity in the workplace.

You may have heard the term DEI (Diversity, Equity, and Inclusion) before, but let’s call it what it really is: cultivating dignity. It’s about ensuring that every person, regardless of their background, role, or perspective, is treated with respect and given the opportunity to contribute fully. And when we make dignity a business priority, the returns speak for themselves.

Why Dignity Drives Results

1. Innovation Comes from the Edges
When people feel safe to speak up and share ideas, especially those who historically haven’t had a seat at the table, you unlock the kind of creativity that drives real innovation. Dignity in the workplace invites those perspectives in—and makes room for them to thrive. Diverse teams that feel respected and valued consistently outperform homogeneous ones in both problem-solving and idea generation.

2. Retention Becomes a Strategic Asset
Turnover is expensive—recruiting, training, and ramping up new employees drains time and resources. In uncertain times, retaining top talent is non-negotiable. When people feel seen, heard, and respected, they stay. Dignity isn’t just a morale booster—it’s a retention strategy.

3. Teams That Trust, Deliver
Respect fuels trust. And trust fuels execution. When team members believe their leaders value them as whole people, not just as job titles, engagement skyrockets. High-trust workplaces consistently report stronger performance, better customer satisfaction, and more resilience under pressure.

4. Reputation Matters More Than Ever
In a digital world, brand perception can change overnight. Employees are also brand ambassadors. A workplace where dignity is a priority doesn’t just avoid bad press—it attracts top talent, loyal customers, and mission-aligned partners.

Dignity is Not a “Nice-to-Have”—It’s a Business Strategy

Let’s be clear: promoting dignity isn’t charity. It’s smart business. And the companies that lead with it now will be the ones that emerge stronger when the dust settles.

Here’s where to start:

Lead by example. Model respect in every interaction. Your team is watching.
Listen deeply. Create real feedback loops, not just surveys. And act on what you hear.
Audit policies and practices. Do your systems reflect fairness and respect for all, or are there gaps that need closing?
Invest in people. Training, mentoring, and growth opportunities communicate that everyone matters.

The Bottom Line
In turbulent times, the instinct is often to focus inward—to cut, to shrink, to protect. But dignity in the workplace asks us to do the opposite: to expand our lens, listen more closely, and lead more humanely. And in doing so, we build companies that are not only more just—but more profitable, more agile, and more prepared for whatever comes next.

Because when people feel dignity at work, they bring their best. And when they bring their best, business gets better.

Elisabeth Cooke In Diversity, Equity, Inclusion

Why DEI Is a Smart Strategy in Uncertain Economic Times

When the economy wavers, companies often tighten their belts—cutting programs and reducing budgets. But one investment that continues to deliver strong returns, even in downturns, is Diversity, Equity, and Inclusion (DEI).
Here’s why DEI is not just good ethics—it’s good business, especially when times are tough:

Better Problem-Solving and Innovation

Teams that bring different backgrounds, identities, and experiences to the table are more likely to challenge assumptions and generate creative solutions. In unpredictable markets, this diversity of thought is a critical advantage. McKinsey research shows that companies with diverse executive teams are more likely to outperform their peers on profitability.

Higher Employee Engagement and Retention

Economic stress can wear on employees. Inclusive workplaces—where people feel respected and valued—tend to have stronger morale and loyalty. That translates into lower turnover and higher productivity, helping companies avoid the hidden costs of constant rehiring and retraining.

Reputation and Brand Loyalty

More than ever, consumers and investors want to support companies that reflect their values. Organizations that maintain their DEI commitments—even during economic downturns—strengthen trust with stakeholders and stand out as leaders, not followers.

Expanded Market Reach

Diverse teams better understand the needs of diverse customers. That insight opens doors to new markets and helps tailor products and services more effectively—something every company needs when growth slows.

Bottom Line:
In tough times, the instinct might be to retreat—but the smarter move is to invest in what works. DEI is a proven strategy that drives resilience, innovation, and long-term value. It’s not a luxury. It’s a leadership imperative.

Elisabeth Cooke In Diversity, Engagement, Inclusion

Modernizing the Employment Equity Act: A Bold Step Toward Dignity in the Workplace

In December 2023, the Canadian government took a major step forward in its ongoing mission to foster fairness, dignity, and inclusion at work. Following an in-depth review by the Employment Equity Act Task Force, a suite of bold recommendations has been proposed to modernize the Employment Equity Act (EEA)—Canada’s federal framework for advancing equitable employment practices.

For organizations that advocate for dignity in the workplace, these proposed changes represent a significant shift in how we collectively define equity, address systemic discrimination, and empower underrepresented workers across federally regulated sectors.

Centering Lived Experiences: Updating Equity Groups and Definitions

A central focus of the proposed reforms is a more accurate and compassionate recognition of who the Act serves. The recommendations call for an expanded and redefined set of employment equity groups, including:

Black people and 2SLGBTQI+ people as distinct groups, reflecting the unique systemic challenges these communities face.
A move from “Aboriginal Peoples” to “Indigenous Peoples”, aligning language with the United Nations Declaration on the Rights of Indigenous Peoples.
Replacing “members of visible minorities” with “racialized people” to better capture the impact of race-based exclusion.

Critically, the proposed amendments also adopt the Accessible Canada Act’s definition of disability. This modern, inclusive understanding sees disability not just as a physical or medical condition, but as a mismatch between individuals and the barriers in their environments. It embraces a social model of disability—centering dignity, accessibility, and the right to full participation in work and society.

Moving from Compliance to Commitment: Strengthening Employer Accountability

True equity is more than a legal checkbox—it’s an ongoing responsibility. Under the proposed changes, employers would be required to:

Proactively identify and dismantle systemic barriers in hiring, promotions, and retention.
Develop and implement equity plans in collaboration with affected employees and stakeholders.
Demonstrate ongoing progress—and not just intentions—toward equitable outcomes.
Reexamine traditional concepts like “merit”, which often mask hidden bias or structural advantage.

The goal? Embedding equity into the daily operations, culture, and values of an organization—not just its policies.

Building Trust Through Oversight and Shared Responsibility

Effective oversight is critical to meaningful change. The proposed reforms include:

The appointment of an Employment Equity Commissioner, equipped with the authority and resources to enforce the Act and guide employers.
Joint Employment Equity Committees, particularly in larger workplaces, to ensure equity initiatives are shaped by diverse voices and lived experiences.
New obligations for federal contractors, requiring any organization with contracts over $100,000 to mirror the employment equity standards.

A Broader, More Inclusive Reach

Recognizing that equity work must meet the realities of today’s workforce, the Act would expand its reach to federal workplaces with 10 or more employees, with obligations tailored to size and context.

This broader application ensures that dignity in the workplace isn’t a privilege limited to large organizations—it becomes a baseline for all.

Looking Ahead

While these recommendations have not yet been legislated, the federal government has expressed strong support for their direction. For employers, this is an opportunity—not just to prepare for regulatory change, but to become leaders in equity, dignity, and respect.

As of April 2025, the proposed changes to the Canadian Employment Equity Act (EEA)—including the adoption of the Accessible Canada Act’s definition of disability—have not yet been enacted into law. The federal government has expressed support for many of the recommendations from the Employment Equity Act Review Task Force’s final report, released in December 2023. However, specific legislation to implement these changes has not been introduced.

As a company committed to advancing dignity in the workplace, we welcome this vision for a more inclusive Canada. True equity honors the worth of every individual. These proposed changes challenge us to go beyond compliance and build cultures where everyone belongs, contributes, and thrives.

Employers and stakeholders should stay informed about legislative developments to prepare for potential updates to the EEA.

Reach out to Dignii for more information: [email protected]

Elisabeth Cooke In Engagement, Inclusion

Why Healthy Teams Drive Stronger Business Outcomes

In fast-paced, high-stakes environments, business leaders are constantly looking for an edge. One of the most overlooked—but highest-impact—factors in performance is the health of internal teams. Research consistently shows that teams built on psychological safety, mutual respect, and inclusion across identity and background deliver stronger results across the board.

Key Benefits

Higher Performance: Google’s Project Aristotle found that psychological safety is the #1 predictor of team success. Teams with open communication and mutual trust are 25% more productive and 21% more profitable, according to Gallup.
Increased Innovation: Teams that bring together a wide range of life experiences generate more creative solutions. Boston Consulting Group reports 19% higher innovation revenue in such organizations.
Better Retention: Employees who feel safe, respected, and able to show up as themselves are far more likely to stay. Great Place to Work reports up to 50% lower turnover in inclusive environments.
Stronger Customer Connection: Teams that reflect the diversity of the markets they serve are better at delivering relevant, empathetic experiences—leading to 147% higher earnings per share, according to Temkin Group.

Leadership Implications

Healthy teams are not just a cultural asset—they’re a business multiplier. Leaders who invest in inclusive team dynamics, foster psychological safety, and encourage contribution from all voices will see better decision-making, faster innovation, and stronger results.

It’s not just about how well teams work together—it’s about who gets to be in the room, who gets heard, and who thrives once they’re there.

Elisabeth Cooke In Engagement, Inclusion

Bridging the Gap: Navigating Generational Differences to Build a Healthier Workplace

The modern workplace has never been more diverse—not just in terms of background or identity, but in age and life stage. For the first time in history, it’s common to see four or even five generations working side by side: from Baby Boomers and Gen X, to Millennials, Gen Z, and even the first wave of Gen Alpha entering internships and early job roles.
While this multi-generational mix brings immense value, it can also introduce friction, misunderstanding, and mismatched expectations. To build a healthy workplace where all employees thrive, it’s essential to recognize the differences between generations—not as challenges to overcome, but as opportunities to grow stronger together.

Understanding the Generational Spectrum

Each generation brings unique strengths, shaped by the world they grew up in:

Baby Boomers (born 1946–1964) are known for their work ethic, loyalty, and deep institutional knowledge. They often value hierarchy and structure.
Gen X (1965–1980) is the bridge generation—independent, pragmatic, and often balancing leadership roles with caregiving responsibilities.
Millennials (1981–1996) brought digital fluency into the workplace. They value purpose, flexibility, and transparency.
Gen Z (1997–2012) is redefining work entirely. They expect inclusivity, mental health support, and work-life integration, not just balance..
Celebrating individual and collective wins, reinforcing shared values while honoring personal contributions.
Gen Alpha (2013–present) is still young, but they’ll grow up in a world of AI, remote-first work, and global collaboration from day one.

These generational lenses influence everything from communication styles and attitudes toward authority, to tech adoption, feedback preferences, and ideas of success.

The Hidden Cost of Misalignment

When generational differences go unaddressed, teams can suffer from:

Breakdowns in communication
Inefficiencies due to conflicting work styles
Lower morale or engagement
Generational bias or stereotyping
Missed opportunities for mentorship and innovation

This disconnect doesn’t just hurt team dynamics—it can affect retention, productivity, and culture.

The Power of Support and Intentional Culture

The key to thriving across generations is not to force everyone into the same mold, but to create an environment where all voices are heard and all needs are supported. That takes intentional effort, and more often than not, external or third-party support helps.

What Does Effective Support Look Like?

Intergenerational communication training to build empathy and adapt communication styles across age groups.
Well-being initiatives that are inclusive of different life stages—whether that’s mental health for younger workers, or caregiving support for older employees.
Mentorship programs that work both ways—pairing experienced employees with younger ones for skill-building and reverse mentoring for fresh perspectives.
Leadership coaching to help managers lead multi-generational teams with confidence, nuance, and emotional intelligence.
Third-party facilitators or consultants who can help organizations see blind spots and implement sustainable, culture-driven changes.

Why It Matters More Than Ever

As workplace expectations shift rapidly—driven by technology, economic uncertainty, and social change—it’s not enough to focus only on short-term performance. Companies that build healthy, multi-generational teams will be more innovative, more resilient, and better positioned for long-term success.
Workplaces that listen, learn, and evolve will attract and retain top talent from all age groups. They’ll turn generational tension into generational strength.

Final Thought

No generation has all the answers. But together, we have all the wisdom, creativity, and courage needed to build something better.
Investing in support systems that bridge the generational gap isn’t just good for culture—it’s smart business.

Elisabeth Cooke In Compliance, Engagement

The Business Case for Healthy Teams

1) Increased Productivity and Performance

Healthy teams deliver stronger results. A 2017 study published in the Harvard Business Review found that employees in high-functioning teams were 25% more productive than their peers in less collaborative settings. Teams that bring together a variety of viewpoints, backgrounds, and thought patterns are better equipped to tackle complex challenges and adapt quickly. According to McKinsey & Company, companies in the top quartile for ethnic and cultural representation on executive teams are 33% more likely to outperform their peers on profitability.

2) Higher Employee Retention

When individuals feel respected and included—regardless of their identity—they are far more likely to remain with their employer. Great Place to Work research shows that organizations where employees feel safe being themselves have up to 50% lower turnover rates. Creating teams that celebrate differences, and ensure every voice is heard, leads to deeper loyalty and engagement.

3) Better Health and Lower Absenteeism

A team culture that respects individuality and encourages connection across lines of difference creates an environment where people are less likely to feel isolated or marginalized. This kind of support translates into better mental health outcomes and fewer missed days. According to the American Psychological Association, such workplaces report 41% less absenteeism and reduced burnout—critical in a world where stress and mental fatigue are rising across industries.

4) Enhanced Innovation and Creativity

Innovation thrives when people from different walks of life come together with equal space to contribute. Research from Boston Consulting Group found that companies with more varied leadership teams reported 19% higher innovation revenues. The mix of cultural experiences, perspectives, and values can fuel breakthroughs that homogeneous teams often miss. Inclusion in brainstorming and decision-making processes helps generate bold, out-of-the-box thinking.

5) Improved Customer Satisfaction

Customers are not monolithic, and companies with teams that reflect a broad cross-section of society are better equipped to understand and serve their markets. Teams that include a range of voices—across ethnicity, identity, and lived experience—are more likely to develop products, services, and communication strategies that resonate widely. According to a Temkin Group study, organizations with highly engaged employees see 147% higher earnings per share and greater customer satisfaction scores.

How to Build and Sustain Strong Teams

Modeling inclusive leadership, where everyone feels empowered to speak and contribute.
Ensuring all team members have equal access to growth opportunities, feedback, and recognition.
Creating space for dialogue, especially across lines of difference, to deepen understanding and empathy.
Encouraging work-life balance and mental health awareness, particularly for those who may experience additional pressures or discrimination outside of work.
Celebrating individual and collective wins, reinforcing shared values while honoring personal contributions.

Conclusion

Teams built on respect, openness, and collaboration—especially across different life experiences, identities, and backgrounds—are a competitive advantage. They bring fresh perspectives, stronger problem-solving capabilities, and deeper connections both internally and with customers. As the nature of work continues to evolve, organizations that prioritize human connection and belonging will be better positioned to innovate, retain talent, and grow sustainably.