This blog is written by Sumit Agarwal, a DEI advisor to Fortune 500 companies and one of LinkedIn's Top Voices. Born with cerebral palsy, Sumit has never let his disability impede his mission to inspire countless individuals living with the fear of being ostracized due to theirs. His journey is a testament to the power of resilience and the impact of nurturing inclusive communities.
As a DEI ambassador, I've dedicated my career to fostering workplaces where everyone feels valued, respected, and empowered to bring their authentic selves to work.
Over the years, I've witnessed the transformative power of diversity, equity, and inclusion initiatives.
However, I've also seen how subtle, insidious forces can undermine even the most well-intentioned efforts. One such force that's been gaining attention recently is resenteeism.
Resenteeism, a relatively new term in the corporate lexicon, describes a phenomenon where employees remain in their jobs despite harboring deep-seated resentment or dissatisfaction.
It's a silent productivity killer that goes beyond mere disengagement.
These employees show up day after day, carrying a weight of frustration that impacts their own performance and the overall workplace atmosphere.
At first glance, resenteeism might seem like just another HR buzzword.
However, as someone deeply invested in creating inclusive workplaces, I know that it's a critical issue that demands our attention, especially when viewed through the lens of diversity, equity, and inclusion.
The roots of resenteeism often lie in feeling undervalued, overlooked, or trapped. In my work, I've observed how these feelings can be amplified for employees from underrepresented groups.
They might stay in unfulfilling roles due to fears of limited opportunities elsewhere, concerns about facing discrimination in a new workplace, or financial pressures that make job-hopping risky.
This reluctant persistence can lead to a toxic cycle where diversity is present on paper, but true inclusion remains elusive.
Consider the case of Sofia, a talented Italian copywriter with whom I worked in my first company.
Despite her skills and innovative ideas, she felt consistently sidelined in favor of her male colleagues.
Yet, as a first-generation professional supporting her family, she felt she couldn't risk leaving for another opportunity.
Her resentment grew silently, impacting her work and her interactions with the team.
Sofia's story isn’t unique—it's a pattern I've seen repeated across industries and demographics.
Resenteeism poses a significant threat to DEI efforts.
When employees from marginalized groups experience persistent dissatisfaction but feel unable to leave, it can reinforce feelings of powerlessness and perpetuate systemic inequalities.
It creates a façade of diversity without the substance of true inclusion and equity.
So, how can we address this challenge as DEI advocates and organizational leaders?
First, we must create environments where open, honest communication is encouraged and actively facilitated.
This means going beyond annual surveys and establishing regular check-ins, anonymous feedback channels, and safe spaces for employees to voice their concerns without the fear of retaliation.
In one organization I worked with, we implemented a 'listening circle' program where employees could share their experiences in a supportive, confidential setting. The insights gained were invaluable in identifying and addressing sources of resentment.
We also need to critically examine our organizational structures and processes.
Are there equitable opportunities for growth and advancement? Is compensation genuinely fair and transparent?
Are workloads distributed equitably?
Often, resentment stems from perceived unfairness in these areas.
By implementing clear, objective promotion criteria and regularly reviewing compensation practices, we can address some root causes of resentment.
Training plays a crucial role, too.
We need to equip managers with the skills to recognize signs of resenteeism and address them quickly and effectively.
This includes developing emotional intelligence, practicing active listening, and learning to have difficult conversations about job satisfaction and inclusion.
Managers adept at these skills often turn potential resentment into opportunities for growth and improved engagement.
Moreover, we must broaden our understanding of what creates a fulfilling work experience. It's not just about the job itself—it's about feeling connected to a larger purpose, having autonomy, and experiencing personal growth.
Organizations successfully combat resenteeism by implementing mentorship programs, creating cross-functional project opportunities, and offering professional development resources tailored to individual career goals.
Another critical strategy is to foster a culture of appreciation and recognition.
In one company I advised, we implemented a peer recognition program highlighting contributions to inclusivity and collaboration.
This boosted morale and reinforced the value the organization placed on creating an inclusive environment.
As we address resenteeism, it's important to remember that this isn't just about improving productivity or reducing turnover.
It's about creating workplaces where every individual can thrive, where diversity is not just tolerated but celebrated, where equity is not just a goal but a reality, and where inclusion is woven into the organization's fabric.
The journey to genuinely inclusive workplaces is ongoing, and addressing resenteeism is a crucial part of this journey.
It requires constant vigilance, a willingness to have uncomfortable conversations, and a commitment to making meaningful changes.
As DEI ambassadors, we have the opportunity—and the responsibility—to lead this charge.
By tackling resenteeism head-on, we're not just improving employee satisfaction; we're creating environments where innovation can flourish, diverse perspectives are valued, and every employee feels empowered to contribute their best work.
We're building organizations that are not only more equitable and inclusive but also more resilient and prosperous in the long term.
As we move forward, let's keep resenteeism firmly on our radar.
Let's work proactively to create work environments where it has no place to take root.
When we succeed in this, we're not just winning the battle against resenteeism—we're making significant strides towards the truly diverse, equitable, and inclusive workplaces we all aspire to create.
