"While the corporate wellness industry expected to be worth $85 billion by 2030, there’s also evidence that the effectiveness of well-being programs is low, as individual interventions like wellness apps do not address the broader workplace culture. So, do these apps have any place within organizations? Maybe, if they’re part of a much larger strategy. To decide whether investing in an app can really make a difference for your employees, ask four key questions of your organization: Why do we want to invest in an app? How can we set the stage for introducing an app? How do we select the right vendor? And, how do we integrate the app we ultimately choose?."

"As we approach the 2024 election, there are a lot of fundamental issues on the line—one of them being the safety and security of the Asian American and Pacific Islander (AAPI) community. Further, as a member of the AAPI community (through my South Asian heritage) and a leader with over 16 years of experience creating equitable and inclusive workplaces, I believe there is a unique storm brewing for our community when it comes to our physical safety, mental health, and equitable rights in the workplace."

"Having a mentor when you are queer and trans BIPOC is instrumental in navigating workplace complexities. Yet, as a queer person of color, I’ve observed a recurring theme. Many of my previous senior mentors I’ve been paired with had an expectation that everyone must “pay their dues,” furthering a narrative that success demands enduring identical hardships, biases, and microaggressions from peers. While I embrace the value of hard work, I firmly believe that one’s identity, values, and unique working styles should not be compromised in the pursuit of a thriving career."

"Many first-generation Americans face a cultural seesaw effect when trying to be successful in Western workplaces. For example, members of the Asian American and Pacific Islander (AAPI) community can find it challenging to self-promote, as it goes against their values. They’re taught from a very young age to be humble, to stay under the radar, and to never correct authority figures, as a sign of respect. They hope their hard work will simply speak for itself. But self-promotion and voicing opinions have become key elements needed to thrive in Western workplaces, which clearly advantages some and disadvantages others."

"It is no secret that employees want to feel valued at work, driven with purpose and connection to the overall company mission. However, if managers are not giving their teams the space to grow, and continue to exploit their power and position in gaslighting their teams, it inadvertently creates experiences where DEIB principles are violated. Unsurprisingly, actions like these from specific managers significantly impact their employees’ mental health."

"Hate crimes are at a disturbingly high rate in the U.S. What happens when one of your employees survives such a crime? The author, who is a victim of a hate crime himself, shares his story and describes why it can be so difficult to speak up about such an event at work. He then offers four suggestions to help managers who are part of an historically marginalized community: create psychological safety, respond with empathy, offer flexible work arrangements, and invest in tailored mental health resources."

"Awareness months have gained popularity in educating the masses on very important subject matters. The month of May is no different — ranging from Mental Health Awareness, AAPI Heritage, and ALS awareness to name a few. Specifically to mental health awareness, many organizations wait until May to fulfill their yearly quota, declaring they have done their part to create a workplace that fosters support for their employees.

"Mental health across Indians has never received adequate attention or permission for that matter. The current crisis has only exacerbated the innate stigma among Indians, and the wider Indian community worldwide. The avoidance of any mental health challenge reverts back to our culture, our identities, and how it intersects with the sacrifices made by previous generations. We intentionally disregard our pain, ingrained to remain silent, and continue with relentless efforts to preserve our social status at the workplace."

"Being open about our insecurities can foster an environment of growth and mutual trust between a leader and their colleagues. Once that trust is established, teams can truly flourish and drive innovation. The defensive armor has been taken off and a bold new working environment is established where people can bring their true selves to work. I do not want suggest leadership must expose all the skeletons in their personal closet. Rather, my intention is to dispel the cliché of successful leadership being predicated on ego and a façade of invulnerability."

"If allyship is your true intention, then put aside performative statements such as “Be yourself at work” in your corporate campaigns that often fall hollow. Understand this fundamental truth: We never bring our true selves because we are petrified to show you."

"As we progress into a new age of dexterity, it becomes imperative we look after our employees. It will not be an easy task to challenge and it may not work at the first attempt. Perhaps you will fail over and over again. This issue will not solve overnight because there is no precedent that we all can leverage and adapt to, yet."

"Choosing to be a minority implies that we have now decided to give up our fundamental rights that the majority receive, and are comfortable with a secondary status in society. If this was true, we would not consistently fight for our rights with our families, with our workplace, and even in some sad situations, with the law. Yes, society has moved mountains over the last few decades, yet we still live in a world where we are constantly being questioned on who we are — causing self doubt, low confidence, and shame."