A Diversity, Equity, and Inclusion Perspective on Organizational Socialization in the New Age of Remote Work

Abstract

Organizations have begun to embrace remote and hybrid work arrangements while simultaneously prioritizing diversity, equity, and inclusion (DE&I) in a post-COVID-19 work era, bringing forth new challenges in socializing organizational newcomers. In this chapter, a DE&I perspective is applied to further understanding of the unique challenges organizations and leaders face in socializing remote workers, encouraging organizations to proactively foster newcomer development of essential cognitive, regulative, and normative knowledge; self-efficacy; and a sense of social inclusion. Evidence-based recommendations are provided to provide a path forward for organizations to socialize organizational newcomers in the new age of remote work in a way that upholds DE&I goals and values.

Exploring Inclusion in the Remote Startup Landscape: A Case Study Analysis

“…Therefore, the commitment and focus on the enhancement of inclusion or prevention of exclusion are implicit. According to Burleson et al (2022), organisations may face new challenges in adapting inclusion to remote work environments which may change the way in which employees perceive inclusion.…”

The Future Is Hybrid: How Organisations Are Designing and Supporting Sustainable Hybrid Work Models in Post-Pandemic Australia

“…Academic studies investigating the typical supports needed for hybrid and remote work, with theoretical and empirical analysis of the conditions under which hybrid work might be successful, are starting to emerge. For example, Burleson, Eggler and Major [54] recently examined a range of diversity, equity, and inclusion (DE&I) challenges facing remote workers; whilst Knight et al, [55] discuss the benefits of hybrid work vs fully remote work from a loneliness perspective; and Odum, Franczak and McAllister [56] allude to the risk of proximity bias, underlining the importance of ensuring equity between both in-person and remote employees for nurturing successful hybrid work arrangements. However, studies like these have a much narrower focus and no current literature identifies the range of different pillars needed to support successful hybrid work models, in the same way, this paper does.…”