Fair and respectful workplaces aren’t just good for employees — they’re good for business. Research consistently shows that strong diversity, equity and inclusion (DEI) practices can boost financial performance and strengthen customer loyalty. Yet many employees say they’re not experiencing those benefits in their day-to-day work. While leaders often believe their programs are making a positive impact, most employees report feeling little to no personal connection to these initiatives.

Recent research by Catalyst and NYU’s Meltzer Center for Diversity, Inclusion, and Belonging surveyed 2,500 employees, executives and legal leaders from U.S. companies with active workplace inclusion programs. These findings revealed a clear perception gap: 63% of C-suite leaders believe DEI is fully embedded into daily work life, but only 43% of employees agree.

The gap doesn’t stop there. Executives expect DEI to become even more a part of everyday work in the future, while employees believe it’s likely to fade.

This same research also shows that support for the principles of DEI among employees is almost universal. An overwhelming 99% agree that every worker should be respected and welcomed, no matter their background or identity, and that their organization should ensure fair treatment for all, including equitable pay.

This disconnect — between strong employee support for DEI’s ideals and perception of DEI fading in practice — can have serious consequences. At best, it leaves many employees feeling unaffected and disengaged. At worst, it creates space for detractors to push a damaging counter-narrative.

So, how can leaders close this perception gap and ensure employees feel the impact of their workplace inclusion programs?

The first step is recognizing that perception shapes reality. Employees across roles, levels and backgrounds experience workplace initiatives in very different ways. There is no “one-size-fits-all” solution to building workplaces where the most talented employees want to stay and contribute.

Learning leaders who want to bridge these perception gaps and make sure every employee feels valued and included should consider three key actions: evaluate, educate and explain.

1.    Evaluate

You can’t fix what you don’t measure. Start by identifying where the gaps might exist in your organization. Speak with employees. Gather data on what’s working, what’s not and why. Ask if they feel inclusion practices are truly part of their day-to-day work and then dig deeper into the specific practices that shape those experiences.

What separates a performative organization from one that’s truly committed to inclusion is what happens in the day to day. These are the small but powerful actions: a leader modeling flexible work, a teammate making space for everyone’s input, a colleague valuing different perspectives during a meeting or brainstorming session. Repeated over time, these moments ensure all employees feel valued, respected and treated as whole people with full lives.

Consider what consistent inclusion looks like in your unique workplace. Ask about core practices, such as access to mentors and sponsors, pay equity, parental leave and equal access to stretch assignments or “hot jobs.” Review your workplace policies that shape employees’ daily experiences, like communication practices in meetings, scheduling requirements and flexibility. The more specific the questions, the better. And don’t hesitate to include aspirational practices that you hope to build over time.

This data will reveal which aspects of your DEI programs are reflected positively in employees’ day-to-day experiences — and where gaps may exist. Collecting and understanding the data will help you level the playing field and build a more inclusive workplace for all your employees.

Armed with these insights, you can tap into one of your organization’s most powerful resources: managers and people leaders.

2.    Educate

Training managers on inclusive leadership and future-focused skills, such as empathy and adaptability, is one of the most effective ways to transform workplace culture. Catalyst research shows that a manager influences 45% of an employee’s sense of inclusion at work. In other words, nearly half of how employees experience inclusion each day comes down to their manager’s actions and approach.

Catalyst research identifies six key behaviors that help create an inclusive environment. Managers can transform the workplace experience for employees through how they interact — with curiosity, humility and courage — and through the culture they build, showing accountability, ownership and allyship. Training managers on these leadership behaviors is essential to fostering inclusive workplaces and sets the stage for the next step: clear, ongoing communication that regularly reinforces inclusion as a shared, and lived, priority.

3.    Explain

Equip managers to communicate, implement and model core inclusion practices and policies so initiatives are consistently brought to life across the organization. Give them the tools, language and confidence to explain the value these practices bring to every employee by fostering fairness and equal opportunity.

Building empathy skills helps managers truly listen, understand where inclusion efforts may be falling short and respond in meaningful ways. This also means preparing them to overcome conversational roadblocks, such as fear of saying the wrong thing, discomfort with sensitive topics, or assumptions that lead to avoidance. Addressing these barriers head-on enables managers to have open, constructive discussions that build trust and make inclusion a reality in daily work.

It’s important to note that these steps are cyclical and should be revisited regularly. Evaluate the impact and employee experiences with inclusion and fairness initiatives at least annually or, ideally, more often. The insights you gather make it possible to adapt and evolve, which is essential in today’s uncertain and rapidly changing environment.

Even in a complex and often divisive sociopolitical climate, workplace inclusion remains essential for organizations that want to thrive, innovate and stay future ready. The evidence is clear: Companies that reflect the values of their stakeholders, shareholders, customers and employees consistently outperform their peers. Achieving a culture of respect and fairness requires accountability and transparency. Leaders must be willing to acknowledge hard truths and know when it’s time to pivot and improve.

To withstand backlash and real threats to equity, learning and workplace inclusion leaders must recognize that, despite good intentions, many DEI efforts have fallen short. Managers are central to changing that reality. They can move diversity and inclusion from performative slogans to genuine, lived values that create workplaces where everyone can belong, contribute and thrive.

The skills to bring this vision to life are within reach, but they won’t develop without intentional leadership.  When we equip managers with the tools and skills to become role models for inclusion, we create a better workplace for everyone.