The DE&I–wellbeing connection: why inclusion is no longer optional for healthy workplaces 

Wellbeing strategies do not exist in a vacuum. They are shaped, enabled or undermined by the culture in which they sit. For many organisations, this is where the connection between diversity, equity and inclusion (DE&I) and wellbeing becomes impossible to ignore. Employees do not experience wellbeing as a set of benefits, but as a daily reality shaped by whether they feel safe, valued and able to do their best work. 

Alicia Navarro, founder of virtual co-working platform FLOWN, frames the connection clearly. “We do our best work when we feel seen, valued, and given the environment and tools to work at our best potential,” she says. “DE&I is fundamentally about doing this: making employees feel their unique talents and capabilities are appreciated and given the opportunities to flourish.” When that happens, she adds, “we feel great at the end of the day… that is the essence of ‘flow’.” 

In practice, this means that wellbeing is not only influenced by workload or access to benefits. Karen Rider, Head of People at international marketing agency ICS-digital, says it is shaped by everyday inclusion. “Wellbeing isn’t just influenced by workload or benefits; it’s shaped by whether people feel included, respected and able to be themselves,” she explains. This shows up in subtle but powerful ways: who feels comfortable speaking in meetings, who feels able to ask for flexibility and whose needs are considered when decisions are made. 

When people feel they belong, wellbeing initiatives have a far greater chance of making a real difference. When they do not, those same initiatives can feel superficial or inaccessible. 

The risks of exclusion are not abstract. Navarro points to “chronic stress, masking behaviours, disengagement and higher burnout, often invisible until people leave”. 

Much of the existing scientific research on masking focuses on autistic people, where it has been linked to increased stress, burnout and disengagement. While the academic literature is narrower than the lived experience suggests, the concept is increasingly used to describe the emotional labour of hiding difference more broadly in workplace contexts. 

Rider sees the same pattern. “When people don’t feel included, or psychologically safe, the impact on wellbeing can be significant,” she says. Stress and anxiety increase, particularly when individuals feel they must hide aspects of who they are to avoid negative judgement. Over time, this can lead to disengagement, reduced confidence and burnout, with employees withdrawing from conversations or seeking work elsewhere. 

Chris Jay, Managing Director of Bascule Disability Training highlights how deeply DE&I shapes wellbeing for employees with disabilities. “When it comes to the employee experience, DE&I and wellbeing are interconnected in that DE&I generally helps shape a culture that is supportive and understanding, creating a sense of safety for workers with disabilities,” he says. When inclusion is embedded, staff are less likely to experience stress, exclusion, burnout or work-induced mental health issues. Importantly, it also reduces the pressure many people feel to hide a disability, which “commonly causes many people to have additional physical and mental challenges”. 

Despite good intentions, wellbeing strategies themselves can unintentionally exclude. Navarro warns that “one-size-fits-all initiatives such as social-heavy events, rigid schedules or performative presenteeism can alienate neurodivergent or introverted employees”. Rider agrees, noting that initiatives focused narrowly on fitness, alcohol-centred socialising or mindfulness will not suit everyone. Benefits can also favour office-based staff, those without caring responsibilities, or those most comfortable speaking up. In these cases, support exists “in theory but feels inaccessible in practice”. 

For employees with disabilities, exclusion is often built into physical space and policy design rather than intent. Jay points out that many wellbeing initiatives fail basic accessibility tests. “Too often, benefits and initiatives can exclude people with disabilities,” he says. “For example, gym memberships may not be in accessible venues, organised social events may not appeal to all staff or take place in accessible places.” 

He also highlights how modern office design can unintentionally exclude. “If your workspace environment has considered wellbeing, does it cater for the needs of people with disabilities?” he asks. “Are there spaces for those who may be neurodiverse to escape sensory overload and work contemplatively? Are those funky new break-out spaces and trendy sofas accessible to all? Are the newly designed hot desks ergonomic and adaptable?” 

Flexible working, Jay adds, is frequently misunderstood. “Flexible working arrangements are also implemented to enhance wellbeing, but it is worth considering that these are often essential for those with disabilities, helping employees maintain their everyday routines and manage their health and wellbeing.” Framing flexibility as a perk rather than a necessity can be particularly damaging. “Many disabilities, such as depression, chronic fatigue syndrome, chronic pain and neurological conditions, can disrupt sleep, making early starts challenging,” he says. “Flexibility allows individuals to structure their workday around the hours when these staff members are most productive.” 

So, what does inclusive wellbeing look like in practice? Choice and flexibility are central. Navarro describes inclusive wellbeing as “providing choice and flexibility so people can work in ways that suit them – whether that’s where they work, the hours they work, or the tools they use”. Parents may need flexibility around school runs, while people with ADHD may benefit from focus-support tools such as body doubling. Rider adds that inclusion depends on people feeling safe to speak up and managers applying flexibility “fairly and consistently”. 

Aligning DE&I and wellbeing strategies requires a shift in mindset. The most effective organisations treat them as interconnected, not separate. Rider says this starts with understanding who current strategies work for, and who they miss. Navarro argues alignment comes from “removing structural barriers to good work, rather than adding generic perks”. Some employees may value a gym membership; others may gain far more from quieter workspaces, flexible hours or the ability to work locally. 

Chris suggests reassessing wellbeing through a DE&I lens, particularly accessibility. Are spaces inclusive? Are policies designed to support different needs without stigma? Are flexible arrangements framed as enabling performance, rather than exceptions? 

Looking ahead, Navarro sees a broader shift underway. “The shift is from wellbeing as a set of employee benefits, to wellbeing as productivity infrastructure,” she says. This reframes wellbeing not as an add-on, but as part of how organisations enable sustainable performance. When wellbeing aligns with culture, employees are healthier, more engaged and more likely to stay. 

For B2B leaders, the message is clear. Wellbeing cannot succeed without inclusion. When people feel respected, valued, safe and able to be themselves, wellbeing becomes part of everyday work rather than a separate initiative. Organisations that align DE&I and wellbeing are not just reducing risk; they are shaping workplaces where people can genuinely perform, contribute and thrive. 

Disclaimer: The views expressed in this opinion piece are those of the authors quoted and do not necessarily reflect the views of The Well Crowd. This content is for information and discussion purposes only and should not be taken as medical, health, or professional advice.