4 trends influencing Canadian workplace inclusion

According to , Canadians still believe in the benefits of inclusion.

Despite the noise, this sentiment is reflected in the US, where research from Catalyst and NYU Law’s Meltzer Center found that more than three out of four employees say they are more likely to stay with their employer long term if their employer continues to support diversity, equity, and inclusion. Leadership agrees. Nearly 8-in-10 C-suite executives believe DEI programs are positively correlated with improved financial performance. that across North America, organizations have space — and responsibility — to keep inclusion on the agenda, with the right framing.

Half of Canadian men are at risk of social isolation, which makes them more likely to also experience higher levels of stress and depression according to an April 2025 survey by The Canadian Men’s Health Foundation. Workplaces provide one of the few environments where men can build relationships and find belonging, but when men feel excluded or blamed, it can increase their feelings of isolation. Research from Abacus Data found that men under 45 feel overlooked and unsupported — not hostile. This is both a wellbeing issue and a business risk. Disconnected employees are more likely to leave, less productive, less collaborative, and less innovative.

There is an opportunity for organizations to create support systems, awareness, and resources around men’s mental health. One meaningful cultural touchpoint is “Movember,” a global men’s health movement that takes place in November and is best known for encouraging men to grow mustaches to raise money for men’s physical and mental health issues.

By creating a campaign around this month organizations can signal to men that their health and wellbeing matter — and encourage men to speak openly about mental health, which is often stigmatized. These types of conversations demonstrate how men, women, and non-binary colleagues all benefit when men bring their full selves — including vulnerability, empathy, and the need for work-life balance—into the workplace.

In the last year, the , 2025 Edelman Trust Barometer recorded a 10-point rise in anti-immigration attitudes in Canada and, a parallel rise in fear of discrimination. This is a warning bell, reflecting the deepening social divide and an erosion in institutional trust. Navigating this time is critical for businesses, particularly those in industries that are reliant on diverse talent or public goodwill, who with a misstep can suffer from consumer backlash and employee disengagement. Industries heavily reliant on frontline or immigrant workers are particularly vulnerable to reputational damage and workforce instability.

Protecting your market position and maintaining stability in a volatile environment will require businesses to double down on inclusion narratives that are rooted in truth, empathy, and economic data.

From mental health support for men to therapy access for economically anxious employees, Canadian organizations are increasingly expanding their inclusion strategies to meet people where they are by responding to real-world stressors. One health insurer now offers free therapy sessions to Canadians facing tariff-related stress. Initiatives like this signal a strategic shift in inclusion to address some of the root causes of stress and exclusion.

At a time of global tension, Canadian inclusion leaders must be calm, precise, and country-specific. Many are feeling pressure from U.S. trends and policy shifts, which have had a cross-border “chilling effect” and increased skepticism among employees. To maintain credibility and compliance, HR and inclusion leaders must navigate these mixed signals, articulating Canada’s distinct values, and regulatory and ethical commitments. Without clear, authentic communication, companies risk eroding trust, lowering morale, losing access to talent, and ultimately, reduce business results. The leaders representing 25 organizations across industries at the Catalyst convening, collectively advised each other to:

• Focus on clear, non-performative policies.
• Develop robust FAQs for employees.
• Train managers to explain DEI in relatable terms.
• Communicate what’s evolving—not disappearing.

Pressure from the sociopolitical U.S environment may tempt some organizations to rebrand their inclusion efforts, but that isn’t always necessary. Unlike in the U.S., Canada’s inclusion language and practices are grounded in legal and cultural frameworks that focus on equitable access. Instead, Canadian leaders can focus on the purpose of inclusion using language that resonates with local values. A brief survey of the 25 organizations Catalyst gathered, found that only two had changed the term “DEI” to something else, such as “Culture and Belonging.” Most stood firm, emphasizing clarity, internal storytelling, and leadership support.

This climate demands that leaders make inclusion easier to understand, from the policies, pathways, and how it shows up in their daily interactions and workplace experiences.

Storytelling remains one of the most powerful tools for leaders to build trust, foster belonging, and drive engagement. Unlike abstract policies, stories make inclusion real and accessible, building empathy across employees.

Organizations can embed storytelling across the employee experience from onboarding to community gatherings, to leadership development. Encouraging employees to share their experiences can help employees to connect around important issues, which can build trust and ultimately retention. To feel comfortable sharing their stories, employees must have psychological safety. Leaders can model this behavior by sharing their own vulnerable moments, acknowledging times where they had to re-examine their assumptions or misread a situation.