Interfaith Inc.: Will US corporations continue to embrace dialogue as many curtail DEI efforts?

Photo via Interfaith America Magazine.

When Jacqueline Moreno got her job at a global investment firm, it was an answered prayer.  

“I couldn’t believe it,” she said. “Coming from my background, as the child of immigrants growing up in the poorer parts of San Diego, I thought these kinds of jobs were out of reach.  

“It’s really, truly, a miracle,” Moreno said. 

Moreno was thankful her prayers seemed to be answered with the job offer. What she did not expect was that her prayers would be welcome at work. But when she started, she joined a “Christian life” community at the firm, one of its 24 different employee resource groups (ERGs), representing an array of identities and interests among the company’s workforce.  

“Too often, when you work at big companies, you feel like you have to keep your faith in the back pocket,” Moreno said, “but through this community, it’s like every day is ‘bring your religion to work day.’”  

Moreno’s experience is becoming more common as companies and corporations come to terms with increasing religious diversity in the workplace. As Eboo Patel, Founder of Interfaith America told Religion News Service’s Kathryn Post, among major brands like Walmart and Starbucks as well as tech firms like Google and financial behemoths like Alliance Bernstein, a growing contingent of businesses are engaging questions around religious diversity and dialogue.  

The expansion seen in recent years, however, may be under threat, as the federal government’s efforts to curb Diversity, Equity, and Inclusion (DEI) practices may soon have sweeping impacts on the private sector and threaten interfaith efforts at corporations and companies across the U.S.      

The American workplace: Ground zero for interreligious encounter 

Elaine Howard Ecklund, sociology professor at Rice University in Houston, Texas, said workplaces are one of the places Americans are most likely to encounter religious diversity, when compared to other spheres of life.  

“Our social media channels, the kinds of neighborhoods we are in, the places we shop or spend our free time; it’s easy to be with people like us in all of these places,” Ecklund said. “Workplaces are one of the last places in American society where we have the potential to meet people who are different than us, including from different religions.”  

Ecklund is Co-Author, with Wheaton College professor Denise Daniels and West Virginia University sociologist Christopher P. Scheitle, of a new book, Religion in a Changing Workplace, which shows how employees across the private sector are embracing the notion of “bringing their whole selves to work” — and many employers are encouraging them.  

The team conducted more than 15,000 surveys and 300 in-depth interviews on the subject of faith in US workplaces. It is the largest study of faith at work in the US to date.  

Though the researchers surmised that people would bring their faith to work, they were surprised by the extent to which people want to.  

Wheaton’s Daniels has been studying these dynamics for years. She said when people hear “religion at work,” they tend to think about that coworker who wants to talk about their personal faith or invite you to their house of worship. But beyond wanting to talk about faith, members of the American workforce understand their work — and callings — in terms of their faith. 

“American workers are exploring things like meaning, calling, and ethics within a faith framework, seeing their work through the meaning and purpose of their religion,” said Daniels, “which helps them engage work in a more meaningful way.”  

Ecklund and Daniels said a lot of policymakers and employers may at first be uneasy — or downright fearful — of having people talk, and share, openly about their faith in the workplace. Thier research concluded that allowing, and encouraging, employees to “bring their faith to work” does not necessarily lead to conflict, but closer relationships and diverse teams performing better, together as members have opportunities to engage their differences and share their strengths.  

To strengthen a culture of belonging in their workplace and open up new opportunities for growth, Ecklund and Daniels said leaders have to intentionally engage this facet of their workers’ identities, and do so in a civil, respectful and power-mindful way.