Deloitte Finds Authenticity Crisis: 60% “Identity Covering” At Work Despite DEI Efforts

Deloitte’s recent “Uncovering Culture” report found that “identity covering,” where employees mask parts of their identities to fit in, is still prevalent a decade after it was first studied — with 60% of U.S. workers reporting such behavior. 

This percentage of workers who behave differently to “cover” part of their authentic identity remains largely unchanged since 2023 when Deloitte reported 61% respondents.  

Interestingly, leaders who identity cover are unintentionally encouraging workers to do the same.  

According to an analysis published by Deloitte: 

• Percentage of workers who say the feel an increased need to cover around C-suite or other executives – 54% 
• Percentage of C-suite or other executives and senior managers who cover – 67% 

The study also found that even though organizations and businesses invest into diversity, equity, and inclusion (DEI) initiatives many employees continue to feel pressured to cover aspects of their identities — including race, gender, and sexual orientation. 

This not only negatively impacts individual well-being but also undermines organizational effectiveness. The study found that identity covering leads to reduced job performance, lower commitment to the organization, and increased emotional fatigue. 

Workers from marginalized groups, including nonbinary, transgender, and non-heterosexual employees, report higher rates of covering. For example, 68% of nonbinary and transgender respondents and 69% of non-heterosexual respondents say they cover at work — compared to 56% of their cisgender and heterosexual counterparts.  

Similarly, racial and ethnic minorities also face higher pressures, with 66% of Asian and 65% of Black workers reporting covering.  

Employees who feel the need to cover are found to be more likely to experience burnout, lower job satisfaction, and a reduced sense of belonging.  

Deloitte cites the important role leaders play in cultivating an authentic culture. Leaders who model authenticity can significantly affect their teams’ behaviors, promoting psychological safety and encouraging employees to express their true selves without fear of retribution.  

According to the report, “50% of workers believe their team leaders create the psychological safety for them to uncover at work,” and “61% of workers believe their team leaders desire their authenticity.” 

Experts recommend integrating well-being efforts with DEI initiatives to create more effective organizational strategies. Bridging the gaps between different teams focused on well-being, employee engagement, and DEI is offered as a solution to establish a more inclusive and supportive work environment.