Tips to encourage adopting a noncasual dress code

As workers return to work, there might be many younger adults navigating the workplace setting for the primary time. Pre-pandemic, many corporations had been implementing casual dress code policies. For instance, in a 2019 Randstad survey, 79% of the work environments analyzed had been deemed informal.

But dress codes are nonetheless a thriller for younger adults. Regardless of following pointers, a couple of in three workers beneath the age of 35 report having been requested to dress extra professionally.

In a current dialogue query I posed to Rutgers college students round dress codes, younger adults shared insights like this: “After I first began [my current] job, I modified how I dressed as a result of I needed to be seen as a skilled. I didn’t need to be seen as a secretary or somebody that runs errands for my supervisor.”


Arguably, among the many most complicated elements of following dress codes are the unspoken norms younger adults are anticipated to comply with. These are a few suggestions of what managers can do to assist unfold understanding, notably as extra younger individuals land their first job and take their first (barely extra dressed-up) step into an workplace.

Evaluate dress code insurance policies

Probably the most essential issues managers can do for younger hires is assist them interpret dress code insurance policies. Randstad’s analysis discovered 30% of workers don’t perceive what they need to put on at work as a result of dress codes are often unclear or vague.

As one respondent defined: “In an onboarding pamphlet for a job I used to be employed to do, there was a part that mentioned, ‘We’re a clean-cut firm, dress and look accordingly.’ I didn’t precisely know what that meant.”

In the course of the onboarding interval, managers can share suggestions associated to what younger adults ought to put on, together with calling out occasions when their apparel ought to change (equivalent to throughout conferences with exterior shoppers or digital shows with senior leaders). It’s additionally essential for managers to share unstated norms about apparel.

For instance, one younger graduate shared: “I’ve tattoos on my legs and arms. Though it was by no means explicitly acknowledged, I observed how I used to be handled as soon as I lined my tattoos. I used to be taken extra critically.”

Cut back stress

Since younger adults really feel stress to slot in and be accepted at work, determining what to put on can result in moments of stress. For instance, as one respondent noticed, “I watch my sister stress in regards to the outfit she goes to put on the following day. She doesn’t need to put on vibrant colours, however she additionally doesn’t need to put on all impartial colours which might be uninteresting.”


Additional, some younger adults choose out of informal apparel and like formal enterprise apparel; some even overdress to enhance their confidence. Managers can reduce this stress by encouraging open dialogue about private look. For instance, a supervisor can attempt main with the next: “After I first started working, I wasn’t at all times certain of what to put on at work. Do you ever really feel that manner?”

Work to remove judgment and bias

Managers also needs to be conscious of how they impart with workers relating to look. For instance, they need to keep away from making workers really feel judged, as this individual did: “After I wore . . . a hoodie to work, I used to be criticized by my boss, who instructed me the very first thing of doing effectively is to dress like a ‘regular’ worker.”

When managers strategy workers, they’ll body the dialog positively and clarify the significance of private look. For instance, managers can say one thing like, “Typically, organizational norms embrace how individuals dress at work. At our firm, there are specific look norms that senior leaders anticipate all workers to comply with.” Begin by discussing what is predicted. And comply with up by saying, “I imagine working towards these norms will increase your possibilities of being taken critically and establishing credibility.”

Managers should keep a delicate stability, since oftentimes speaking about private look could make younger adults really feel susceptible. To attract from a private expertise, early in my profession my supervisor judged me for sporting vibrant garments. This suggestions made me query whether or not different leaders perceived me on this similar manner: younger and seemingly much less credible and succesful. Extra essential, I felt like I couldn’t carry my genuine self to work, which made me query my organizational match.

Be inclusive

On the subject of match, organizations are not too long ago beginning to revisit their dress codes to foster more inclusive workplaces. For instance, UPS not too long ago updated its policies, and now drivers are permitted to have facial hair, piercings, and pure hairstyles.

As with all new mandates, managers are liable for ensuring workers are up to date and conscious of any adjustments. Moreover, managers ought to pay attention to their very own biases. All of us have them, and typically these biases may end up in adverse perceptions. For instance, regardless of adjustments being made on the organizational stage, some managers retain their preconceived notions {of professional} apparel and look. And when biases are current, it may end up in workers feeling excluded.

As described by one younger grownup: “As a individual of colour, we regularly are pressured to assimilate to meet Eurocentric and heteronormative norms of workplaces. [To me,] professionalism has a Eurocentric definition.”

In accordance to research, managers should push themselves to keep away from prioritizing some work kinds over others. For example, managers can keep away from making feedback about private fashion equivalent to, “I wouldn’t put on hoop earrings to a shopper assembly.”

In brief, managers can do each—present steering about look and be inclusive. Managers can obtain this stability by broadening their perceptions of organizational match, together with displaying an openness to private look and magnificence.

Kyra Leigh Sutton, PhD, is a college member at Rutgers College College of Administration and Labor Relations in New Brunswick, New Jersey. Her analysis pursuits embrace the event and retention of early-career workers.