Many organizations struggle to create workplaces that feel inclusive for everyone. As conversations around diversity, equity, and inclusion (DEI) continue—often with some backlash—allyship programs at work have become one of the most effective ways to strengthen belonging. These programs help employees, especially those from dominant groups, learn how to support colleagues with different backgrounds and experiences in a respectful, human way. Done well, an allyship program can directly improve recruitment, retention, and engagement. The question leaders should ask is simple: What business opportunities do we miss out on if we don’t invest in allyship?

The Business Impact of Allyship Programs at Work

Research consistently shows that inclusion drives results. Gartner reports that diverse and inclusive decision-making teams are more likely to exceed financial targets, while employees who feel included are three times more committed to their organization’s mission. Younger generations, in particular, view allyship and inclusion as non-negotiables when evaluating employers. By linking an allyship program to business outcomes—such as improving leadership pipelines, increasing retention, or boosting collaboration—companies position inclusion not as an optional initiative, but as a competitive advantage.

The Five-Step Framework to Build an Allyship Program

Creating or revamping an allyship program at work requires structure. A proven five-step framework includes:

1. Research – Gather input to identify skill gaps, learning preferences, and success measures.

2. Plan – Decide on budget, application process, accountability, and communication strategy.

3. Build – Launch training that addresses empathy, psychological safety, and inclusion. Tools like VR simulations are especially effective, with PwC research showing VR learners are 275% more confident.

4. Measure – Track satisfaction, behavior change, and retention through surveys, feedback, and pre- and post-program assessments.

5. Tweak & Repeat – Continuously improve using feedback, case studies, and data, ensuring allyship becomes an ongoing, embedded practice.

Real-World Example of Allyship in Action

One Wall Street firm with predominantly white male leadership faced challenges in advancing women beyond mid-level roles. They launched a men as allies program, pairing 40 senior male leaders with 40 high-performing junior women. Over time, the program evolved to include sponsorship training, which directly increased women’s promotions and retention. Six years later, it has more than 400 alumni and the CEO actively champions it. This case shows that with intentional design and leadership support, allyship programs create measurable business impact and lasting cultural change.