The Forgotten Majority: How Asymmetric Conscious Bias is Failing Men in Male-Dominated Workplaces

By Steve Whittle, Founder of Tough To Talk

Let me tell you a story.

A few months ago, I started working with a company in a male-dominated industry, 86% of their workforce were men. They were proud of their DEI (Diversity, Equity, and Inclusion) and welfare programs, and on the surface, it looked like they were doing everything right.

They had representative groups for women, LGBTQ employees, neurodiverse individuals, disabled staff, and ethnic minorities. They had posters, banners, and even annual celebrations for these groups. They met quarterly with leadership to discuss systemic issues and lived experiences. It was a textbook example of a modern, inclusive workplace.

But there was one glaring problem: the 86% of their workforce who were men were completely left out of the equation.

This isn’t unconscious bias. This is what I call asymmetric conscious bias.

In this context, it’s the deliberate, albeit often well-intentioned, decision to focus on the needs of minority groups while neglecting the majority, in this case, men. It’s not about malice or ignorance; it’s about prioritising one set of issues over another, even when the data screams that the majority is struggling.

And it’s a problem I see all the time in the industries I work with—construction, manufacturing, infrastructure, uniformed services, you name it. These are industries where men make up the majority of the workforce, and yet their well-being is often ignored. And the irony? It’s usually men at the top making these decisions.

The Numbers Don’t Lie

Let’s talk about the facts. In the UK, men account for 97% of workplace fatalities (HSE). They’re three times more likely to die by suicide than women (ONS), and in construction, the suicide rate is nearly four times the national average. These are the men who are building our homes, maintaining our infrastructure, and keeping our industries running. And yet, when it comes to workplace welfare, they’re often an afterthought.

Take the company I mentioned earlier. Their Employee Assistance Program (EAP) usage was only 6%, with 1% of that coming from men. Why? Because the programs weren’t designed with them in mind.

When one man suggested starting a men’s forum to address issues like mental health, workplace accidents, and retention, he was told it wasn’t “inclusive.” Instead, he was invited to create a company-wide wellness group, outside the official strategy, of course. It was a polite way of saying, “Your problems don’t matter.”

The Allyship Conundrum

One of the company’s big concerns was the lack of allyship from men for minority groups. And honestly, I wasn’t surprised. Why would men support initiatives that don’t support them? It’s like asking someone to cheer for a team that won’t let them play. If you’re not included in the solutions, why would you back them?

I get it. Companies are afraid of not addressing the historical systemic issues faced by women and minorities. But here’s the thing: you can do both. Supporting men doesn’t mean you’re against women or minorities. It means you’re for everyone. DEI isn’t a zero-sum game.

The Leadership Paradox

Here’s the part that really gets me: most of these decisions are made by men.

Men in leadership positions are consciously choosing not to support the men who need it. Maybe it’s fear of backlash, or maybe it’s a misguided attempt to overcorrect historical wrongs.

Whatever the reason, the result is the same: a workforce that feels unsupported, undervalued, and increasingly disengaged.

Retention is a huge issue in these industries, and it’s not hard to see why. When your problems are ignored and your well-being is an afterthought, why would you stick around?

The irony is that by neglecting the majority, these companies are creating a workforce that’s less safe, less productive, and less loyal. It’s a lose-lose situation.

The Way Forward

So, what’s the solution?

First, we need to acknowledge the problem. Pretending it doesn’t exist won’t make it go away.

Second, we need to include men in DEI and welfare strategies. This doesn’t mean taking anything away from women or minority groups; it means adding another layer of support.

Start a men’s forum. Address the high rates of workplace accidents and suicides. Make EAPs more accessible and relevant to men. And for the love of all that is holy, stop telling men that their issues aren’t “inclusive.” They are.

Finally, leadership needs to lead by example. If the men at the top don’t prioritise the well-being of their male workforce, why would anyone else?

It’s time to stop being afraid of doing the right thing. Supporting men doesn’t mean you’re against anyone else. It means you’re creating a workplace where everyone can thrive.

My Mission

At Tough To Talk, this is what we’re all about. We work with companies to tackle these issues head-on, to create environments where men feel supported and valued. Because when you support the majority of your workforce, everyone benefits. It’s not just good for morale; it’s good for business.

Asymmetric conscious bias against men in male-dominated workplaces is a real issue, and it’s time we started talking about it. Ignoring the majority of your workforce isn’t just unfair. it’s unsustainable. So let’s stop pretending that men don’t need support. They do. And the sooner we recognise that, the better off we’ll all be.