In early 2025, before Donald Trump had even stepped foot inside the White House to begin his second time as US President, corporate America rushed to back out of diversity, equity and inclusion (DEI) promises made to consumers in 2016. Three members give us their take on the potential impact on DEI policies in the wider working world.
John McNamara Executive Director and CFO, AIB life
There has never been a more exciting time to be interested in diversity, equity and inclusion (DEI).
“Too woke! Too preachy! More masculine energy! Shut it down!”
Regardless of the invective linked to its unexpected politicisation, what seemed to be an unquestioned progression in DEI awareness and acceptance has now been seriously disrupted.
How we react will determine its evolution, and indeed existence, in the years ahead.
“Never waste a crisis” is the truism, and this period of transition offers businesses the opportunity to double down, tread water or cease their DEI activities.
At its core, DEI aims to tackle important issues, such as workplace gender equality and discrimination based on sexuality and racial biases, while also raising awareness of age, ability and access in a safe environment.
Within organisations, this effort is supported by a culture that is visibly led from the top and engages those affected, along with their allies.
Diverse teams produce better products resulting in higher profits, the latter being ironic in the context of much of the current US narrative.
What DEI isn’t is tokenism. It isn’t about marking certain days of the year, while ignoring what they represent the rest of the time—participating in a Pride parade annually, for example, without putting in place supportive policies for LGBT+ people.
The responsibility for DEI often gets passed to HR, where it withers away, remaining separate from the rest of the organisation. Lanyards and name badges are produced only to be tossed in (virtual) drawers, often in the absence of management leading by example.
So, if all of that ceases now, then frankly, no loss.
However, those businesses that stay the course have a valuable opportunity to reflect on how DEI sits within—and is communicated across—their organisation.
In the short term, check in with your team to find out how they are feeling about current events, and to understand if they feel unsettled. Even small gestures build trust and inclusion.
Less emphasis on targets, quotas, enforcement or policies may also be welcome—and more on ensuring that workplaces better represent the full diversity of the communities they employ, engage with and serve.
The pendulum will swing again. Those businesses that re-commit to DEI now when challenged will arguably be more invested than ever before—and that’s a good thing.
Sandra Quinn, Founder and CEO Quinn & Associates, Executive Search Partners
For over 15 years as a recruiter and the previous 10 as a Chartered Accountant, I have seen how work shapes careers, identities and aspirations. Where we spend our nine-to-five matters. It influences our sense of purpose, opportunity and belonging.
I have always been guided by two principles:
- A lesson from my father: “Love is an understanding of one another”; and
- A simple truth I share with my children: “If we were all the same, the world would be very boring.”
These ideas highlight the value of difference, not just in theory but in the strengths diverse perspectives bring to the workplace.
DEI initiatives have played a key role in fostering more inclusive environments. They have broadened access to opportunity, challenged outdated biases and helped organisations recognise talent in all its forms.
Neurodiverse individuals, for example, bring fresh thinking and problem-solving skills yet, too often, face barriers unrelated to ability.
Similarly, many disabled professionals are not limited by their own capabilities but by workplaces that fail to accommodate them.
The real challenge is not whether people can contribute but whether workplaces create the conditions for them to do so.
As some organisations scale back DEI efforts, an important question arises: what comes next?
True inclusivity should not depend on a policy. It should be embedded in how we lead, hire and collaborate. Fairness, respect and opportunity must be more than corporate buzzwords. They should define workplace culture.
Sustaining progress requires more than policies. It demands emotional intelligence, empathy and a willingness to challenge bias. The success of DEI will not be measured by whether programmes persist, but by whether their impact endures.
Understanding and celebrating difference is not just the right thing to do; it is what makes workplaces stronger, teams more innovative and organisations more successful.
Mark Fenton, CEO & Founder, MASF Consulting Ltd
For years, diversity, equity and inclusion (DEI) practice has shaped workplaces globally and enhanced performance by embracing diverse contributions and driving innovative decision-making.
Recently, however, we have seen some high-profile corporations and educational institutions begin to dismantle their DEI initiatives.
DEI is seen by some as non-essential, with initiatives viewed as a zero-sum game or unhelpful political correctness.
So, are DEI programmes still important? The answer is yes.
DEI programs are not just about fairness; they drive business success. Research consistently shows that diverse teams are more innovative, perform better financially and make better decisions.
Inclusive workplaces lead to higher employee engagement, retention and job satisfaction.
While Meta, Google and Amazon’s about-face on DEI has grabbed the headlines, there are many more organisations (Apple, Coca-Cola and Citigroup, for example) that have come out in favour of DEI and reaffirmed their strategic intent.
Indeed, at the recent Davos summit, the CEOs of both JP Morgan Chase and Cisco delivered strongly supportive statements on the impact of DEI.
Nonetheless, the DEI ‘industry’ is partly to blame for the current backlash in that some of the language it uses is viewed (ironically) as exclusionary, and some initiatives as favouring certain groups over others.
This can hamstring diverse viewpoints, prioritising identity factors over merit and muddying the link between diverse perspectives and innovation and performance.
Leaders need to:
- Engage the audience: Simplify the message of what DEI means for each individual and release the constraint of ‘mandatory training’.
- Refine, not reduce: Review language used and mitigate negative perceptions of DEI supporting unfair quotas and/or unwanted activism—do not, however, reduce efforts and continue to maintain progressive company values.
- Link to business: Ensure measurable outcomes and better integration into corporate strategies.
Our world is evolving and the need for inclusive and equitable workplaces remains.
Organisations that stay committed to DEI will not only gain a competitive edge in an increasingly diverse and dynamic marketplace but will also benefit society as a whole.
LOADING...