With the Backlash to DEI, Where Do We Go From Here?

The start of this year has been a whirlwind. Over the past few weeks, the world of Diversity, Equity, and Inclusion (DEI) has been completely shaken up. From new executive orders coming out of the White House to several major organizations backtracking on their DEI commitments, it’s been a rollercoaster ride for companies, employees, and DEI leaders alike. What does this mean for the future of DEI in the workplace?

DEI teams are being dismantled, with leaders and staff now looking for alternative roles. Employees are left feeling disillusioned and betrayed, questioning whether their employers ever truly meant what they said about fostering inclusion and diversity. Meanwhile, corporate leaders are scrambling to ensure compliance with the ever-changing political landscape and attempting to avoid becoming targets of further criticism. It’s a turbulent time, and many are wondering where things will go from here.

So, where do we go from here? As someone who actively collaborates with leaders across global organizations in various industries, here’s some advice for navigating the current climate and ensuring that DEI work can continue, despite the hurdles ahead.

Don’t Get Discouraged: Look Beyond the Headlines and Dig Deeper 

In the current media climate, it’s easy to get swept up in the sensational headlines. It can feel like DEI initiatives in U.S. companies are being under attack, with many organizations scaling back or abandoning their diversity-related work altogether. However, it’s crucial to take a step back and go beyond the surface-level news. What exactly are these companies doing, and what are the real motives behind these changes?

In reality, many organizations are not abandoning DEI altogether. They are simply moving into “stealth mode,” meaning they may still be pursuing their DEI initiatives, but doing so in a way that avoids the more public and performative aspects of the work. Instead of large, visible DEI campaigns, they might be quietly revising their internal processes, fostering more inclusive practices behind the scenes, and quietly ensuring that their workforce remains diverse without drawing unnecessary attention. The goal is to protect jobs and avoid the political backlash that comes with overt DEI statements. This quieter approach allows companies to continue their DEI efforts without alienating employees or risking further complications.

Therefore, it’s important to understand that while headlines might suggest companies are walking away from DEI, many are finding ways to keep going with these initiatives in a more subtle, and perhaps more strategic, manner.

Shift Your Language If It Means Continuing the Work 

In my conversations with DEI leaders, one of the most common concerns I’ve heard over the last few weeks is whether it’s necessary to change the language surrounding DEI in order to stay aligned with new directives coming from government and corporate policymakers. For many organizations, terms like “diversity” and “equity” have become increasingly controversial, and leaders are wondering if they should adjust their language to make these initiatives more palatable.

If adjusting the language helps continue the work and fosters an environment where diversity and inclusion can thrive, then there’s no shame in that. In fact, many companies, including industry giants like Warner Bros. Discovery, Citigroup, and JPMorgan Chase, have already made subtle shifts in the language they use around DEI. Rather than focusing on “diversity,” some organizations are now using terms like “talent engagement,” “inclusion and belonging,” or “workplace equity” to emphasize their ongoing commitment to inclusive practices while aligning with current political messaging.

Changing the words you use doesn’t mean abandoning your values; it means adapting to the current environment to ensure that your work can continue without drawing undue attention or becoming a political target. If changing your language can help preserve your DEI programs and advance these crucial goals, then this is a shift that makes sense in these times.

Focus on Systemic Change, Not Just Performative Acts 

Now is a great time for organizations to double down on the important work of systemic change. In recent months, much of the conversation around DEI has revolved around merit-based hiring. On the surface, merit-based hiring sounds like a fair and just process, but it’s essential to understand that the concept of merit itself is often deeply biased. At its core, merit is about hiring the “best person for the job,” but we must ask ourselves: who defines what “best” really means? And how do we ensure the process is fair when biases and inequalities have existed in the workplace for so long?

For companies looking to truly make progress, the focus should shift to implementing processes that are fair and equitable throughout the entire talent management lifecycle. In practical terms, this could look like a range of initiatives. For example, revising job descriptions to ensure that the language doesn’t inadvertently favour one group over another. Casting a wider net to attract a more diverse pool of qualified candidates. Ensuring interview panels reflect a variety of experiences and backgrounds, and using structured interview formats to reduce bias.

Additionally, focusing on systemic change involves ensuring that employees have access to the resources they need to thrive. That includes reasonable accommodations that enable everyone to perform their best work, offering parental leave, ensuring equal pay, providing objective performance feedback, and facilitating opportunities for ongoing learning and professional development.

These are all necessary steps in fostering a truly inclusive culture, and they go far beyond the surface-level metrics that often dominate DEI discussions. Systemic change isn’t about quick wins; it is about reshaping the way companies operate, making sure that the principles of fairness, equality, and inclusion are embedded in the fabric of the organization.

Let Go of the Fear: This Is a Time for Courage 

Finally, it’s essential for organizational leaders to take a step back, acknowledge the realities of the current situation, and make bold, courageous decisions based on their core company values. This is not the time for fear-driven decisions. Instead, it’s a time for leaders to demonstrate real courage by aligning their DEI efforts with their organizational principles and communicating openly and transparently with employees.

Employees – particularly those from marginalized communities who may feel personally targeted by recent executive orders – are likely feeling uncertain and worried about their place in the company. It’s crucial that leaders address these concerns head-on. Be transparent with your employees about what you can and cannot do, and be clear about why those decisions are being made.

In some cases, you might be faced with tough decisions about your approach to DEI because of the nature of your business. If a large portion of your work is government contracts, for instance, failure to adjust your DEI practices could put those contracts at risk and lead to job losses. It’s essential to make these tough decisions in a way that respects your company’s core values.

While you may not be able to openly discuss DEI in the same way you once did, be clear with your employees that the fundamental principles of fairness, uniqueness, and belonging remain unchanged. Continue to champion diversity and inclusion behind the scenes, even if the language or public-facing efforts need to adapt to new realities.

It’s a time of uncertainty, but it’s also a time for leaders to step up, demonstrate their commitment to DEI through their actions, and remain steadfast in their efforts to create workplaces where everyone, regardless of background, can thrive.

Written by Dr. Poornima Luthra.
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