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HRM Asia
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What HR can do in 2025 to fix ‘broken’ corporate DE&I strategies
- With Walmart, Lowe’s, John Deere and McDonald’s among those reining in their diversity, equity and inclusion (DE&I) programmes, HR executives are going to need a fresh perspective if they are to retain the backing of executives and boards.
- A little more than six months ago, the Society for Human Resource Management singled out its diversity and equity work, providing HR leaders a snapshot of the challenges post-2020's reckoning with structural unequal treatment.
- HR executives concerned about the implications of publicly withdrawing commitments to DE&I will need to choose their words very carefully when talking to current and prospective candidates about DE&I strategy.
- As the wealth divide in the country continues to grow, securing employee support for inclusion efforts will depend, in part, on ensuring their basic needs are being met.
- Many HR executives still recognise the talent impact of a strong DE&I strategy, and nearly one-third of HR executives surveyed recently said they want to leverage DE&I strategy to improve employee experience and retain talent in the coming year.
- To have the chance of success reinforcing DE&I with those employees, which inevitably will have repercussions throughout the wider workforce, HR executives will need to recalibrate such programmes to emphasise inclusion rather than solely diversity and equity.
- Ensuring that employees ‘see opportunities for a productive life’ with the organisation is seen by some experts as an essential part of establishing a genuine inclusion-focused strategy.
- Companies should cast their recruitment nets wide enough to ensure they are hiring from the broadest talent pool, rather than just sticking to conventional education qualifications.
- Investing in ongoing employee training and development also offers a chance for forward-thinking organisations to strengthen those programmes, thereby upskilling and better retaining employees, as well as increasing diversity.
- A major flaw in current DE&I programmes is that individuals do not feel they have the chance to realise a productive life within the organisation, according to Melissa Anderson, Executive Vice-President and Chief Transformation Officer at Albemarle.
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