We tend to focus our behaviors and activities wherever we live to align with the calendar. Here in the US, beyond Black Friday, Thanksgiving now kicks off the campaigning of Giving Tuesday. If you are on your phone or computer, you can’t help but notice the message to give during the holidays. There are ads, emails, letters, and volunteers collecting outside the grocery stores. We are all reminded to be a bit more generous and maybe even nicer in December. We try to enjoy our holiday breaks, celebrate the New Year, and be ready to take on 2025. But come January, we tend to shift our attention away from DEI.
The Changing Landscape of DEI
Historically, organizations have put some effort and budget into celebrating diversity in 1st Q. The US calendar helps again with Martin Luther King Jr. Day in January, followed by February’s Black History Month and International Women’s Day on March 8th.
But this year, in the US, it feels different. Organizations have been given permission to strip back DEI budgets and reassign or lay off diversity professionals. This shift is happening to align more closely with the new realities expected in 2025. In my role at Talent Works, I have the pleasure of working with senior leaders across all industries. I’ve noticed some interesting trends and would like to share insights from leaders in technology, higher education, and retail industries.
Dr. Shirley J. Knowles, Progress Software’s Chief Inclusion and Diversity Officer, shared, “I wouldn’t say there is an industry that’s leading — I am looking at several industries, from higher education to tech and consumer goods, that have been positively and negatively impacted by the investment or divestment of DEI. It’s a real shame that some companies are pulling back. I know they are getting pressured to stop doing this work, and I believe they will start to see and feel the impact of that decision when employees leave their organization and transition to a company that is keeping their eyes on the prize and continuing the work.“
In the recruiting world, my network highlights a trend. Recruiters are targeting candidates from states that have deprioritized DEI programs. They aim to bring talent back to the Northeast or other less restrictive markets. While cost of living and weather is still important, candidates are now also considering companies’ support for underrepresented talent. This commitment to DEI programs is becoming a key factor.
Dr. Knowles continues, “Tech is an industry that, historically, has gaps when it comes to women, people of color, those with disabilities, and veterans that would benefit from an industry that is growing rapidly. Companies like Progress understand this and want to continue adding people that identify as members of these groups.” When asked about the plan for Progress, she adds, “We are sticking with our strategic plan — offering DEI initiatives that work for our global workforce. What makes sense in the US will be different from India, which will be different from what we do in Bulgaria. There are some topics that are consistent across regions, yes — like women’s equality — but there are times where the content will need to be catered to the region. Knowing how to engage and work with one another through a DEI lens can sometimes make all of the difference.”
DEI Trends
The Women’s Edge, a Boston-based organization committed to the advancement of all women, recently released its 6th Annual Impact Study in Boston. Among the participants, 19% are public companies, 37% are private companies, and 44% are non-profits. There have been some positive findings in recent years. However, this year’s report shows declines in funding for women’s leadership. It also highlights fewer career development goals for women of color.
Human Resources often changes job titles, such as transforming “Recruitment and Talent Acquisition” into “People Manager.” These titles evolve with the times. Recently, I noticed some leaders altered the title of Diversity and Inclusion (D&I) to safeguard their work. I asked Dr. Knowles to share what she has been hearing from D&I leaders who are concerned about their titles. I asked, “You’ve mentioned that some D&I leaders are worried about their titles and are considering changing them. Can you elaborate on this?”
Dr. Knowles shared, “There are several people I know who are DEI practitioners who are concerned with the term ‘diversity’ being in their title. That word has become so divisive! You hear people who say they are ‘anti-woke’ or ‘anti-DEI’ and what they’re really saying is they don’t like the concept of diversity and they feel it’s being exclusive to certain groups of people. I would recommend folks chat with their leaders about their title and have a game plan in place in case negative backlash or feedback forces them to think about a new title to their function. I am hearing some folks leaning more towards incorporating the term ‘belonging’ in their title since it’s less controversial.”
In Higher Education, leaders across the country are connecting to protect valued employees and support inclusion efforts. Amanda Bailey is Boston University’s Vice President of Human Resources and also the Chair-Elect of CUPA-HR’s Board of Directors (College and University Professional Association for Human Resources). In her role as Chair-Elect, Ms. Bailey reports the current need to support colleges across the US in states where it is now illegal to use the term DEI. Ms. Baily adds, “Institutions may need to change the title for the sake of keeping the work going in a redefined way. It is important to avoid letting people go who have the knowledge and expertise to advance inclusion successfully. We know someone needs to do that work. Some organizations are moving functions under L&D, or Community Engagement.” New job titles are being created to include the likes of Inclusion Officer.
Like Dr. Knowles, Ms. Bailey shared that this repositioning trend is a focus across Higher Education. “The work still needs to be done, but it may need to be housed in a less volatile department. “At Boston University, ERGs (Employee Resource Groups) are currently housed under Community & Inclusion, not HR. Today, it is about being able to leverage the ERGs in a way that doesn’t say DEI, but that allows the outcomes of DEI to be effective.”
The Future of DEI: Staying Committed Despite Challenges
Today’s workplace is more fragmented than ever before. Many organizations maintain remote and hybrid work flexibility. So, it’s important to ensure all employees can connect, especially those who feel underrepresented. Dr. Knowles shares that many leaders are not sure what to do, “There are many companies that are not backing down and sticking to their DEI plan, so no, the rhetoric won’t matter because the companies are holding strong. DEI is more than ‘just’ race/ethnicity and gender.
I think we will see more organizations divest in 2025 because they’re not going to be held accountable like they have in the past, but I also believe there will be companies who will continue to push this work forward because it’s something they believe in and they’re going to continue seeing the positive results.”
A company reaffirming its commitment to inclusion is OOFOS. As a leader in recovery footwear, OOFOS delivers inspiring products, services, and experiences that help people feel better. Their leadership team focuses on communicating an inclusion message. This is not only to customers and potential hires but also to current employees. In 2025, OOFOS will launch its inaugural employee resource groups to help local, national, and global employees connect. By fostering a culture of inclusion, OOFOS has naturally become a great place to work. As the company expands, it is now time to formalize its commitment to inclusion.
OOFOS Global Head of People, Nicole Green, explains, “We are excited to roll out our first Employee Resource Group, the Professional Women’s Group, with two additional groups, Young Professionals and LGBTQ+, in the second half of the year. An inclusive workforce improves employee retention, supports employee development, and enhances creativity and innovation. Through education and advocacy, ERGs raise awareness among other team members about the challenges individuals face and how team members can become allies to support them in their personal career growth. As an inclusive employer, it’s important that our team members can bring their whole selves to work and feel supported in the organization.”
Leaders and employees alike must recognize the desire to be seen, included, and respected. This should be prioritized year-round. From Boston to Bangalore, leaders need to ensure there is still a focus to have an engaged and included workforce. In 2025, it may look different, but it won’t go away.
Jody Robie
SVP N. America
