Proactive Inclusion in a Complex World

Barry shared encouraging data, illustrating how inclusive hiring efforts are paying off. In a study of recruitment practices across the UK, Canada, and India, companies employing “tried-and-true” inclusion tactics – diverse candidate slates, diverse interview panels, mandatory bias training, and targeted sourcing – saw tangible results. In the UK, for example, 50% of new hires this year were women, up from 46% in 2023, with similar rises in Canada (55%, up from 51%) and modest results in India (37%, up from 36%). These upticks in women’s hiring underscore how inclusive talent strategies can drive measurable progress, reinforcing Barry’s point that inclusion can be a competitive advantage in every market. Barry also highlighted partnership as a catalyst for innovation: The StepStone Group, a global leader in digital recruitment and the summit’s host, exemplifies how embedding inclusion at a platform’s core helps connect talent to opportunity at scale. StepStone’s own Head of Diversity & Inclusion, Bianca Stringuini, echoed this vision of inclusion-fueled innovation in her welcome remarks, setting the stage for a day of learning and collaboration.

From Compliance to Influence: Aligning HR Leadership

The first session dug into a foundational question: how can Chief Diversity Officers (CDOs) and Chief Human Resources Officers (CHROs) join forces to amplify impact? James Cowling-Vega, shared insights from a new Seramount study based on interviews with over 100 CHROs. The research revealed that while most HR leaders support Inclusion in principle, truly integrating inclusion into business strategy requires moving beyond compliance-driven approaches to ones centered on influence and collaboration. Cowling-Vega noted that effective CDO-CHRO partnerships hinge on speaking the language of business outcomes. This theme of “shifting from explaining inclusion to executing with influence” resonated throughout the day. In fact, Seramount’s latest pulse survey found that only 1 in 5 CDOs feel they can effectively influence their C-suite on Inclusion, even as 90% say securing senior leadership buy-in is their top priority. Closing that gap is critical – without the ability to clearly link inclusion to business value, Inclusion efforts risk being sidelined or defunded in today’s environment. Cowling-Vega’s session underscored a clear call to action: HR and Inclusion leaders must continue to evolve from box-checking to business-aligned strategies, using data and influence to embed inclusion into executive agendas.

Moving with Trust in AI

A lively fireside chat on emerging technology examined the cutting-edge of inclusion practice: AI in HR. Nicola Weatherhead, StepStone Group’s VP of Talent Acquisition & People Operations, joined Subha Barry for a candid discussion on the promise and perils of artificial intelligence in people management. Weatherhead, a veteran tech industry people leader, and Barry emphasized moving forward with trust in AI – harnessing AI’s efficiencies in recruiting and talent management while maintaining human oversight and fairness. Attendees openly shared their experiences via live poll: many organizations are still in early exploratory stages of integrating AI in HR, and the top concerns on everyone’s mind are bias, transparency, and compliance with rapidly evolving laws. Weatherhead addressed these head-on, citing the forthcoming EU AI Act as a prime example of why HR leaders must stay proactive. Her guidance: treat AI as a tool to augment, not replace, human judgment, and build diverse teams to vet AI-driven decisions for unintended bias. She described StepStone’s approach to ethical AI – from rigorous bias testing in algorithms to cross-functional governance – as a model of balancing innovation with responsibility. The takeaway was clear: trust and innovation can co-exist. With the right guardrails, AI can help streamline hiring and expand talent pools, but earning employee trust means prioritizing ethics and transparency at every step.

Navigating Legal Headwinds in Inclusion

Legal and regulatory shifts have rocked the Inclusion landscape worldwide, a reality brought to life by Chris Bracebridge, Partner at Covington & Burling LLP and a leader on the firm’s global Inclusion Council. Bracebridge led a session on inclusion under pressure – how recent legal changes demand agile strategies from Inclusion and HR teams. He noted that in just the past 18 months, dramatic changes have altered what’s permissible or practicable in corporate Inclusion programs. From high-profile court decisions on affirmative action in the U.S., to new European regulations like the AI Act and pay transparency directives, to evolving UK compliance requirements – the rules of engagement for Inclusion are being rewritten in real time. Bracebridge broke down these complexities with practical clarity, reassuring leaders that inclusion and compliance are not mutually exclusive. For instance, he pointed out that even amid political pushback, companies can focus on inclusive practices that are universally beneficial, such as mentorship programs or diversity in recruitment, which carry low legal risk but high cultural impact. The key is to stay informed and creative: adjusting language, reframing programs, and doubling down on business relevance can help inclusion initiatives survive external challenges. Bracebridge’s bottom line: Inclusion leaders must become deft navigators of change, influencing stakeholders with both vision and vigilance. His insights – coming from a firm that’s been advising global companies through these storms since 2021 – provided a roadmap for turning legal “disruption into opportunity”, sparking ideas on how to future-proof inclusion efforts.

Macro Trends and Inclusion: An Economist’s View

After lunch, the summit zoomed out to a macro-economic lens, examining how broad labor market trends influence workplace inclusion. Julius Probst, Appcast’s European Labor Economist, presented a data-rich look at the British economy and job market in 2025. Probst, shared sobering statistics: the UK’s unemployment rate has crept up to 4.6%, and job vacancies have declined to their lowest since before the pandemic. After a long post-pandemic boom, Britain’s labor market is edging closer to a downturn, with hiring freezes and lower turnover as economic uncertainty rises. Yet within this challenging climate, there are silver linings for inclusion. Probst noted that a cooling labor market can push employers to focus on quality ofhire over quantity, presenting an opening to double down on inclusive recruitment – reaching talent that may have been overlooked in hyper-competitive Probst added perspective from on-the-ground in the UK: even as overall hiring slows, skills shortages persist in sectors from technology to care services, meaning companies that cast wider nets and invest in upskilling diverse talent will weather the storm better. This economist’s view reinforced a theme from earlier in the day – inclusion as innovation under pressure. When macro headwinds blow, inclusive practices like reskilling, internal mobility, and flexible work can become engines of resilience. The session vividly connected the dots between global trends and daily inclusion work, reminding leaders that Inclusion strategy must flex with economic realities.

Collaborative Solutions: Evolving ERGs and Beyond

Caroline Waters, OBE – a veteran HR executive and Deputy Chair of the UK’s Equality and Human Rights Commission – led an eye-opening breakout session on global demographic shifts and what they mean for inclusion. Co-facilitated by Angela Lacerna, an Associate Director of Partner Development at Seramount, the session challenged participants to think bigger about where talent and consumers will come from in the future.

Waters highlighted several striking facts as signals of a massive demographic transformation unfolding worldwide:

• English speakers on the rise: China is poised to become the largest English-speaking nation in the world.
• Talent pool scale: The top 25% highest-IQ individuals in China outnumber the entire population of North America (and India’s top 28% does as well).
• Workforce surplus: Even if every current U.S. job were transferred to China or India, those countries would still have a huge surplus of workers to spare.
• Skyrocketing birth rates: In the time it takes to read this sentence, dozens of babies are born around the globe – about 38 in the United States, 92 in China, and 241 in India. As Waters put it, “the speed of global diversification is almost too fast to grasp.”
• Shifting majorities: In Birmingham, UK, the balance of demographics flipped within a decade. The city went from roughly 58% White and 42% Black in 2011 to about 49% White and 51% Black in 2021 – a complete reversal of majority and minority representation in just ten years.
• Youth resurgence: In the UK, church attendance among young adults has quadrupled, from only 4% in 2018 to 16% today. This unexpected surge in youth participation is another example of how quickly social trends can turn.

Each of these data points, Waters explained, is more than just a statistic – it’s a wake-up call. Together, they paint a picture of a world where diversity is the new normal on a global scale. Populations and workforces in Asia are booming, educational and linguistic advantages are no longer confined to Western nations, and even local communities are seeing dramatic shifts in composition and behavior. For inclusion strategists, the implication is clear: we must anticipate and embrace a far more diverse future. Inclusion efforts can’t rely on old assumptions about where talent comes from or what “majority” means in any given context. Instead, leaders should prepare for a reality in which the so-called ‘minority’ groups may become majorities (and vice versa), and cultural patterns may shift unexpectedly.

ERGs: From Passion to Strategic Impact

Katie Oertli Mooney, Managing Director at Seramount, shared that even as some organizations pull back on formal DEI programs, employee resource groups (ERGs) remain resilient and continue to evolve. She introduced a new ERG maturity model with two dimensions – operational and impact – urging companies to move beyond grassroots passion to a structured infrastructure with leadership alignment from the top down. On the impact side, Mooney challenged leaders to think past what ERGs do (hosting events or programs) and focus on what they enable for the business and culture. The message was clear: leading organizations treat ERGs not as extracurricular networks, but as strategic partners in driving inclusion and innovation.

Mooney illustrated how high-functioning ERGs serve as pipelines for relationship-building and talent development. ERG leaders and members gain vital experience – from cross-functional collaboration and strategic planning to mentoring others – that hones their business acumen and inclusive leadership skills. These experiences build executive presence and influence among diverse talent, empowering employees to drive cultural fluency across the organization. In short, ERGs can be incubators of future leaders, translating grassroots energy into tangible business capabilities.

Spotlight Stories of Resilience and Innovation

As the summit’s final segment, two industry leaders delivered inspiring spotlight stories illustrating how they are driving inclusion forward in challenging times. Sharlene John, Head of Inclusion, Recruitment and Onboarding at Selfridges, spoke about cultivating talent and culture in the luxury retail sector. John described how Selfridges partners with the King’s Trust to promote internal talent development, creating avenues for underrepresented employees to advance and lead with continued support at the close of the program.

Next, Annika Allen, Head of Inclusion at All3Media, offered a candid look at building inclusion in media and entertainment – an industry known for creative dynamism and, often, systemic inequities. At the summit, Allen spoke passionately about the link between employee well-being and inclusion. In an environment prone to burnout and high stress, All3Media has made employee mental health a pillar of its Inclusion strategy – from inclusive storytelling workshops that give employees a voice, to equitable parental leave and flexible work arrangements. Allen’s core message: creativity and inclusion thrive together when people feel safe, valued, and cared for as whole individuals.

Think Bigger, Act Smarter: What’s Next

After a full day of insights and exchange, the Think Bigger Summit concluded with a unifying call to action. In closing remarks, Subha Barry observed that through every panel, spotlight, and hallway conversation, one theme came up again and again: “This work lives or dies by our ability to influence.” Influence – built on trust, backed by data, and aligned to business priorities – is the linchpin for turning inclusive ideas into sustained action. Barry challenged every leader in attendance to carry the day’s learnings back to their organizations and “engineer influence” for the changes that matter. Some key messages emerged from the summit’s conversations:

• Moving with trust in AI: Leverage AI-driven tools in HR and recruiting, but do so ethically and transparently, addressing biases and ensuring human oversight at each step.
• Inclusion as innovation under pressure: Treat inclusion as a source of innovation and resilience, especially in turbulent times. When under pressure – whether from legal, economic, or social forces – doubling down on Inclusion can reveal new solutions and growth opportunities.
• Shifting from compliance to influence: Evolve from check-the-box diversity compliance toward true influence in the C-suite. Build the business case with data and storytelling, and speak to what drives your particular organization. Inclusion isn’t a “nice-to-have” – it’s a strategic imperative, and it demands the same rigor and buy-in as any core business initiative.
• Evolving ERG maturity and impact: Invest in the maturity of Employee Resource Groups so they become strategic partners in talent development and innovation. Provide ERGs with executive sponsorship, clear objectives, and metrics to showcase impact, moving them from affinity communities to engines of business insight and leadership development.

Looking ahead, Seramount is committed to keeping this momentum going. Seramount’s Global Inclusion Index remains open for organizations to benchmark not just what they say, but what they do, across 29 countries. And the upcoming Global Member Conference will reunite this community to continue the conversation, dive deeper into new research, and turn ideas into action. These efforts are part of Seramount’s broader 2026 thought leadership agenda,  all aimed at one goal: helping inclusion leaders think bigger and act smarter to meet the demands of this changing workplace.

Together, we are turning aspiration into action, and ensuring that inclusion not only keeps pace with change, but drives the innovative workplaces of tomorrow.

The post Strategic Inclusion Under Pressure: Think Bigger Global Summit Highlights appeared first on Seramount.

Inclusion work has never been under more scrutiny, nor more essential. Legal risks, political polarization, and fatigue with traditional framing have made “DEI” a loaded term in 2025. At Seramount, we believe this is not the end of the work, however, but an evolution.

Here’s what’s changing, and here’s what future-ready organizations are doing now to lead through the shift.

1. Reframe the Work Around Strategy, Not Sentiment

Leading organizations are shifting from public-facing campaigns to embedded, business-aligned strategies. The work is quieter, but smarter.

2. Understand the Four Types of Risk

Inclusion now lives at the intersection of:

• Legal risk
• Reputational risk
• Workforce risk
• Loyalty risk

Being proactive, not reactive, will define resilient global brands

3. Use Frameworks to Guide Strategy

Three New Frameworks for Inclusive Business Strategy (from Seramount leaders):

4. Speak a Different Language

The term “DEI” may not serve you right now. But the work still matters. Lead with strategic empathy, not political correctness.

5. Embed Inclusion Across the Business

• R&D
• Marketing and design
• Clinical trials
• Product shelves
• Leadership pipelines

Think bigger about inclusion, then act smarter.

6. Evolve ERGs into Strategic Assets

Support them. Resource them. Integrate them.

7. Hold Leaders Accountable Like You Mean It

Tie inclusion to:

• KPIs and metrics
• Executive compensation
• Culture scores
• Customer insights

Designing the Next Era of Inclusion

The future of inclusion isn’t about defending the past. It’s about designing for the workplace of tomorrow.

Whether you use the term “DEI” or not, the mandate is clear: inclusion must become smarter, broader, and more embedded than ever.

It’s not just the right thing to do. As demographics continue to shift, it’s how high-performing companies will compete to win the customer and employee of the future.

Ready to Lead Through the Shift?

Seramount partners with organizations of all sizes to evolve inclusion into a strategic business advantage.

The post 7 Ways Top Companies Are Rethinking Inclusion in 2025 appeared first on Seramount.

How Leading Companies Are Advancing Inclusion in 2025’s High-Risk Climate

With federal scrutiny intensifying and headlines suggesting that inclusive workplace efforts are fading, it would be easy to assume that progress is slowing. But that’s not what we’re seeing at the world’s top companies.

At Seramount’s recent Think Bigger Summit, more than 50 senior HR, DEI, talent, and people leaders gathered for a high-impact conversation around one of today’s defining workplace challenges:

How do you protect and grow inclusive workplace strategies in an era of unprecedented uncertainty, legal shifts, and cultural division?

The executive roundtable’s sobering insights repeatedly returned to one strategic insight: now is the moment to lead differently.

A Changing Legal Landscape Demands Smarter Strategy

New Federal directives have reshaped how organizations approach workplace inclusion, particularly those with government contracts. Expert legal advisors at the summit stressed that while the environment is changing fast, the solution isn’t retreat. It’s adaptation.

Here’s how the world’s top companies are protecting impact while staying compliant:

• Moving to voluntary, identity-inclusive employee training
• Revising program names and branding to reduce legal exposure
• Ensuring employee networks (ERGs) are inclusive and transparent
• Shifting from diverse quotas to equitable hiring practices based on merit

Key Insight: Language is evolving, but commitment doesn’t have to. The world’s smartest companies are maintaining the mission, just with smarter messaging.

The Bigger Risk: Losing Employee Trust

Legal risk is real. But experts at the summit also repeatedly spotlighted another truth: so is employee, partner, and customer disengagement, especially if employees feel like their company is going silent on inclusion.

Seramount’s rigorous and representative employee voice research shows:

• 78% of employees say working for an inclusive organization is important to them.
• Employees from underrepresented groups report growing anxiety amid policy rollbacks.
• Quiet rebrands and reduced visibility often lead to misinterpretation and mistrust.

What high-trust employers are doing:

• Explaining changes in naming or program structure before they’re misunderstood
• Launching inclusion councils or task forces to bring more voices into decision-making
• Maintaining visible leadership commitment, even if tactics shift

Key takeaway: Don’t let your silence speak louder than your values. Say what’s changing, and what isn’t.

Scenario Planning Isn’t Optional Anymore

Leading voices at the summit pointed out that when a leaked memo goes public, or a heritage month campaign is suddenly reconsidered, how your organization responds can define your brand (and your culture) for years.

That’s why one of the summit’s most talked-about sessions was a real-world exercise on crisis response, led by Seramount leader Katie Oertli Mooney.

What’s in the new playbook:

Establish a cross-functional rapid response team
Use a clear rubric to decide how and when to respond
Engage affected internal communities early
Ground every response in data, values, and empathy

Organizations with clear plans didn’t just feel more prepared, they acted with greater integrity and speed when issues arose.

Inclusion Isn’t a “Nice-to-Have.” It’s a Growth Strategy.

Despite political headwinds, forward-looking organizations are continuing to drive results through inclusive leadership and innovation.

At the summit, we heard case studies from leading Seramount researchers on how (despite the headlines) inclusion is moving from compliance to competitive advantage:

• Retailer jersey sales for a major sports franchise sold out after expanding size inclusivity
• 15% supplier shift toward Black-owned brands in a global retailer led to stronger customer loyalty
• Employee productivity jumped 6x in a leading financial services organization that embedded inclusive practices across the employee experience

Key Takeaway: Inclusion is more than moral. It’s measurable.

What to Do Now: 4 Bold Moves for Leaders in 2025

Whether you’re rethinking your approach or doubling down on what works, here’s what the most resilient leaders are prioritizing this year:

1. Update Language Without Losing Meaning

• Rebrand smartly: shift away from polarizing labels while protecting substance.
• Focus on “inclusion,” “culture,” “access,” “belonging,” and “opportunity.”

2. Increase Transparency

• Be honest about what’s changing, and why.
• Communicate decisions with empathy and clarity.

3. Embed Inclusion in Business Strategy

• Audit your products, policies, and vendor relationships through an inclusion lens.
• Tie inclusion to customer outcomes and innovation, not just internal culture.

4. Be Ready for Backlash, But Be Ready to Lead

• Build internal playbooks for reputational challenges.
• Empower trusted voices to represent your organization with clarity and courage.

Final Thought

The rules may have changed. But the need for inclusive workplaces hasn’t. In fact, it’s more urgent than ever.

The companies that succeed in 2025 won’t be the ones who stay silent or remain reactive. They’ll be the ones who evolve with intention, keep listening, and lead with confidence.

Think bigger. Act smarter.

Move forward—with purpose.

Need support navigating your next inclusion strategy challenge?

Seramount helps companies of all sizes stay ahead with expert research, risk mitigation insights, and communications support tailored to today’s climate.

Let’s talk. Get in touch here.

The post Is Your Inclusion Strategy Ready for 2025’s Biggest Risks? appeared first on Seramount.

In today’s climate, some companies are scaling back their Diversity, Equity, and Inclusion (DEI) efforts to sidestep controversy. But retreating from inclusion doesn’t eliminate risk—it amplifies it.

Under growing political, legal, and cultural scrutiny, even the most prominent brands are being pressured to pause or roll back DEI initiatives. Yet the real risk lies not in staying the course, but in stepping away.

This report breaks down five business-critical risks leaders face when dialing down DEI:
brand vulnerability, stakeholder backlash, talent loss, legal exposure, and innovation stagnation.

These aren’t theoretical risks—they’re unfolding across industries, in real time, at the world’s most visible companies.

Risk #1: Brand Trust on the Line

Today’s consumers and employees are deeply attuned to corporate values—and quick to respond when brands fall short. Even perceived retreats from DEI can spark swift and widespread backlash.

Consider Target: Despite not entirely abandoning its DEI efforts, the company faced a nationwide boycott after being accused of softening its inclusive messaging. The result? Intense public scrutiny, not protection from it.

The University of Pennsylvania offers a similar warning. When leadership moved to scale back DEI programming, several lawmakers staged a walkout during a board meeting. The intent was to avoid controversy. The outcome was the opposite.

In this environment, reputational capital is more fragile than ever. CEOs who deprioritize DEI risk eroding the brand equity they’ve worked tirelessly to build. And the impact extends beyond internal stakeholders—your consumers are watching too.

That’s why leading organizations are partnering with experts to evolve their inclusion strategies and communications—without losing the trust they’ve earned. When done right, the work strengthens brand resilience and drives long-term loyalty.

Risk #2: Stakeholder and Investor Backlash

Accountability isn’t just coming from activists or employees—investors are raising their voices too. In early 2025, a coalition of major shareholders urged Walmart to resist what they called “anti-DEI bullying,” warning that rolling back inclusive hiring and development could erode long-term value.

Today’s investors recognize that inclusive companies are more innovative, attract top talent, and outperform over time. For business leaders, this shifts the stakes: Walking back DEI isn’t just a reputational risk—it can undermine shareholder confidence and access to capital.

The most forward-thinking organizations are staying ahead by demonstrating how their DEI strategies directly support ESG goals, stakeholder expectations, and business performance. The future of workplace inclusion lies in building a smarter, more sustainable company.

Risk #3: Culture Collapse and Talent Flight

DEI isn’t just a compliance tool—it’s a culture strategy. When the work of workplace inclusion is sidelined, morale declines, trust is eroded, and retention suffers—especially among historically excluded groups.

We’re already seeing the fallout. At Virginia Tech, the elimination of key DEI roles sparked protests from students and community members. At the federal level, employees are suing government agencies, alleging they were terminated after DEI cuts, raising serious concerns about bias and accountability.

These aren’t isolated incidents. They reflect a larger truth: When inclusion feels optional, engagement drops and top talent walks. Gen Z is setting a new standard—56% won’t accept a job without diverse leadership, and nearly 70% believe companies aren’t doing enough to advance DEI.

Companies that invest in inclusive culture, psychological safety, and meaningful employee engagement aren’t just doing the right thing—they’re building a competitive edge. In a tight talent market, that inclusive advantage advances every aspect of the business.

Risk #4: Legal Exposure from All Sides

Navigating DEI within legal parameters is essential—but eliminating or scaling back initiatives without care can open the door to a different kind of liability.

Recent lawsuits by federal employees alleging they were fired “for not being white” highlight the legal minefield companies may enter when DEI efforts are abruptly rolled back. Without clear policies and thoughtful implementation, organizations risk facing discrimination claims—from multiple directions.

Leading companies are taking a smarter approach: designing DEI strategies that are both values-driven and legally sound. By partnering with legal and DEI experts, they’re building programs grounded in data, aligned with current legislation, and resilient under scrutiny.

This isn’t about playing defense—it’s about building a foundation that protects your people and your business.

Risk #5: Declining Innovation and Performance

The connection between DEI and business performance isn’t aspirational—it’s well documented (Seramount, Corporate DEI Still Matters: The Proof Is in the Data). Companies with diverse leadership teams consistently outperform their peers in profitability, innovation, and resilience. Research consistently shows that organizations with above-average diversity on their management teams see 19% higher innovation revenue than those with below-average diversity.

If you’re not intentionally building diverse teams and cultivating inclusive decision-making environments, you’re leaving value on the table. Inclusive companies are 1.7 times more likely to be innovation leaders in their markets. Diverse teams are 87% better at making decisions—an advantage that directly impacts the bottom line.

Innovation thrives when people with varied perspectives are empowered to contribute and feel respected. When inclusion fades, so does your competitive edge. As a result, today’s high-performing companies are embedding inclusion into every layer of the business—from product development and customer engagement to leadership pipelines.

In an era defined by rapid change, driving results demands much more than just efficiency; it requires agility, creativity, and trust. Organizations prioritizing inclusive leadership and outcomes are better positioned to adapt, innovate, and lead.

Conclusion: Evolve, Don’t Retreat

Corporate leaders are under real pressure—but stepping back from DEI is not the solution. Tomorrow’s most resilient companies are moving forward today: embedding inclusion into core business strategies, aligning DEI with measurable goals, and building transparency with stakeholders.

Pulling back on the work of inclusion might feel like a risk management strategy—but in reality, it compounds risk. The leaders who will shape the future of work are those who stay the course, think long-term, and lead with intention and courage.

Whether your next move is refining your DEI goals and outcomes, reengaging your workforce, or strengthening your strategy with updated metrics and messaging—now is the time to act.

Think bigger. Act smarter. Emerge stronger.

The post The Risk Report: 5 Business-Critical Risks of Scaling Back on Inclusion appeared first on Seramount.

At Seramount, our 2025 theme, “Think Bigger, Act Smarter,” drives our research, advisory, and engagement efforts. The summit reflected this ethos, bringing together top executives to explore strategies for sustaining DEI efforts amid shifting regulatory and societal pressures.

Read on for 5 key takeaways from the event on the state of DEI now:

1. DEI Under Fire: Balancing Risk and Resilience

In 2025, the legal and political landscape is evolving more rapidly than ever before. To be sure, the breakneck speed of new executive orders and compliance requirements continues to place DEI initiatives under scrutiny. At the same time, growing employee and customer boycotts are targeting companies retreating from prior DEI commitments.

With risks on both sides, organizations must strike a delicate balance between maintaining their commitment to inclusion and adapting to emerging risks. Leaders emphasized the importance of:

• Conducting regular audits of DEI policies to ensure compliance without over-correcting.
• Aligning DEI strategies with broader business objectives to reinforce their value.
• Leveraging external advisory resources to stay ahead of legal and policy shifts.
• Mitigating legal risk: Insights from a legal expert from a top firm highlighted the importance of navigating EO 14173, which mandates that federal contractors certify they do not engage in ‘illegal DEI’ practices, adding compliance complexity given uncertain terms and definitions. Companies must be prepared for False Claims Act allegations and increased enforcement actions.

2. The Business Case for DEI: Beyond Compliance 

Data-driven DEI strategies continue to prove their impact on retention, engagement, and market expansion. Leading organizations from around the world shared best practices for:

• Tying DEI efforts to business outcomes such as customer satisfaction, revenue growth, and innovation.
• Embedding DEI across all business functions rather than siloing it as a separate initiative.
• Leveraging Employee Resource Groups (ERGs) as a measurable driver of workplace engagement and long-term career success in an evolving context.
• Operationalizing DEI for ROI: A DEI leader from the world of sports shared how an HBCU partnership with a national brand drove a 20% sales boost, showcasing the business impact of inclusive initiatives.

3. Reframing DEI: A Strategic Shift in Messaging

In the current climate, major organizations are reevaluating how they communicate their DEI commitments. Strategies include:

• Shifting terminology to focus on “inclusive leadership,” “culture,” “impact,” and “innovation.”
• Rescoping programs to emphasize broad participation while maintaining core diversity objectives.
• Training leaders to articulate the business and cultural value of DEI in ways that resonate with a wide range of stakeholders.
• Strategic repositioning: Companies are renaming programs to reduce external visibility while safeguarding core DEI objectives. For example, “supplier diversity” might be rebranded as “inclusive sourcing” to avoid backlash.

4. The Science of Friendliness: Inclusion as a Competitive Advantage

Keynote speaker Dr. Vanessa Woods (Duke University) presented groundbreaking research on how cooperation and inclusivity have been central to human evolution. This session reinforced the power of:

• Contact theory in the workplace as a driver of innovation, collaboration, and understanding.
• Intergroup relationships in reducing bias and strengthening organizational culture.
• Intentional organizational and team structures that encourage inclusive perspectives and cross-functional collaboration.
• Practical applications: Companies can foster cross-group interactions to enhance collective intelligence and reduce dehumanization, driving more inclusive, impactful, and psychologically safe team dynamics.

5. Executive Insights: Operationalizing DEI for Business Impact

In a powerful session, Michael Nicholson (Seramount) interviewed a DEI leader from the world of sports who shared tactical strategies and takeaways for embedding DEI into core business practices. Insights included:

• Tying DEI to executive compensation: Companies are holding leaders accountable by linking DEI performance to bonus structures, driving sustainable commitment.
• Leadership cohorts for historically excluded talent: Programs designed to develop the next generation of inclusive leaders are helping organizations prepare their pipelines for the future of work.
• Community impact and business growth: A major sports organization’s DEI blueprint includes measurable outcomes in supplier diversity, fan development, and community engagement, demonstrating how inclusion can drive both social and financial returns.

The Path Forward: Actionable Strategies for DEI Leaders

While preparing for an uncertain future, leaders also shared their best practices for sustaining momentum:

• Integrating DEI into leadership accountability through performance management metrics.
• Creating open-to-all initiatives that align with business values while fostering inclusion.
• Developing future DEI leaders through leadership training and mentoring programs.

Looking Ahead: Join the Conversation

Given the success of this event, Seramount is hosting a second Think Bigger Summit on May 12th in Los Angeles, where we’ll build on these insights with fresh perspectives and new strategies drawn from our 600+ global partner organizations

Need help navigating the evolving diversity, equity, and inclusion landscape or interested in inquiring about our upcoming Think Bigger summits for DEI leaders? Seramount is here to help.

The post Thinking Bigger About Diversity, Equity, and Inclusion: Key Takeaways from Seramount’s Think Bigger Summit appeared first on Seramount.

Our research consistently shows that companies that deprioritize DEI risk losing top talent, damaging their brand, and falling behind the competition. Here’s why forward-thinking organizations are doubling down on inclusion now, even in uncertain times.

1. Cutting DEI Drives Away Top Talent and Damages Your Brand

Diverse, inclusive workplaces attract and retain top talent. Underrepresented and Gen Z employees are more likely to leave organizations that deprioritize DEI, leading to disengagement, higher turnover, and increased hiring costs. When workers feel that inclusion isn’t a priority, morale drops, productivity suffers, and recruitment becomes more difficult.

Beyond the internal impact, cutting DEI poses significant reputational risks. Consumers and stakeholders expect companies to uphold their DEI commitments, and failure to do so can result in public backlash, decreased brand loyalty, and even legal challenges. Smart companies proactively integrate DEI into their risk management strategies to safeguard their reputation and workforce.

2. DEI Provides a Competitive Advantage in Recruiting and Workplace Culture

A strong DEI commitment is a magnet for high-performing candidates, particularly among younger generations who prioritize values alignment in their job searches. Organizations that invest in inclusive leadership and workplace culture are better positioned to attract and retain diverse talent, fueling innovation and long-term success.

Beyond hiring, DEI initiatives—such as mentorship programs, Employee Resource Groups (ERGs), and leadership development opportunities—create workplaces where employees feel valued and empowered. This fosters engagement, collaboration, and productivity, all of which contribute to stronger business performance.

3. DEI Drives Leadership Accountability and Business Integration

True DEI transformation starts at the top. When DEI budgets are cut, it signals that diversity is not a priority, eroding trust within the organization. High-performing companies integrate DEI into their business strategy, tracking measurable outcomes and holding leaders accountable for progress.

Forward-thinking organizations redefine accountability by linking DEI to leadership competencies, employee sentiment data, and business performance metrics. Companies that establish structured DEI key performance indicators (KPIs) not only build credibility but also better insulate their organizations from reputational and legal risks.

4. DEI Fuels Growth, Innovation, and Financial Performance

Diverse teams drive creativity, better decision-making, and stronger financial performance. Research consistently shows that companies with diverse leadership outperform competitors in revenue growth and market share. DEI initiatives foster psychological safety, allowing employees to bring their full selves to work without fear of exclusion or bias.

Moreover, companies that integrate DEI into product innovation, customer experience strategies, and supplier diversity programs benefit from increased market reach and brand loyalty. Recent research studies show that 67% of consumers prefer brands that actively promote DEI, and inclusive advertising significantly boosts consumer engagement. Cutting DEI budgets risks alienating a growing segment of historically excluded consumers (and their allies) while losing a competitive edge in an evolving marketplace.

5. The DEI Marketplace Shift: It’s More than Just a Trend

Consumer demographics are shifting rapidly. Multicultural consumers already account for nearly 40% of the US population and will be the numeric majority by 2045. Today’s consumers actively seek brands that reflect their values, and failure to align with these expectations can lead to lost market share.

Expanding DEI beyond the workplace to the marketplace—through inclusive marketing, supplier diversity, and customer-centric DEI strategies—ensures organizations remain competitive. Companies that invest in DEI-driven market strategies gain an advantage by building deeper connections with an underrepresented consumer base and fostering long-term brand loyalty.

DEI Investment: The Key to Global Business Success

In an era of increasing global interconnectivity and rapid market and workplace demographic shifts, the case for investing in DEI is stronger than ever. A globally minded approach to DEI—one that respects regional differences while maintaining universal values—can unlock immense potential, even for companies without a clear global footprint.

As James Cowling-Vega, Head of New Partner Development from Seramount, highlights, companies that adapt DEI strategies to local contexts while maintaining a unified vision create meaningful inclusivity across markets.

Taken together, all these costs to cutting DEI add up. The path forward in 2025 is clear. Companies that scale back DEI efforts risk long-term setbacks, including talent loss, weakened leadership credibility, and diminished market relevance. By contrast, organizations that think bigger and act smarter about inclusion—embedding DEI into their business strategy—drive innovation, strengthen workplace culture, and secure a competitive edge.

The cost of disengaging from DEI may be steep, but the benefits of sustained commitment are undeniable. Today’s leading businesses understand inclusion as a strategic imperative for long-term success in an increasingly interconnected world.

The post 5 Key Costs of Cutting DEI in 2025: Why Smart Companies Are Investing Now appeared first on Seramount.

To explore these challenges and opportunities, Seramount recently hosted a webinar titled “DEI Lessons from Around the World,” featuring insights from our partners at Inditex and Kellanova alongside our expanding Global Advisory Network. With expert voices from six countries—the UK, Canada, UAE, Ireland, Spain, and Germany—the webinar offers a nuanced look at how DEI is evolving worldwide.

Want to hear directly from the experts? Watch the recording to dive deeper into the insights they shared.

Here are some key takeaways from the conversation:

The Power of Proactivity: UK on DEI Data

Sathya Bala, Founder and CEO of True Change, emphasized the power of data in advancing DEI. In the UK, data transparency is not just a compliance requirement—it’s a competitive advantage. The Equalities Act and gender pay reporting have laid a foundation for disclosure, but organizations are going further, recognizing that investors and clients demand meaningful DEI data. Research reveals that 9 out of 10 investors assess nonfinancial indicators such as sustainability and inclusion when valuing companies.

The trend is shifting from reactive reporting to proactive transparency, with 44% of organizations voluntarily disclosing ethnicity pay gap data, despite it not yet being mandated.

Companies that integrate intersectional data—examining diversity through the lenses of gender, ethnicity, socioeconomic background, and career progression—are better positioned to drive change and remain relevant in an evolving marketplace. The key challenge remains using data not just to report but to tell compelling stories that engage both the head and the heart to drive real change.

Canada’s Approach: A Multicultural and Legislative-Driven DEI Framework

Laraine Kaminsky, President and CEO of Global LK, highlighted Canada’s unique DEI landscape, shaped by its bilingualism, multicultural policies, and legislative milestones. While Canada is known for its generosity toward immigrants, including extensive language training programs and childcare support, it also grapples with historical injustices, particularly regarding Indigenous communities. The Truth and Reconciliation Commission’s 2015 Calls to Action have spurred progress and reflected their commitment to systemic change.  

Canada recognizes four equity groups: women, Indigenous peoples, people with disabilities, and visible minorities, though terminology such as “visible minorities” is increasingly becoming outdated. Successes in legislative commitments have led to strong public sector representation for women, improved Indigenous recognition, and enhanced accessibility laws expanding inclusion to neurodiversity, mental health, and psychological safety.

Kaminsky stresses the importance of moving beyond performative actions by localizing DEI efforts and addressing systemic barriers. Opportunities lie in embracing intersectionality and linking DEI to economic sustainability and innovation.  

Bridging the Generational Divide in the UAE

Maya Rmeity, Co-Founder of Prosperise, highlights the rapidly evolving workforce in the UAE, where four generations—soon to be five—are working together, bringing diverse perspectives and expectations. With nearly half the MENA and GCC population under 25 and 65 million people entering the job market by 2030, the challenge lies in integrating young talent into a workforce that traditionally values hierarchy and experience.

Cultural perceptions, limited career opportunities, work-life balance struggles, and the gender pay gap remain key barriers to women’s full workforce participation. However, the UAE has made significant progress in gender equity: Two-thirds of public sector employees are women and 30% hold senior leadership roles—30% of C-suite and 22% of managerial roles occupied by women in the private sector.

Organizations are creating inclusive environments by fostering mentorship programs, redefining workplace cultures to align with younger generations, and promoting work-life balance initiatives. These initiatives benefit both organizations and employees by fostering innovation, boosting engagement, and securing long-term workforce sustainability.

The Role of Belonging in Ireland’s Tight Labor Market

With a labor market projected to maintain a 4.5% unemployment rate, Sarah Philipps, HR Business Partner for Talent and ED&I at Kellanova, stressed that belonging is becoming a key differentiator for companies in Ireland. A staggering 70% of job seekers consider DEI initiatives critical when choosing an employer, heightening expectations for organizations to create environments where employees feel valued.

As a result of the recent corporate restructuring at Kellogg’s, the company saw an opportunity to redefine its culture, recognizing that while inclusion is important, it does not automatically lead to belonging. To embed belonging into the organization, Kellogg’s uses a multilayered approach, from assigning an annual DEI theme for ERGs, integrating belonging to leadership training, and offering inclusive recruitment programs to instilling new policies benefiting women and parents that have been designed with warm, inclusive language. Kellogg’s is constantly listening to employees to refine initiatives, ensuring continuous improvement.

Advancing DEI Through Immigration and Accessibility in Spain

Nacho Mora Ariza, Inditex’s International Diversity & Inclusion Officer, underscored the company’s commitment to inclusion, focusing on immigration and disability. In Spain, where nearly 20% of the population is foreign-born, immigration is a demographic and economic engine—but integration challenges persist. Inditex’s SALTA program, launched 17 years ago, bridges this gap by providing employment and training to individuals facing economic and social barriers, including refugees. Employees play a crucial role as mentors, helping participants develop essential skills such as teamwork and communication, driving economic mobility while strengthening Inditex’s diverse talent pipeline.

Inditex’s INCLUYE program integrates people with disabilities by ensuring accessible workplaces and targeted professional development. Spain’s legal framework requires companies with 50+ employees to maintain a 2% employment rate for persons with disabilities, aligning with the 2025 European Accessibility Act. Inditex goes further: setting and achieving an ambitious goal to double its workforce of employees with disabilities, hiring 1,500 new professionals. Each market collaborates with local organizations to enhance recruitment, support, and accessibility, fostering a more inclusive workplace and shopping experience. These initiatives reinforce Inditex’s commitment to DEI as a business priority, embedding inclusion into its talent strategy and corporate responsibility.

Moving Beyond Compliance: Shaping Inclusive Cultures in Germany

Isabelle Demangeat, Founder of fit for culture, global inSight, believes true DEI progress in Germany goes beyond policy—it requires embedding inclusion into workplace culture and leadership behaviors. While regulations have driven some change, many companies still see DEI as a compliance task rather than a strategic advantage. She emphasizes that DEI efforts should shape daily workplace interactions, not just sit at the policy level.

Germany has made strides in gender equity, with a 30% quota for women on supervisory boards increasing leadership representation. However, challenges remain—nearly 50% of women work part-time, limiting career progression and economic security, and only 14% of C-suite roles are held by women. Deep-rooted cultural norms around work-life division persist, but progress is evident. Recent policies, such as the 2023 Pay Transparency Act, aim to close the gender pay gap, which remains one of Europe’s highest at 18%.

To sustain momentum, companies must actively cultivate inclusive cultures. Leadership visibility, male allyship, and ERGs are driving change, while flexible work policies, childcare support, and inclusive leadership training are helping to break systemic barriers. Long-term success depends on embedding inclusivity at every level.

Lessons in Global DEI: Moving Forward Together

Listening, learning, and embracing diverse perspectives across the world—this discussion has been a powerful reminder that inclusion is a shared, global movement. While DEI faces scrutiny in various regions, the work continues to evolve, demonstrating resilience and adaptability. No single approach can address the complexities of DEI worldwide, but by understanding cultural nuances and regulatory landscapes, organizations can build more inclusive workplaces that reflect the societies they operate in.

To learn more about our Global EmERGe conference in London, click here.

If you’re interested in learning more about how Seramount is supporting over 600 partners around the globe click here.

Members, get excited for our upcoming Global Member Conference: Globalize Your DEI Strategy in London.

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Despite disheartening headlines declaring “DEI is dead,” a recent survey of 1,000 companies found that 7 of 8 organizations do not plan to weaken DEI commitments in 2025. Seramount data similarly demonstrates that 80% of organizations remain dedicated to their DEI efforts, with another 10% intensifying their focus.

Yet the first weeks of President Trump’s second term have brought significant federal policy changes to the DEI landscape, leaving DEI leaders to navigate numerous new challenges.

This article analyzes these policy shifts in the wake of Trump’s inauguration and their implications for DEI leaders, offering actionable insights for leaders seeking to maintain inclusive workplaces now.

The advice provided in this piece, however, is intended for solely for advisory purposes. Please consult your legal counsel to determine the most appropriate course of action for your organization.

DEI Policy Shifts in the Early Days of Trump’s Second Term

Trump’s new executive orders are already reshaping the DEI landscape. These orders primarily target federal DEI initiatives, but their ramifications extend to federal contractors and private corporations. The first key order with significant implications for DEI programs is “Ending Radical and Wasteful Government DEI Programs and Preferencing.” Its provisions include:

• Overturning President Joe Biden’s Executive Order 13985, Advancing Racial Equity and Support for Underserved Communities Through the Federal Government, which required federal departments to advance equity and inclusion.
• Terminating all “all discriminatory programs, including illegal DEI and ‘diversity, equity, inclusion, and accessibility’ (DEIA) mandates, policies, programs, preferences, and activities in the Federal Government” within 60 days.

Unpacking Trump’s “Anti-Affirmative Action Executive Order”

Another key executive order, “Ending Illegal Discrimination and Restoring Merit-Based Opportunity,” is poised to further redefine inclusive hiring and promotion practices in the public and private sectors.

Commonly referred to as the “anti-affirmative action executive order,” this order specifically challenges policies such as Executive Order 11246, signed by President Lyndon B. Johnson in 1965 to promote nondiscrimination and affirmative action in federal employment.

Key provisions of Trump’s order include:

• Ending “all discriminatory and illegal preferences, mandates, policies, programs, activities, guidance, regulations, enforcement actions, consent orders, and requirements.”
• Requiring federal agencies to enforce “civil rights laws” and to investigate “illegal private-sector DEI preferences, mandates, policies, programs, and activities.”
• Removing all references to DEI values and programs from “federal acquisition, contracting, grants, and financial assistance procedures.”
• Encouraging the private sector to align with principles of “individual initiative, excellence, and hard work.”

The order also empowers federal agencies to scrutinize up to nine high-profile organizations, including:

• Publicly traded corporations
• Nonprofits with assets over $500 million
• Professional associations like state bar or medical organizations
• Higher education institutions with endowments exceeding $1 billion

Trump’s order signals a dramatic shift from longstanding institutional DEI norms and initiatives to what the administration describes as a merit-based framework. Its enforcement and broader implications are already prompting significant debate and scrutiny, which we expect to continue in the months ahead.

Trump’s Impact on Federal Agencies’ Approaches to DEI

Trump is also dramatically shifting the approach of the Equal Employment Opportunity Commission (EEOC) and other federal agencies. Andrea R. Lucas, who was appointed by Trump as Acting Chair of the EEOC, has made it clear that the administration’s executive orders on DEI will guide her priorities. She has stated that her goals are to address what she sees as “unlawful DEI-motivated race and sex discrimination” in addition to “protecting American workers from anti-American national origin discrimination”; “defending the biological and binary reality of sex”; and “protecting workers from religious bias and harassment.”

Meanwhile, the Justice Department, under new guidance from the administration, has shifted focus as well. A January 22 memo directed the Civil Rights Division to halt many ongoing investigations and stop pursuing new indictments, signaling a reduced emphasis on enforcing protections of individual rights for historically excluded groups.

Implications for Corporate America

Trump’s administration also recently directed that all federal DEI staff be placed on paid leave and eventually laid off. Actions such as these, combined with the vague language of the two executive orders described in the article above, create significant uncertainty for private-sector organizations.  

Legal experts caution that while the orders primarily target federal agencies and contractors, the heightened scrutiny and potential legal risks could make corporations hesitant to advance DEI initiatives.

Kenji Yoshino, for example, a constitutional lawyer advising on corporate DEI, argues that the ambiguity is specifically designed to “strike fear into organizations’ hearts,” prompting a cautious approach to DEI programming.” According to Yoshino, we should expect a general climate of corporate risk aversion in the lead up to the selection of Trump’s nine organizations for increased scrutiny as major corporations “just don’t want to be one of those nine.”

Addressing the Challenges:

3 Ways to Navigate 2025’s Complex Landscape:

1. Legal Compliance and Risk Mitigation

Organizations must balance prioritizing compliance with evolving federal guidelines with maintaining effective DEI programs. Recommendations from leading employment law firm Fisher Philips include:

• Regular Legal Reviews: Consult legal counsel to ensure the development of a plan to ensure DEI initiatives comply with new federal policies and requirements.
• Monitoring Guidance: Stay informed about updates from the Office of Federal Contract Compliance Programs (OFCCP) and other regulatory bodies.
• Tracking Legal Challenges: Remain up to date on legal challenges from civil rights groups and other organizations.

While the experts at Fisher Philips recommend employers immediately review their DEI programs, they also note that “well-designed DEI programs are not illegal.”

2. Internal Focus on Data-Driven Inclusivity

With public proclamations under increased scrutiny, organizations can focus inwardly to advance measurable, inclusive outcomes supporting employees:

• Data-Driven Programs: Design DEI efforts that rely on measurable outcomes and align with organizational goals.
• Inclusive Culture Building: Foster shared goals and values that unite diverse teams.
• Employee Well-Being: Invest in programs that address mental health, work-life balance, and other aspects of employee satisfaction.

3. Proactive Communication

Transparency and open communication are critical to maintaining trust:

• Educate Leadership: Provide training on navigating DEI challenges in the current legal and political climate, emphasizing the business benefits of inclusion as demographics shift, including engaging the customer of the future.
• Engage Employees: Solicit feedback to understand key employee concerns and priorities regarding DEI efforts.
• Reframe Narratives: Shift the conversation from compliance to the business value of inclusivity and inclusive leadership.

Broader Impacts on Culture and the Workforce

Trump’s post-inauguration policy changes also intersect with several other key issues, including:

• Gender Identity:  Trump’s executive order entitled “Defending Women From Gender Ideology Extremism and Restoring Biological Truth to the Federal Government” eliminates recognition of gender identity by recognizing only “two sexes, male and female.” Although this order notably impacts federal contractors and federally funded agencies and organizations, the corporate sector has already experienced growing employee concern about the state of gender inclusivity as a result.
• Immigration: Heightened enforcement and changes to immigration policy are likely to affect many immigrant employees. Fisher Philips warns that employers can expect to feel the workplace impact of recent immigration raids. They recommend employers:
  • Review I-9 compliance
  • Conduct I-9 audits
  • Train managers and HR professionals to properly complete these and other immigration forms
  • Consider using E-Verify
  • Establish a regular response plan to handle any potential interactions with U.S. Immigration and Customs Enforcement (ICE)

Providing resources to support affected immigrant workers will also be business critical.

• Return-to-Office Trends: The federal mandate to end remote work may also influence broader return-to-office initiatives in the private sector.

Hope Amidst Uncertainty

There’s reason for optimism despite the significant new challenges this article describes. The resilience of DEI leaders and efforts within organizations signal that the values of equity and inclusion remain integral to the workplace. All corporate leaders have a unique opportunity to shape the future by doubling down on DEI today—not as a response to external pressures, but as a reflection of the world we aim to build.

Equally important in the hope for DEI’s future: new Seramount data underscores continued DEI commitment from employees and customers. Our most recent national survey of 3,000 US workers found that nearly 80% continue to prioritize inclusive workplaces. Despite the seemingly incessant headlines about DEI pushback, this commitment aligns with other recent findings that most organizations are continuing—even strengthening—their DEI efforts.

DEI in 2025: Moving Forward Together

The road ahead is far from simple. Societal divides, political polarization, and socio-economic disparities will test our collective resolve. As Trump’s second term unfolds, the landscape for DEI will undoubtedly continue to shift.

But by staying informed, agile, and steadfast in our commitment, together we can navigate these turbulent times and emerge stronger, more inclusive, and more united than ever.

For additional tips, explore Seramount’s full library of resources, including:

• Navigating the Intersection of US Law and DEI: Mitigating Legal Risks
• What a Second Presidential Term for Donald Trump Means for DEI 
• From Resistance to Results: The Executive Playbook for Leading Through DEI Backlash 
• The Executive Playbook for Expanding the Impact of DEI: 5 Strategies to Implement Now 

By joining together to think bigger about DEI, we can act smarter, creating inclusive workplaces that not only truly reflect our shared values—but also drive unprecedented growth, innovation, and success.

Contact us to learn more about our DEI Research Partnership and how we can support your organization’s success during these uncertain times.

The post DEI in the Trump Era: Adapting to Policy Shifts, Ensuring Organizational Commitment appeared first on Seramount.

As we move forward into the next chapter of our nation’s political story, it is more critical than ever to reaffirm our dedication to diversity, equity, and inclusion (DEI) in the workplace. A recent Seramount study revealed that over three-quarters of US employees remain firmly committed to supporting their employers in combating racism and injustice.

Additionally, nearly 80% place a high value on working within an inclusive organization. These findings underscore the prevailing understanding of the importance of DEI across the workforce. Yet they also reinforce our responsibility as corporate leaders to stay the course, regardless of the political climate.

This article first explores the potential impact of a second presidential term under Donald Trump on DEI initiatives. By examining key policy stances and political developments, DEI leaders can prepare for the challenges and opportunities ahead.

We then introduce “Thinking Bigger About DEI,” a new Seramount initiative specifically designed to help organizations rethink and expand their DEI strategies in the post-election period. In a rapidly evolving workplace landscape, it’s imperative to adopt a more holistic, agile approach to DEI—one that’s aligned with current challenges but equally mindful of emerging opportunities.

DEI Leaders’ Concerns About a Second Trump Term

On October 16, 2024, Seramount held a confidential Employee Voice Session (EVS) for Chief Diversity Officers (CDOs) and other DEI leaders to discuss the potential impact of the upcoming election results on corporate DEI efforts. The session revealed considerable apprehension among participants. According to the survey conducted during the event:

• 93% of DEI leaders believe a second Trump term would negatively impact corporate DEI efforts.

• 78% of respondents expressed concern that a second Trump presidency would hinder their future DEI strategies and programming.

1. Attacks on Equity

Throughout his first term, President Trump repeatedly criticized DEI initiatives, labeling them divisive and “woke.”

His administration launched the 1776 Commission to counter programs such as the 1619 Project, which examines US history through the lens of African-American experiences. Trump also denounced efforts such as President Biden’s Executive Order on Advancing Racial Equity, calling them “Marxist” initiatives.

With a second term, many DEI leaders expressed concern that these attacks could escalate, leading to legal and administrative challenges aimed at dismantling equity-focused programs within companies.

2. Challenges to DEI Training

One of the most immediate concerns for DEI professionals is the possibility of the reinstatement of Trump’s 2020 Executive Order on Combating Race and Sex Stereotyping and related directive restricting federal diversity training, including concepts such as critical race theory and White privilege. Although President Biden quickly revoked this order, Trump has pledged to reintroduce it and even expand its scope. Although the executive order focused exclusively on federal agencies and federal contractors, these developments create new uncertainty for DEI leaders, who may be forced to reconsider their training programs in response to potential political backlash.

3. Erosion of “Disparate Impact” Protections

Under the Trump administration, significant efforts were made to roll back protections under the “disparate impact” doctrine, a core principle of Title VI of the 1964 Civil Rights Act addressing unintentional discrimination in the workplace. Private organizations have faced disparate impact claims related to a wide array of employment issues, from hiring policies to dress codes. Revoking these protections would significantly impact legal efforts to combat systemic inequities, weakening one of the most important tools for ensuring workplace fairness.

4. Legal and Political Challenges to DEI Programs

During Trump’s first term, legal and political challenges to DEI programs intensified, particularly those relating to affirmative action and race-conscious policies. Many DEI leaders expressed worry about the rise of legal challenges framed as combating “reverse racism.”

Trump, alongside allies such as Vice President-Elect J.D. Vance, has framed DEI initiatives as a form of “reverse racism” against White individuals. Vance introduced the “Dismantle DEI Act” in 2024, aiming to eliminate federal DEI programs and withhold funding from institutions that implement such policies.

Trump’s judicial appointments, notably to the Supreme Court, have also shifted the legal landscape, culminating in the 2023 ruling that banned race-conscious admissions in higher education. His administration also plans to use agencies such as the EEOC and Department of Justice to challenge DEI practices, framing them as violations of antidiscrimination laws.

Lawsuits against universities such as Princeton and Yale underscored this effort. The corporate sector might see a return to actions such as the Department of Labor’s argument in 2020 that Microsoft’s commitment to double their numbers of Black/African American people managers, senior individual contributors, and senior leaders in their US workforce by 2025 constituted “unlawful discrimination on the basis of race,” a violation of  Title VII of the Civil Rights Act.

Trump has pledged to continue his campaign against DEI programs, using federal power to undermine DEI work, promising to investigate race-based discrimination in schools and businesses and targeting policies he deems divisive. The future of DEI initiatives could face further legal and administrative hurdles if these efforts persist.

Paid Family Leave: Progress and Challenges

In 2018, President Trump’s proposed budget introduced a provision for six weeks of paid parental leave. The following year, he signed a bill ensuring paid parental leave for federal civilian employees. During his final State of the Union address, Trump championed the Advancing Support for Working Families Act. However, the proposed legislation failed to include job protection for those taking leave. The legislation also faced other hurdles, including bipartisan disagreement on funding.

While Trump did not make specific commitments regarding paid leave in his 2024 campaign, Vice President-Elect J.D. Vance expressed optimism during the campaign, stating, “I think there is a bipartisan solution here because a lot of us care about this issue.”

Project 2025: A Blueprint for Rolling Back DEI

Many DEI leaders also expressed concern about the potential for federal investigations into corporate DEI practices, as laid out in the conservative think tank Heritage Foundation’s Project 2025. Project 2025, a policy proposal crafted by Trump’s allies and at times disavowed by Trump, outlines a series of steps to dismantle DEI efforts across the federal government and in private organizations.

Some key provisions:

• Removing DEI-related language from federal legislation and agency documents
• Investigating corporate DEI and ESG (Environmental, Social, and Governance) practices for potential “reputational laundering”
• Prohibiting race- or gender-based DEI initiatives in federally funded organizations
• Undermining antidiscrimination measures, especially those related to race/ethnicity and LGBTQ+ status
• Eliminating DEI departments, initiatives, and programming from schools receiving public funding
• Reforming the EEOC and obstructing its abilities to address and regulate workplace discrimination and inequities
• Leveraging Title VII of the Civil Rights Act against DEI initiatives

These proposals, if enacted, would clearly present significant challenges to DEI programs; it’s clear that DEI leaders will need to brace for potential legal and regulatory challenges.

Adapting DEI Strategies in an Uncertain Political Landscape

In response to these concerns, DEI leaders are exploring strategies to navigate the shifting political landscape. Feedback from Seramount’s recent focus group of DEI executives indicates that many are preparing to adapt in the following ways:

1. Reframing DEI Initiatives
   Leaders may need to pivot their messaging to emphasize the business imperatives of DEI—such as innovation, market competitiveness, and employee retention—rather than focusing solely on social justice or moral arguments.
2. Stealth Implementation
   Some DEI leaders anticipate adopting a quieter approach, implementing DEI strategies internally while avoiding external political scrutiny.
3. Increased Collaboration
   Building closer partnerships with legal and compliance teams will be crucial to navigating potential litigation and regulatory hurdles.

Embracing New Opportunities for DEI

While a second Trump term presents undeniable challenges, DEI leaders remain resilient. National surveys continue to show a strong employee commitment to DEI, with only 21%  expressing a negative view. Despite new hurdles, the underreported majority support for DEI in the workplace continues to provide a solid foundation for DEI professionals to continue pushing forward,even in the face of political headwinds.

Moreover, while the political environment may change, the demographic landscape is evolving in ways that offer new opportunities for DEI leaders. With multicultural consumers already making up nearly 40% of the US population and expectations that this figure will  grow, organizations must evolve their DEI strategies to reflect this diversity—not just in their workforce but also in their customer base, supplier networks, corporate partnerships, and community engagements.

Thinking Bigger About DEI: A Path Forward

At Seramount, we believe that the future of DEI lies in thinking bigger about the value proposition of DEI now. As organizations become more diverse, DEI leaders must take a broader, more integrated approach. From mitigating AI bias to advancing health equity and improving employee productivity, DEI initiatives can drive significant business impact.

The most effective DEI leaders are those who inspire their organizations to see DEI as a core business function, not just a social responsibility. Our “Thinking Bigger About DEI” initiative encourages organizations to expand their DEI efforts beyond traditional boundaries, integrating them into every facet of the business—from product equity to inclusive marketing and design and from supply chain management to investor relations.

By adopting this more expansive view, DEI professionals can unlock the full potential of their programs and demonstrate measurable social and business outcomes. The future of DEI is not just about compliance or avoiding risk—it’s about seizing opportunities to create meaningful, transformative change.

Conclusion: Staying Committed and Agile

Despite the uncertainty and potential political challenges ahead, DEI leaders must remain focused on their core mission: to create workplaces where everyone feels valued and included. At Seramount, we are committed to providing the tools, research, and insights needed to help you navigate these turbulent times.

Whether you’re looking to strengthen your DEI strategy, adapt to a shifting political landscape, or rethink how DEI can drive business success, we are here to support you every step of the way. Together, we can ensure that DEI remains a central pillar of organizational success, regardless of the challenges ahead.

Let’s continue to think bigger, stay agile, and focus on what unites us—our shared commitment to building diverse, inclusive, and equitable workplaces.

The post What a Second Presidential Term for Donald Trump Means for DEI Leaders: Navigating Uncertainty and Seizing Opportunities appeared first on Seramount.

Katie Oertli Mooney, Managing Director at Seramount, emphasized this need for adaptability in her opening remarks, highlighting the need for connectivity among DEI leaders amid a volatile economic and political landscape. Mooney encouraged attendees to broaden DEI’s narrative beyond talent to include customers, consumers, suppliers, vendors, and community stakeholders, and to engage everyone—especially the “moveable middle”—in creating a more inclusive, impactful world. Only then can DEI not only survive but thrive and continue to grow from a moment to a movement in the face of backlash.

Let’s explore some of the other powerful takeaways from the day’s lively discussions.

Think Bigger – Expanding DEI’s Horizons

In his session, Dr. Michael Nicholson (Principal, Strategic Research at Seramount) prompted the audience with a bold question: “How do we think bigger about DEI?” Responses from participants underscored the value of embedding DEI as a core principle rather than treating it as a standalone initiative. They agreed that a DEI perspective is essential across all business functions and that organizations must “stay the course” despite challenges. “Humanity is the core of it all,” one participant remarked, highlighting the need for leaders to approach DEI with empathy, courage, and personal connection, especially in the face of resistance.

However, staying the course also needs to be combined with innovation and evolution. The discussion emphasized that DEI is a shared responsibility and should be positioned as a driver of business. Nicholson presented data from Seramount’s research revealing that DEI is foundational for shaping a future-ready business model, especially in light of changing demographics. Research showed that 42% of consumers actively choose companies with DEI commitments, while 65% feel businesses still lack alignment with diverse preferences. With Black, Latin, and Asian consumers projected to grow by over 2 million annually, companies must act on these shifts to avoid being left behind.

Source: U.S Census Bureau, Google, HBR

Nicholson’s data, supported by case studies from leading brands such as Microsoft, MedStar, and Wells Fargo, illustrated how DEI-driven strategies foster consumer loyalty, innovation, and positive financial results. Whether through developing bias-free AI, building inclusive customer experiences, or embracing supplier diversity practices, Nicholson’s research underscored a critical message: to stay relevant, organizations must not only embrace diversity in their internal operations but actively commit to DEI as a strategic priority in their external business.

Think Bigger: Reimagining DEI’s Impact

Michael Muñoz, Global Marketing DEI Lead at Google, shared insights on reframing DEI for greater impact. He spoke of his vision of a future where DEI is so integral to business operations that his role would eventually become obsolete, signaling a world where DEI is seamlessly integrated. Muñoz encouraged DEI professionals to shift from being “rockstars” to “scaffold builders,” creating structures that support diversity across the organization. This framework enables DEI to flourish independently within each team, even when dedicated DEI representatives aren’t in the room.

Muñoz’s message was clear: fostering genuine inclusivity requires building supportive structures that empower all individuals, enhancing both internal culture and positioning companies for success in an increasingly diverse market. He underscored the importance of valuing “culture adds” over “culture fits,” and crafting products that authentically serve diverse consumers. Embracing this commitment will ultimately lead to a more equitable future where everyone can thrive.

Think Bigger: DEI and the Bottom Line

Esu Ma’at, Chief DEI Officer for the Orlando Magic, discussed the impact of shifting demographics on talent and the broader market. Ma’at emphasized the tantalizing opportunity for sports organizations to grow market share by tapping into more diverse customer bases. “The fan base of yesterday is not the fan base of tomorrow.”

With Orlando’s population now over 60% BIPOC, a millennial boomtown, and its status as the fourth-largest LGBT market, the Orlando Magic has embraced this diversity, leveraging initiatives like Divine Nine Night and Pride Night to not only drive inclusion but also enhance revenue. Ma’at emphasized that diversity, when woven into market strategy, yields tangible benefits, making the DEI team a revenue driver rather than a cost center.

For Ma’at, DEI must be embraced and executed by everyone—from leadership to frontline staff—to effectively reach diverse audiences and meet evolving market demands. He stressed that pushing DEI forward requires dedication and resilience, urging attendees to stay the course to the mission of expanding DEI’s narrative and impact.

Think Bigger, Think Global

James Cowling-Vega, Managing Director at Seramount, offered insights into the different dimensions of Global DEI, applicable to even those without a global footprint.

• Creating a global DEI strategy at multinational organizations
• Navigating regional differences, even within the same country
• Embedding DEI into global operations and business development
• Fostering cultural competence at home
• Learning from international best practices

Central to Cowling-Vega’s approach is the idea of balancing corporate values with local norms, especially when these diverge. For instance, Alight’s recognition of Juneteenth as a global day of social justice exemplifies how a universal DEI commitment can honor local significance, encouraging organizations to build a globally relevant, locally respectful DEI culture. This same framework can be applied regionally in states with differing stances on social issues, tailoring DEI efforts to fit both regional laws and corporate principles is essential for maintaining meaningful inclusivity.

Ultimately, Cowling-Vega urged organizations to adopt a more expansive, globally minded approach to DEI, integrating it into every facet of the business, even for companies without an apparent global footprint. This might mean training frontline employees to engage inclusively with diverse customer bases or collaborating with marketing teams as they enter new markets to ensure that messaging and products resonate culturally. By embracing this holistic and globally aware strategy, organizations can foster true inclusivity and drive sustainable progress in an increasingly interconnected world.

“In 2023, the foreign-born population in the US reached a record 47.8 million (14.3% of the total population).”

Source: Pew Research Center

CDO Panel: The Future of DEI

The event concluded with a panel featuring Reggie Miller (GE Vernova), Xan Daniels (Alight), Olga Otero Brown (Allstate), and Franklin Reed (TEK Systems). These DEI leaders shared insights on embedding DEI across every business facet, emphasizing the importance of collective responsibility. They underscored that accountability for DEI must extend beyond DEI departments to the entire C-suite, especially the CEO and CHRO, ensuring DEI is interwoven into the organizational fabric.

Panelists emphasized understanding the full business cycle and engaging with all aspects to drive change. Miller highlighted the importance of visibility and collaboration, connecting DEI with broader business goals. Collaboration within supportive communities enables DEI professionals to overcome the challenges of this work, which can sometimes feel isolating. Surrounded by like-minded peers, leaders find the motivation to continue advancing meaningful change.

Closing Remarks

Seramount encourages organizations to “Think Bigger” about DEI’s potential. As leaders, our focus must go beyond responding to today’s challenges—we’re called to innovate and cultivate sustainable, inclusive progress. DEI isn’t limited to our workplaces; it’s a transformative force that impacts entire industries, global markets, and diverse communities. Through continuous communication, strategic collaboration, and purposeful action, we can harness DEI’s full power to reshape not just our organizations but the world around us.

Ready to help your organization think bigger about DEI? Explore our latest research, The Executive Playbook for Expanding the Impact of DEI, for actionable strategies to get started.

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