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.

That spirit of nuance and global curiosity defined Seramount’s recent Global EmERGe and Global Member Conference, where over 300 attendees gathered in person and virtually to explore how to scale DEI across geographies—thoughtfully and effectively.

Where Community Meets Strategy: The Next Era of ERGs

Seramount’s president Subha Barry opened the conference with a reflection on the power of community in times of disruption. “ERGs, networks, and communities become the ambassadors of your organization,” she said. But she challenged attendees to think more expansively: What if ERGs could also be think tanks and strategic business drivers? What if we aimed for the butterfly effect—a cascade of impact across business systems—rather than one loud tsunami of change?
 

ERGs were a key theme throughout the two days—described by many as catalysts for shaping culture, creating belonging, and significantly influencing employee retention. 74% of global ERGs play a role in supporting employees’ mental health. So, we were excited to share a preview of our new tool: Seramount Employee Group Maturity Assessment. Led by Nichelle Walsh, this tool will officially be launched on May 14^th at EmERGe, and several leaders had already remarked that the tool helped clarify their path forward. One called it “practical yet innovative.”

Resilience, Responsibility, and the Quietest Idea in the Room

Shagufta Iqbal served as poet-in-residence, inviting participants to reflect on discomfort, identity, and the legacy they leave behind. In her first poem, she reminded the room that “strength comes in all shapes and sizes—and sometimes, the brightest idea is the quietest one.” As we climb ladders of leadership, she asked, “Are we leaving one behind for someone else?”

This work thrives only when psychological safety is in place. That theme emerged again and again—from panelists, audience reflections, and in the quiet moments between sessions. How do we create cultures where employees feel safe to speak up, share struggles, and imagine what’s possible? It starts with leadership behavior and it grows through shared accountability.

Don’t Get Hung Up on Differences. Get Hung Up on Contributions.

Lord Dr. Michael Hastings began his keynote by quoting Vladimir Lenin: “There are decades where nothing happens; and there are weeks where decades happen.”

Dr. Hastings framed the current DEI moment as one of global transition by referring to a 1925 cartoon by Bob Minor titled “One day they’ll wake up.” Hastings asked us, “How did he know?” If we look at the world’s top 15 economies throughout time, power is shifting. Economies are transforming. It is paramount to not get caught up in one moment; organizations can either react—or lead.

To lead, Hastings said, we must be brave enough to experiment. Sixteen years ago, the first mobile banking innovation happened in Kenya—not Silicon Valley. “The world is diversifying whether you like it or not,” he said. “So don’t begin with assumptions. Begin with curiosity.”

He shared the wisdom of the Hawaiian rules—reminders to speak softly, tell the truth, and without rain there wouldn’t be rainbows. “It’s not about doing good business,” Hastings said. “It’s about creating valuable business.”

Global ERGs: Anchored in Culture, Powered by Strategy

Seramount’s latest Global Inclusion Index surfaced an important truth: While ERGs remain a critical tool, success comes from alignment—not replication. One speaker described an Irish leader tasked with increasing women’s leadership in Japan. He introduced mentorship programs only to discover they didn’t translate culturally and the team quit. “Global competence prevents global blunders.”

Across countries, the most common ERGs continue to center women, LGBTQ+ identities, and sustainability. However, what it means to build community and influence change looks different from place to place.

“Don’t Assume You Know Better Than the People You’re Going To”

That was the theme of day two’s keynote with Sharon Brooks, who has developed inclusive policies across France, Singapore, Abu Dhabi, and the United States. Her advice? Ask better questions. Build shared understanding. Invite everyone to the table.

Barry echoed that sentiment in a reflection on active listening. “We need to stop listening to win,” she said. “And start listening to learn.”

Despite headlines claiming otherwise, 78% of Seramount’s global partners are holding firm to their DEI commitments. What’s shifting is how they do the work, not whether.

Culture Isn’t Copy + Paste

During a practitioner panel, speakers shared what inclusion looks like across the globe. In APAC, DEI efforts may include things like married/non-married statuses or rural/urban divides. In Brazil—where more than half of the population identifies as Black or of mixed African descent compared to 13% in the United States—leadership demographics still mirror one another, with just 6% representation. It’s a reminder that even shared challenges require localized solutions.

Micro-inclusions matter. Empathy, family name recognition, and everyday kindnesses go far. When it comes to sustaining this work, inclusion isn’t either/or, it’s always and/and.

“We Are More Similar Than We Think”

That quote came from Kaushik Gopalan of TransUnion, whose team tracks internal mobility across 30+ countries. Gopalan’s advice? Create culture ambassadors, dispel myths about who gets to advance in their roles, and broaden your view of what talent looks like.

Mark Russell at KPMG UK shared how collecting socioeconomic data helped them close equity gaps in promotion and retention. More people sharing their stories helped others feel safe enough to share theirs too. Read more about KPMG’s work here.

Wrapping Up: Lean into Global Wisdom

After two days of learning, one message stood out: Most organizations aren’t slowing down—they’re evolving. If anything, this moment is a wake-up call to listen more intently to what our global colleagues have to teach us.

A heartfelt thank you to our sponsors: Merck, Visa, Bank of America, Kraft Heinz, Aramark, Tapestry, Allegis Global Solutions, for helping make this global gathering possible. Your support is a powerful reminder that when we invest in community, dialogue, and bold ideas, we move closer to building more inclusive workplaces and a more equitable world.

Thank you to those who joined us in London—and to those who continue to carry this work forward every day. As one attendee shared, the event served as “a reminder that the most meaningful progress often comes from the hardest conversations.”

Here’s to continuing those conversations—together.

The post Pushing Boundaries: Global Perspectives on Inclusion and Belonging 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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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.

The post Think Bigger, Act Broader: Strategies for DEI’s Role in a Transforming World appeared first on Seramount.

On May 17, Seramount conducted an Employee Voice Session (EVS), an anonymous virtual focus group, for Chief Diversity Officers and other diversity leaders who wished to express their concerns about the conflict and its effects on their employees. We found that DEI leaders are struggling to address the conflict, and many organizations have avoided discussing it at all.

Leaders Find This Situation Uniquely Challenging

DEI leaders agree that there isn’t a single ideal way to frame the discussion of the Israel-Hamas conflict. Leaders and their organizations find this to be a uniquely challenging issue to discuss due to the complexity, the intersections with religion and ethnicity, and the strongly held feelings on all sides. Specifically, they struggled to ensure that their Jewish employees feel safe among rising anti-Semitism, while also supporting Muslim employees and others. Many expressed concerns about saying the “right thing” when communicating with all employees.

Some Organizations Have Refrained from Addressing the Issue

Likely due to this widespread uncertainty, many leaders and organizations have avoided addressing the issue at all since October. Listening sessions and other forums for discussion are rare outside of those organized by Employee Resource Groups (ERGs). DEI leaders noted that most activity occurred in the fall of 2023 as the conflict began and has dropped off since.

Employees Have a Range of Responses

Leaders have observed a wide range of responses to the conflict from their employees, from vocal activism to strong disengagement. 

Have your employees been vocal internally on this issue?

Despite Concerns, Few Organizations Have Been Directly Affected by Protests

Nearly half of DEI leaders report being at least somewhat concerned about protests on college campuses, but few indicated that their organizations have been directly affected by them.

How concerned are you about employee protests or activism within your company?

Faith-Based ERGs Have Been Helpful

About one-third of leaders reported that their organizations have added or are considering adding faith-based ERGs since Oct. 7. However, others have declined to establish them or even put off launching planned religious or interfaith ERGs due to the conflict.

For more results from the session and access to other Seramount resources on the topic, join Seramount and read the full report of the results.

The post No Easy Answers: Five Ways Organizations Are Addressing the Israel-Hamas Conflict appeared first on Seramount.

On April 15, DEI and ERG leaders from across the globe trekked to London, UK, for the Global EmERGe conference, appropriately themed “Beyond Borders: ERGs Shaping Global Narratives.” This inaugural event kicked off with Seramount President Subha Barry highlighting the pivotal role that ERGs play in fostering inclusivity within the workplace. The insights gained from our 2023 Global Inclusion Index revealed key trends among global companies with active ERGs:

• The majority participate in both a global corporate network and regional ERG networks.
• Many ERGs focus on addressing mental health concerns prevalent among underrepresented groups.
• Approximately half of these companies have ERG executive sponsors based in their own country.
• Typically, corporate DEI offices manage ERG oversight within their respective countries.
• Most companies acknowledge the efforts of ERG volunteer leaders, primarily through public recognition or awards, and occasionally through additional leadership training. However, extra compensation for ERG leaders remains relatively rare.

President Subha Barry giving her opening remarks at Global EmERGe

This conference not only served as a platform for shared learning and connection but also demonstrated the impactful work that can arise when boundaries are crossed and diverse voices are united. Here are a few highlights from this impactful conference:

Breaking Barriers with Dame Inga Beale: A Path Less Linear

Dame Inga Beale captivated our audience with her personal journey, illustrating that the road to success is often winding and can be carved from resilience and anger. As the first woman to head Lloyd’s—a global insurance agency founded in 1689—Beale shared how she had battled with feelings of alienation since her youth. This sense of estrangement fueled her transformation of anger into success.

Beale also made a profound statement that resonated deeply with everyone present: it’s time to eliminate unnecessary jargon when addressing serious issues, often referred to dismissively as “corporate blah blah.” She emphasized that such language does not serve us and only portrays leaders as out of touch with their teams, detracting from the important work that ERGs are meant to accomplish. This declaration set the perfect tone for the rest of the conference, leading into breakout sessions focused on developing practical strategies to enhance ERG effectiveness, even amid the pervasive corporate jargon.

Left: Dame Inga Beale speaking to Global EmERGe attendees. Right: Dame Inga Beale delivering her morning keynote to in-person and virtual attendees at Global EmERGe.

Breakout Session Highlights

The Global EmERGe morning session focused on topics such as “Prospects and Insights on ERGs’ Influence,” where discussions revolved around the strategic integration of ERGs with executive sponsors and DEI leaders from The Adecco Group and Kellanova. Panelists highlighted effective models and strategies that adapt to regional differences and enhance employee engagement, demonstrating how ERGs can serve as pivotal links between diverse workforce needs and overarching corporate goals.

In midday and afternoon sessions, participants had opportunities to hear about the operational aspects of ERGs. Sessions such as “Measurement and Governance” and “Launching Global ERGs While Deploying a Local Approach” offered insights on balancing global strategies with local nuances to ensure the effectiveness of ERGs across different cultural landscapes. Another key discussion, “Elevating Your ERG to a BRG,” outlined the transformative steps for aligning ERGs with business objectives, illustrating their potential to impact business outcomes significantly. These sessions provided attendees with actionable strategies and a better understanding of the critical role ERGs play in fostering inclusive and effective workplaces.

Top Left (from L to R): Morning panel discussion featuring Joan Sheridan LaBarge (moderator), Managing Director at Seramount; Bruce Roch, Head of Inclusion, The Adecco Group; Camilla Carvalho, ED&I Consultant, The Adecco Group; Samantha Thomas-Berry, VP, Global Talent & Chief Diversity Officer, Kellanova; Lesley Salmon, Sr. VP, Chief Digital & Information Officer, Kellanova

Top Right: Marcelo Vasquez Lopez, Assistant Director and Partnering Consultant Global Office of DEI, Liberty Mutual Insurance, delivering his session Launching Global ERGs while Deploying a Local Approach

Bottom Left: Global EmERGe attendees listening to an afternoon session

Bottom Right (from L to R): Participants in the Measurement and Governance session featuring Jack Guest, Senior Group Inclusion Advisor, HSBC; and Carol Watson, Global Chief Inclusion Officer, BCW Global answer questions from the audience.

A Harmonious Conclusion: Networking and Musical Celebrations to End the Day

What would an all-day conference be without networking, food, and entertainment? Our event staff orchestrated a brilliant networking lunch, providing an opportunity for attendees to connect, share experiences, and forge relationships with peers from various organizations. This interactive experience allowed participants to choose seating arrangements by different world regions led by a trusted advisor as listed below.

APAC: Jack Guest, Senior Group Inclusion Advisor, Global ERG Lead, HSBC

EMEA: Richard Thompson, Global Employee Network Lead, Capgemini

LatAm: Marcelo Vásquez López, Associate Director and Partnering Consultant Global Office of DEI, Liberty Mutual

North America: Molly Deakins, Corporate Responsibility PMO (ERG Governance Lead), Capgemini

The day concluded with our ERG Center of Excellence leader, Kamina Young, recapping the day’s highlights—from Dame Inga Beale’s keynote, which focused on cutting through corporate “blah blah” to the introduction of a new ERG Leader Certification in the afternoon sessions. As attendees exited through the conference double doors, they were greeted by the harmonious sounds of the London International Gospel Choir, singing songs that have transcended oceans and decades, bringing everyone together in a memorable and unified celebration.

Top Left: Attendees interacting at the networking lunch

Bottom Left: Seramount Senior Director Kamina Young recapping the conference at the end of the day

Middle: Attendees clapping and enjoying the entertainment

Right: Members of the choir engaging our audience with song

Reflecting on EmERGe NYC’s Impact

On May 6–7, we also hosted our sold-out EmERGe conference in NYC, an event ERG leaders eagerly anticipated. Similar to Global EmERGe, the networking opportunities, insights, and incredible community impact activities made joy illuminate throughout every room. The conference featured Farzana Nayani, a renowned DEI consultant, ERG specialist, and executive coach, who shared her extensive experience working with Fortune 500 companies, public agencies, and educational institutions. Farzana’s keynote highlighted the power of Employee Resource Groups in fostering belonging and driving authentic change within organizations. Additionally, V Spehar, the creator of Under the Desk News, captivated the audience with their engaging approach to making news media more accessible. V’s keynote addressed the importance of inclusive reporting and shared their journey from TikTok to hosting major events and receiving a special achievement Webby for their impactful work.

Top Left: Seramount employees at the Disney Executive Lunch

Top Middle: Community Impact activity for attendees

Top Right: Buttons that attendees could decorate their event lanyards with

Bottom Left: V Spehar delivering their Day 2 keynote

Bottom Middle: Conference attendees pictured together

Bottom Right: Day 1 keynote Farzana Nayani pictured holding her book with a conference attendee

We also honored our 2023 ERG Impact Award winners. In 2023, we received nearly 300 submissions across eight categories. Each submission underwent a rigorous, multistage review process conducted by judges who are practitioners and thought leaders in diversity, equity, and inclusion, as well as subject-matter experts and members of the Seramount team. The efforts of these ERG leaders and organizations within their workplaces and communities exemplify the critical role these groups play in closing gaps and fostering belonging within organizations.

Pictures feature some of our ERG Impact Award honorees with President Subha Barry.

Looking Ahead: Join Us for Future Events

We are thrilled to announce our return to London in 2025 for the second Global EmERGe conference. Nominations for the 2025 ERG Impact Awards will open in mid-June, so we encourage you to start considering whom you might nominate and for which category.

Our recent events have been incredibly impactful, with our inaugural Global EmERGe conference in London bringing together DEI and ERG leaders from around the world. Highlights included inspiring keynotes, such as Dame Inga Beale’s call to cut through corporate jargon and focus on genuine impact, and insightful breakout sessions on ERG strategies and effectiveness. Similarly, our sold-out EmERGe conference in NYC featured engaging talks by Farzana Nayani and V Spehar, offering valuable insights into fostering belonging and inclusive reporting.

As we continue moving forward this year, let’s remember to cut through the “corporate blah blah” and have authentic conversations that make the workplace a safe space for all. To all ERG leaders and members—we see you, we celebrate you, and we are here to support you. Please contact us if you would like to discuss advancing your ERGs for success. Sign up for our newsletter to stay informed about event dates, registration details, and more exciting updates. You can also reach out to us if you are interested in speaking to one of our ERG subject-matter experts. Together, let’s continue transforming talk into action and creating lasting impact within our organizations.

Seramount Global EmERGe staffers pictured together after the conference.

The post From Corporate Blah Blah to Action: Transforming Talk into Impact at Our Inaugural Global EmERGe Conference appeared first on Seramount.

The workplace is changing. Employees expect to work at a place where they can be their full selves, where they feel like they belong. Did you know that only a mere 8 percent of Fortune Global 500 companies have managed to achieve a representation of at least 30 percent in race and gender diversity within their leadership positions? According to the Brookings Institute, the United States will be minority-majority by 2045. It’s a stark reality, especially when you consider that our country is heading toward a future where nearly half the population will be non-White. As talent and DEI leaders, this glaring gap between the current state and the ongoing demographic shift demands our immediate attention.

As I often stress, “If you can’t see it, you can’t be it.” This simple truth speaks volumes about the significance of inclusion, not just in senior leadership but across every level of employee. The need for talent and DEI to become more interconnected has never been greater. This demographic shift will force us to ask: How do I recruit talent that is reflective of what our country and society looks like?

Organizations must ensure that processes in the talent lifecycle, whether it’s onboarding and supporting new hires or focusing on the inclusion of your underrepresented talent, are robust. This includes conducting regular audits for fairness in your performance management system and ensuring that talent identification reflects a diverse pipeline. As an inclusive leader, tune your equity radar to constantly scan your organization. Never stop asking the following questions: Am I attracting my fair share of underrepresented talent? Do any hidden biases tilt the playing field unfairly?

Accountability and compliance must be ongoing, especially when considering talent development and decision-making. Looking for diversity in the ranks of your leadership and among your influencers becomes critical. Remember, “If you can’t see it, you can’t be it.” Succession planning and promotions must be equally accessible, with fairness, equity, and equal opportunity for all. Each step becomes an opportunity for growth, and now is a key moment for aligning talent and DEI principles.

But this is no easy task! Especially amidst the backdrop of increasing workforce instability, investments in DEI and talent are facing heightened scrutiny. Notably, roles are converging across functions in response to these unfolding developments: CHROs are being tasked with leading DEI teams, CDOs are transitioning into crucial people leadership roles, and business executives are taking on DEI and talent responsibilities. In a recent Seramount poll of DEI and talent leaders, 23 percent shared that HR/DEI partnerships are top of mind, above political backlash. Shedding light on the influx of new leaders navigating their new role, recent research indicates that 70 percent of CDOs are embarking on a fresh journey in leading a DEI function. However, the resulting high turnover and burnout rates pose ongoing challenges, as reflected in the average CDO tenure of 30 months in the S&P 500.

Data from Seramount underscores a strong link between employee engagement, satisfaction, and DEI priorities, with an alarming 46 percent of employee turnover attributed to an unhealthy company culture. To counteract the “disengagement tax” during turbulent times, DEI and talent leaders are joining forces to cultivate an inclusive talent lifecycle and workplace.

Our latest research identifies three key areas where leading organizations were successful in their outcomes when CDOs and CHROS join forces: Attitudes, Alliances, and Advances.

Attitudes:

To reach their goals, top-tier DEI and talent programs blend seemingly conflicting notions of inclusion across individuals, teams, and organizations. They harness the productive tensions between global and intersectional perspectives to foster a sense of belonging at every level.

Alliances:

More and more, CDOs and CHROs are developing strategic alliances. Our surveys indicate that they’re forming new partnerships in various industries, working together across different functions, and aligning with Employee Resource Groups to reshape how they conduct research, develop products, manage talent, deploy crisis communications, and seize market opportunities.

Think about it. If something happens in society that impacts a particular community in the marketplace, an ERG within your organization that represents that particular community could be best equipped to advise stakeholders how to contend with it.

Advances:

DEI competitions and awards, such as Seramount’s Best Companies lists, are becoming indispensable tools for high-impact DEI and talent teams. What gets measured gets done! Award-winning organizations are also seeking out objective assessments from external parties that provide actionable roadmaps and visibility into diversity bottlenecks and associated solutions.

These initiatives not only contribute to improved recruitment and retention but also help combat disengagement during turbulent times. When DEI and Talent are aligned, taking a thoughtful, global, and intersectional approach, CDO, CHROs, and their internal champions can make such a compelling case for a seat at the table. This is how, like never before, they are ensuring that the keys to unlocking DEI, talent, and business success are one and the same. I look forward to seeing how far they can go.

If you’re interested to learn more about how Seramount can help develop your inclusive talent strategies, contact us here.

The post Driving Inclusion: CHRO and CDO as Allies appeared first on Seramount.

Developing and advancing diversity, equity, and inclusion (DEI) programs is already an imperative in travel and tourism, particularly given the perennial talent drought in the sector. Marriott CEO Anthony Capuano recently cited the labor shortage as “the most significant challenge being faced by the hotel industry.” In this context, and with general population data showing that 50 percent of candidates won’t consider an organization with a bad employer brand and 67 percent of job seekers look at the diversity of the workforce, DEI simply can’t be ignored from a talent recruitment and retainment perspective.

However, to effectively put programs in place, organizations first need to engage and learn from diverse perspectives to identify and understand what barriers and challenges exist. The experiences of their customers will allow for them to take a holistic approach to addressing these issues.

So, what should corporations do?

Double Down on DEI Efforts

The good news is that most large corporations have at least gotten started on their DEI journey. The majority have created DEI policies, installed DEI teams, stood up ERGs, rolled out training, and launched professional development initiatives for underrepresented talent. Additionally, many are starting to benchmark against other companies and have applied to Seramount’s Best Companies List. From gender parity initiatives to supplier diversity programs, here are some strong examples of what companies have done:

IHG has assigned every member of their executive team a DEI-focused goal, committed to gender parity at group leadership levels, and rolled out an inclusion training program across the organization, amongst other initiatives. SIXT has launched a particularly bold initiative with their “Female Career Tandem.”  The initiative means that all employees, regardless of gender, are “accompanied in their professional and personal development by a female manager for over a year.” 

United has rolled out systemwide trainings and created a mutual mentoring program that pairs leaders across levels and cultures. The airline also recently “updated appearance standards for uniformed, customer-facing employees to reflect a modernized look and more inclusive standards to better express individuality,” a development that we have now been seeing at many other organizations, such as Disney. 

Some organizations have also done great work in expanding the reach of their DEI programs to better account for external stakeholders. Hilton, for example, has developed a robust supplier diversity program and now has more than 2,500 diverse- and women-owned suppliers and a total of more than $221 million in diverse supplier spend. In 2022, Marriott launched “Bridging the Gap,” its multi-year $50 million hotel development program to “help propel historically underrepresented groups in the journey to hotel ownership.”

Learn About Customer Experiences from Diverse Perspectives

While having a more diverse workforce and an inclusive internal culture will contribute to a more inclusive experience for customers, that alone is not enough to really move the needle. 

Many organizations have started taking different approaches to tapping into diverse perspectives and gain a better understanding of different travel experiences. American Airlines recently formed its Community Council, made up of seven distinguished Black leaders, which is intended to “provide the airline with critical objective insight, perspectives, and support on the challenges Black customers face.”  This approach has already led to more Black representation in dining, in-flight products, and entertainment. 

It’s also very important to dig into the data where possible. For example, Airbnb has conducted an extensive audit of metrics such as “booking success rate” to better understand where both conscious and unconscious discrimination exists in customer experiences. 

However, one of the greatest opportunities for better understanding diverse experiences and perspectives is through engaging employees and activating ERGs. Hyatt is a fantastic example of a corporation doing just that. Hyatt’s approach is that “each Diversity Business Resource Group should be focusing on inclusionary goals and objectives that ultimately influence business results in the categories of workforce, workplace, and/or marketplace.”

Translate Insights into Action to Create More Inclusive Travel Experiences

To turn those insights into more inclusive customer experiences, corporations then need to act to implement change. This involves commitment from stakeholders across all business lines. 

Airbnb, through Project Lighthouse, has created a resource center to help hosts learn how to foster belonging, including tips for hosting guests with accessibility needs and advice for welcoming LGBTQ+ guests. Also, Airbnb reports removing 1.3 million people from the platform for “declining to treat others without judgement or bias.” Finally, their humility in stating “there’s still a lot more work to be done” is realistic and commendable. 

Disney has made numerous changes thanks to feedback actively sought from “cast members” around the world. For example, in 2021, several rides with racist connotations were “rethemed.” Disney has also made strong inroads in creating more inclusive experiences for neurodivergent individuals by partnering with firms specialized in neurodivergent accessibility to start providing break areas for overstimulation, companion bathrooms, and attraction details that gauge level of stimulation. 

Marketing and communications departments also have a key role to play in the way they position their brands. A highly visible commitment to DEI, such as displaying awards and inclusive imagery in advertising, can help reinforce inclusion and belonging. Airlines including Lufthansa, Alaska Airlines, and Avianca have started deploying airplanes with special Pride livery to demonstrate their support of the LGBTQ+ community. Rainbow flags are also frequently seen at hotels and other establishments. 

Hilton is a particularly noteworthy example of a large corporation doubling down on inclusive marketing. The company has consistently leveraged the insights of their Pride TMRG (Team Member Resource Group) both to help create “even more meaningful and inclusive travel experiences” and develop much more inclusive marketing. In general, Hilton has strived to leverage images of diverse guests, stating, “We’re proud to depict and reflect our guest diversity in our advertising.”

Delta, in addition to ensuring the use of diverse imagery in its own advertising, is going one step further. Through their “Faces of Travel” initiative, the airline created a “collection of visual assets that showcases a diverse range of travelers in various destinations that breaks away from stereotypes.” They’ve made this available to Adobe Stock’s more than three million users at no cost. 

All that being said, it’s important for marketing and communications to ensure that well-intentioned attempts to celebrate diversity and inclusion don’t cross certain lines and end up causing offense. There are far too many examples of marketing missteps involving cultural appropriation or insensitive language or imagery. Marketing teams should engage their DEI team to leverage their insight. Careful wording is important, and seeking out diverse perspectives can help avoid potential damaging blunders. 

Whilst this blog focuses on examples from travel and tourism, there are lessons here that can be applied across all industries. Organizations need to ensure that internally they are leading the way in DEI but also find ways to learn from diverse perspectives and then translate that insight into action to create more inclusive and equitable experiences for all their stakeholders, both internal and external.  

Contact me directly at james.cowling@seramount.com to learn more about how Seramount’s DBP Membership can support the advancement of your organization’s DEI strategy.

The post Three Ways the Travel and Tourism Industry Can Create a More Inclusive Experience appeared first on Seramount.

Without a deep understanding of local norms, history, and laws, corporations may unintentionally do more harm than good in implementing DEI plans and processes. Some employees and leaders globally view DEI as a US issue, originating with affirmative action legislation decades ago and supported by government workforces and procurement initiatives for federal contractors. The challenge for multinationals, those based in the US, and those based in other countries, is to make each country leadership see its unique abilities to create a more inclusive workforce and the business benefits of integrating DEI in its local strategy.

The term “glocal” has been popular in recent years to emphasize global values with a specific focus on local cultural emphasis and buy-in. Harvard Business Review advises multinationals to be as local as possible by not assuming everyone is at the same level, being aware of cultural disconnects, being very conscious of inclusive (and locally inclusive) language, recognizing cultural and historical differences, and being cognizant of different laws and expectations around data transparency.

That’s why Seramount’s Global Inclusion Index focuses on looking at demographics, best practices, and company culture on a local country level. Questions were designed for local input and are refined annually to make it more nuanced on a country-specific basis. Recently, Seramount released a full report that shares the findings of the 2022 Global Inclusion Index, which shows a wide variation in demographics collected, efforts to hire and promote women, ability to use data to set goals, local leadership involvement, and starting supplier diversity practices. Many of the differences are driven by cultural issues, but others are reflections of early efforts in these countries by multinationals to begin to understand what inclusion means in a local area and how it impacts the workplace and the marketplace. These efforts, along with Seramount’s survey, are evolving rapidly.

Key Findings

Corporate support is important; local control is the differentiator:

While gender remains the most universal global demographic, we see increasing interest in asking employees to self-identify based on age, disability, and immigrant status.

Efforts to encourage employees to identify as LGBTQ+ and other diversity dimensions, such as religion and race/ethnicity, vary widely by country.

• For example, disability status is collected in 67 percent of company respondents in Brazil and Japan but only in 38 percent of company respondents in Canada and 27 percent in Singapore. Information on age is collected in 100 percent of company respondents in Argentina, Germany, Italy, and Mexico but by only 7 percent of respondents in Singapore.

Multinationals often have stated goals for DEI, but actual practices vary widely by country and cultural norm.

DEI leaders or champions on the local levels consult frequently with corporate DEI offices but have significant leeway in implementing strategies.

• Our data shows the companies in countries that are most likely to have their own local head of diversity are the UAE (100 percent of respondents) and Mexico (88 percent of respondents). Those least likely are Ireland (43 percent of respondents) and Chile (50 percent of respondents).

Most common employee resource groups (ERGs) are women, LGBTQ+, and race/ethnicity.

Other common groups include sustainability and groups for working parents. LGBTQ+ groups vary widely, depending on the country laws and culture.

• For example, 100 percent of respondents in Ireland and Mexico have LGBTQ+ ERGs, while only 9 percent of respondents in China and 17 percent in the UAE have LGBTQ+ groups.

Countries with the highest rate of women in the top two levels also had the highest rates of formal mentoring and formal sponsorship.

• The five countries with the highest rates of women in the top two levels are as follows (in alphabetical order): Argentina, Brazil, Canada, Chile, and Mexico.

Accountability measures for DEI results, such as performance evaluations or linking to compensation, are more common at the corporate level than the local country level.

• The countries where the country head and senior management, respectively, are most held responsible for DEI goals are India (78 percent and 56 percent), Mexico (75 percent and 63 percent), and Italy (71 percent and 57 percent).

After compiling our findings from the 2022 Global Inclusion Index, Seramount experts have concluded that the bottom line is that a local DEI leader or champion is critical to local success. Support of the country head of diversity matters a great deal as well.

Interested in participating in the 2023 Global Inclusion Index? Register here.

To learn more about how Seramount’s DEI Research Partnership can help propel your global DEI efforts forward, please contact us.

The post The Global Evolution of DEI: Key Findings from Seramount’s Global Inclusion Index appeared first on Seramount.

The adage “Think global, act local” couldn’t be more relevant these days. While inclusive global ethical standards are paramount—especially in reaching younger employees who want to work for organizations that share their values, the inability to adapt to local cultures and norms puts companies at a distinct disadvantage in recruitment, retention, creating an inclusive culture, and reaching the local markets and suppliers.

That’s why Seramount’s Global Inclusion Index is focused on looking at each country differently and helping companies understand which DEI strategies work across all countries and which need to be applied on a local basis. It can be challenging.

For example, in some countries, especially in Asia and the Middle East, it is illegal to come out as LGBTQ+ and can result in imprisonment or even death. In other countries, demographics— even sometimes around gender—are not collected as it is considered culturally unacceptable to ask these questions. This is particularly true for questions around race/ethnicity, religion, and LGBTQ+ status. We also note that in many countries there’s a growing interest in looking at whether employees are immigrants and from which countries they have emigrated.

About the Index

Seramount’s Global Inclusion Index measures corporate efforts in specific countries around gender representation at all levels, types of demographics measured and used for self-ID, inclusive recruitment strategies, advancement programs such as formal mentoring and sponsorship, use of employee resource groups, country leader and corporate involvement and structure, goals and KPIs used to assess DEI success, local DEI structure, and supplier diversity.

While filling out the global survey, companies have the option of choosing which countries they want to submit data for. There is no charge to participate, and companies earning spots on each country’s index are recognized for their achievements.

This year’s Global Inclusion Index included 16 countries: Argentina, Australia, Brazil, Canada, Chile, China, France, Germany, India, Ireland, Italy, Japan, Mexico, Singapore, the United Arab Emirate, and the United Kingdom. In 2023, Argentina is being cut (the only country where we didn’t get a substantial response), but we will add Colombia, Israel, the Netherlands, the Philippines, Portugal, Romania, Saudi Arabia, South Korea, and Spain.

Participating companies receive a scorecard for each country showing how they scored in the three main areas we assess: demographics, recruitment/retention/advancement, and corporate culture. They have the option to receive comprehensive benchmarking reports for each country, showing how they did versus other participants, as well as in-depth reports for each country with information on local laws, demographics, DEI leadership, and advisory services on improving their local DEI efforts.

Global Data Trends from Seramount Inclusion Index

• Most common demographics collected besides gender were age, immigrant status, disability, and race/ethnicity. These vary widely by country. For example, disability status is collected in 67 percent of company respondents in Brazil and Japan but only in 38 percent of company respondents in Canada and 27 percent in Singapore. Information on age is collected in 100 percent of company respondents in Argentina, Germany, Italy, and Mexico but in only 7 percent of respondents in Singapore.
• Most common employee-resource groups (ERGs) were women, LGBTQ+, and race/ethnicity. Other common groups include sustainability and groups for working parents. LGBTQ+ groups vary widely, depending on the country laws and culture. For example, 100 percent of respondents in Ireland and Mexico have LGBTQ+ ERGs, while only 9 percent of respondents in China and 17 percent in the United Arab Emirate have LGBTQ+ groups.
• Countries with the highest rate of women in the top two levels (40 percent top two levels versus 24 percent for all countries) also had the highest rates of formal mentoring (86 percent said yes versus 77 percent for all countries) and formal sponsorship (55 percent said yes versus 50 percent for all countries). The five countries with the highest rates of women in the top two levels are as follows (in alphabetical order): Argentina, Brazil, Canada, Chile, and Mexico.
• Multinational companies are struggling with how much corporate DEI should impact local DEI efforts, especially when values conflict. Our data shows the countries that are most likely to have their own local head of diversity are the United Arab Emirate (100 percent of respondents) and Mexico  (88 percent of respondents). Those the least likely are Ireland (43 percent of respondents) and Chile (50 percent of respondents).

The arena of Global DEI is just opening up. More and more companies are recognizing how complex—and how important—this is. In a world where talent is in short supply and needs to come from all possible sources, the potential for reaching underrepresented groups is crucial. As companies also grapple with supply chain issues and the need to reach new consumer markets and clients, having a diverse and inclusive workforce becomes the critical differentiating factor.

Interested in learning more about Global DEI and benchmarking against your peers? Contact us.

The application for the 2023 Global Inclusion Index opens January 31, 2023.

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