When I&D Pushback Comes from the Inside

Inclusion and diversity (I&D) efforts strengthen organizations by improving collaboration through diversity in lived experiences, according to their proponents. They argue that such initiatives also represent a commitment to retaining and engaging employees, as well as fostering a productive and understanding workplace culture.  

Despite this support, I&D programs have been met with significant opposition over the past few years. As court rulings and pressure from activists and industry peers have challenged organizations large and small, several HR professionals have adapted by rebranding their approaches to building inclusive workplace cultures.  

When pushback against I&D programs and policies comes from the inside, however, the conversation changes. The question then becomes, “What is the best course of action when an organization’s own employees oppose the practice of I&D in their workplace?”  

Experts say HR professionals must adopt an approach that communicates intentions effectively, welcomes questions and concerns, and responds to those questions thoughtfully and transparently.

Creating Diversity by Prioritizing Inclusion 

Critics of I&D commonly associate diversity-minded hiring practices with quotas and affirmative action. This notion may raise concerns among employees who value meritocracy in the workplace.

In contrast, an inclusion-first approach to I&D creates an engaging culture, inspiring diversity without affirmative action.  

“Inclusion operates as the functional arm of diversity. In a diverse group, inclusion says that everyone feels heard and seen and that each person feels welcome to share their individual knowledge and experiences,” SHRM President and Chief Executive Officer Johnny C. Taylor, Jr., SHRM-SCP, said in August 2023. “Inclusion makes room for healthy disagreement and says that, when expressed respectfully, differences of opinion serve to strengthen us collectively.”  

Such a mindset can help overcome another employee concern. “Many employees may feel excluded from inclusion and diversity initiatives, with some perceiving these efforts as threats to their own opportunities or standing,” said Vashawn Maxey, SHRM-CP, HR generalist at Sandstone Medical Solutions in Las Vegas and I&D Council Member for the Nevada State SHRM Council. 

HR professionals should approach talent acquisition in ways that encourage diversity without using hiring quotas, such as skills-based hiring. Furthermore, they should seek to address the stereotype that I&D is synonymous with affirmative action. Milton J. Perkins, senior vice president of Act One Government Solutions in Torrance, Calif., notes the difference between taking a numbers first approach to diversity and maintaining true inclusivity.  

“Employees are communicating about how I&D efforts seem to relate to some sort of quota issues where there is a focus on numbers over impact,” he said. “This creates worries that the focus on diversity metrics might overshadow genuine efforts to create an inclusive culture with correlated outcomes to business analytics.”

Adopting a skills-based hiring mindset significantly expands the talent pool while including qualified candidates on diverse career paths. Recruiters can further expand their candidate base by accessing untapped talent pools, such as veterans, neurodivergent individuals, and people with criminal backgrounds. By considering candidates they may otherwise overlook, HR professionals can dismantle barriers to a diverse workforce without jeopardizing inclusion.  

Clear Up Misunderstanding and Welcome Dialogue

I&D is a complex topic. Some concerned employees might not understand such initiatives or misinterpret their goals. In order for I&D initiatives to succeed, HR professionals must educate employees on what I&D means, the steps the organization is taking to embrace it, and why it matters. “Employees may fail to realize the true value of inclusion and diversity in the workplace,” said Jim Link, SHRM-SCP, CHRO of SHRM. “Academic studies and practical experience repeatedly demonstrate organizations that practice inclusivity as a core component of their culture produce better business results and create a better employee experience for all.”  

HR professionals should encourage employees to voice opinions about I&D in the workplace, Perkins said, as this allows employees to raise concerns about organizational culture and identify flaws in their workplace’s approach to inclusion. By providing the resources employees need to understand I&D while welcoming constructive criticism, stakeholders will become more likely to appreciate inclusion as a business imperative and develop a culture focused on improving employee experience.

“Create platforms for transparent dialogue and feedback,” Perkins recommended. “Create learning experiences for employees and leaders to better understand the demographic of labor market trends and an analytic framework for correlating initial design efforts to organizational outcomes.” 

Transcend Political Differences

Although I&D seeks to create work cultures that engage all stakeholders, no matter their beliefs or demographics, inclusion efforts have become heavily politicized, leading some workplaces to become divided over ideological differences.  

Since controversy is inevitable, HR professionals must acknowledge the contentious nature of these issues by explaining the value of I&D in a way that transcends political discourse and prioritizes the well-being of every employee, regardless of which demographics they are part of.  

“It is essential to incorporate the viewpoints of all individuals and create a space for open dialogue,” Maxey said. “Employee resource groups focused on I&D foster greater employee engagement and a sense of belonging. Participation as allies should be open to all employees, regardless of whether they belong to the specific demographic being supported.”