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.”
“Every institution in America is under attack from this Marxist concept of ‘equity.’”
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.
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.
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:
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.
Stealth Implementation Some DEI leaders anticipate adopting a quieter approach, implementing DEI strategies internally while avoiding external political scrutiny.
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.
Learn more about partnering with us to expand the impact of DEI by scheduling a call with one of our experts.
Michael Nicholson is an Associate Director, Strategic Research and Product Marketing at Seramount. As a DEI and talent researcher, he is equally committed to delightful storytelling and useful knowledge. His responsibilities at Seramount include management of thought leadership, product narratives, and other strategic research initiatives.
Michael Nicholson is a Principal, Strategic Research at Seramount. As a DEI and talent researcher, he is equally committed to delightful storytelling and useful knowledge. His responsibilities at Seramount include management of thought leadership, product narratives, and other strategic research initiatives. At Seramount and beyond, he works to create effective messaging for all. Whether in an app or a sonnet, he believes every word counts.
Prior to joining the Seramount team, Michael earned his PhD at UCLA and served as a tenure-track professor at McGill University. As Director of the Montreal International Poetry Prize, he pursued his lifelong love of inclusive storytelling and actionable insights, helping to develop and market the first app-based, character-limited global writing product.
Michael lives in Southern California with his son, Wyatt, where he enjoys hiking along the coast and advancing environmental justice. As a neurodiversity advocate, he’s always looking to connect with fellow wordsmiths with a shared passion for impactful data and accessible communities.
Diana Forster is a Director of Qualitative Research at Seramount. She is a survey researcher, statistician, and writer with experience delivering actionable research to government, corporate, and academic clients.
Diana Forster is a Director of Qualitative Research at Seramount. She is a survey researcher, statistician, and writer with experience delivering actionable research to government, corporate, and academic clients.
In this role, she has helped lead several of Seramount’s recent projects: “Keeping DEI Strong in Volatile Times,” “Gen Z Decoded: New Data on How Your Youngest Employees Want to Experience Work,” “Understanding Global DEI Success: Corporate and Local Implications,” and “DEI Backlash: What Employees Really Think.” She joined Seramount in 2022 as an Associate Director on the Consulting team.
Previously, Diana was a researcher with the American Institutes for Research (AIR). There, she worked with the Department of Education on projects related to K-12 education. Diana was also a founder and vice-chair of Women in Support of Equity (WISE), AIR’s first employee resource group for women.
Prior to her time at AIR, Diana worked for eight years with the Center for Talent Innovation (now Coqual).
Diana holds a BA in political science and history from the College of Charleston, an MA in political science from the University of Arizona, and a PhD in political science from the University of Florida, where she used cutting-edge survey research techniques to study the intersections of religion and political behavior in the United States. A lifelong learner, she is currently pursuing her MBA at Indiana University’s Kelley School of Business as a Forté fellow. Diana lives in Bethesda, Maryland, and in her spare time, she enjoys reading and writing fiction, riding her Peloton, and going to the movies. She also volunteers as a dramaturg with local theatres.
