Diversity, Equity, and Inclusion (DEI) is featured in news headlines every day, with many headlines deliberately designed to create panic and fear, while some spark inspiration and admiration and some are simply confusing. But what is really happening with DEI at the organizational level? Seramount recently gathered more than 100 Chief Diversity Officers and HR Leaders in New York City to explore what is changing and not changing about organizational DEI priorities. The main takeaway we found: DEI is here to stay.
Now, the work may look a little different, programs or titles may need to be renamed, and we may need to be a little quieter, but the work is happening. And frankly, the marketplace demands it: 75 percent of consumers and 76 percent of job seekers consider a brand’s commitment to DEI in their purchasing and employment decisions.
At the gathering, we were lucky to hear countless examples of how and why organizations, specifically in the financial services industry, are continuing with their DEI efforts. In short, we need to focus on the commercial, strategic, and empirical approach to inclusion, and we can do so through collaboration, data, and mentorship/sponsorship.
In this article, we’ve synthesized themes and frameworks from the gathering and pulled out action items for you to explore and share with your team. If you want to speak directly with an expert, Ask Seramount.
Collaboration for DEI
DEI efforts consistently face resistance from various levels or parties, and a critical aspect of maintaining progress in the face of resistance is collaboration, friendship, and partnership with other departments and stakeholders. Collaboration provides emotional, strategic, and logistical support, and engaging in cross-functional partnership is an especially effective way to embed DEI across an organization. Doing so will also allow you to support your talent more efficiently and effectively as you can call on your partners across various teams such as legal, wellness, and HR to lean in when needed.
For example, in our current climate, there is a heightened need to focus on marginalized groups that may feel the impact of legal and social challenges, such as immigrants, prioritizing their safety and that of their families. Working collaboratively with leadership, HR, and direct managers to create and communicate a consistent and clear plan of support is critical. Displaying an organizational commitment to prioritize and protect talent is crucial to optimizing your workforce.
A lot of change is occurring right now, as well as a lot of uncertainty, but it’s important to remember the progress we’ve already achieved when working together. The private sector has historically been a leader in DEI initiatives, such as providing health insurance or engaging in corporate philanthropy. Working collaboratively equips us with the capacity, partnership, and resources to make business-conscious DEI decisions and act on them efficiently.
Collaboration in Action:
- Engage leadership in difficult conversations to build trust and allies, then co-message the resilience and stability of the DEI function with business leaders.
- Explore ways to further integrate talent management and DEI efforts to ensure equitable policies, processes, and outcomes. Then ensure HR functions are actively engaged in supporting employees in partnership with DEI teams.
- Proactively have open conversations with your partners, peers, and leaders to address concerns, prevent misinformation, and provide insights and recommendations. For example, upskill senior leadership in the legal and reputational landscape to help them make informed decisions and support the business.
Data for DEI
We know DEI positively impacts the economic growth and success of a company, not only in the talent it’s attracting and keeping but also in the market share it’s capturing and holding. In the current climate, it is imperative that we continue, and even double down on, showcasing tangible business improvements through DEI initiatives. Many organizations track data such as Employee Resource Group (ERG) membership, and we’ve seen some take it a step further and attach ERG membership to employee retention, promotion, and engagement rates. Other organizations have detailed growth assets in the billions after focusing on diverse communities in their growth strategies.
That said, we recognize there is some risk in today’s climate around DEI data measures and benchmarking, and we’ve seen some numerical measures shift in recent weeks. For example, several organizations have shifted from representation goals to aspirational goals. Whatever you choose to track or adjust, using data to tie DEI to the organization’s values, goals, and mission builds a compelling case to protect this work. Even if the specific metrics or methods evolve, demonstrating the positive impact of DEI—both in numbers and financial outcomes—is crucial.
Data in Action:
- Quantify and leverage data such as retention, promotion, engagement, and productivity to demonstrate the business value for DEI initiatives and the competitive advantage it provides for your organization.
- Ensure DEI initiatives align with the company’s business values, mission, and company culture, and prove that with data-driven results.
- Begin to scenario-plan and audit risks using trackable data and benchmarking to prepare for potential futures. Look out for five scenario-planning examples from Seramount in the coming weeks.
Mentorship and sponsorship are important parts of corporate success, especially within DEI. Many of the CDOs we spoke to referenced the significance of mentorship and sponsorship in their careers—someone to speak on their behalf when they weren’t in the room, someone to speak highly of their work, and someone to champion their decisions.
As diversity and talent leaders know, sponsorship and mentorship programs add significant value to an organization. They create leadership opportunities, strengthen engagement, and build a robust talent pipeline. These relationships also foster internal political capital, empowering leaders to champion strategies, drive DEI accountability, and shape workplace culture through empathy and support.
However, mentorship and sponsorship are two-way streets—both parties must be intentional, communicate expectations clearly, and provide mutual value. When done well, these relationships offer lasting career insights and impact.
- Identify potential mentors, sponsors, and allies within your organization by taking time to understand people’s stories and experiences beyond their immediate presentation.
- Reflect on your own experiences with mentors and sponsors, particularly during challenging times, and consider how you can be a more effective sponsor for others and how you can empower other mentors and sponsors to support their teams.
The Bottom Line
Our main takeaway from the NYC event is this: DEI is here to stay. CDOs are maintaining momentum through collaboration, data, and mentorship, ensuring their work remains integral to their organizations.
Regardless of the political climate, both business leaders and DEI professionals recognize DEI’s vital role in organizational success. As DEI continues to evolve in areas such as branding and visibility, the core mission remains unchanged: creating inclusive workplaces where everyone can thrive.
Whether you are a CDO or not, the lessons learned in NYC are impactful and important. We’ve listed a few more standout action items below, and we look forward to seeing you at our next CDO Collaborative event.
DEI Action Items:
- Be bold in DEI commitments, but also be realistic and pragmatic.
- Explore opportunities to leverage DEI to support your company’s values and beliefs, such as through amicus briefs or other public advocacy avenues.
- Reclaim the narrative around DEI by talking about the principles, work, and impact rather than just using buzzwords.
If you’re interested in learning more about how Seramount is supporting more than 600 partners around the globe, click here.
