The case for diversity, equity and inclusion (DEI) is well known and growing over time. Despite what you might hear in the news cycle, 95% of employees say they weigh a potential employer’s DEI efforts when choosing between job offers with similar pay and benefits, and 78% would not consider working for a company that fails to commit significant resources to prioritizing DEI initiatives; this is according Benevity’s State of the Workplace DEI Report. In my interview with Janeen Speer, Director of People at Benevity, she shared, “In a tight job market, DEI is a competitive advantage. Increasingly, 74% of Gen Z are ahead of a proper salary Monster. Additionally, retention rates are four to five times higher for diverse and inclusive companies.”

These statistics are important to highlight at a time when it feels like the DEI reaction is getting more attention than the inclusion needs of the labor market. Speer noted, “While some organizations are nervous about the external view of corporate DEI efforts as risking political backlash, I don’t see a complete shift away from DEI. Organizations make work quieter because they know not doing so is a business risk. They don’t want to risk losing their top talent.”

Employees pay attention to what organizations are doing to navigate perceived political backlash. They want to know that their current or future employers and the businesses they choose to support also support their values. While they don’t necessarily need political gestures or a strong stance to show that they care about DEI, often those who incorporate DEI into their cultures are the most successful. Consider these four pivots to balance DEI’s responsiveness with employee inclusion needs.

1. Take advantage of existing employee resource groups (ERGs).
2. Proactively set the tone for leaders to have honest conversations about inclusion.
3. Clearly reinforce the meaning and expectations for DEI across the organization.
4. Strengthen existing DEI training and resources.

Take advantage of existing employee resource groups (ERGs).

Speer said: “ERGs emphasize the political position of the company. they (give) safe havens and immediate connectivity to a group as new hires on board. ERGs are another access point to build relationships in the workplace, which drives inclusion.” ERGs bring together employees from diverse backgrounds and perspectives, which has been shown to correlate with innovation and problem solving. ERGs can be critical in helping to diversify hiring pools, better understand and serve diverse customer bases, and ensure that the organization’s products and services are developed through an inclusive lens.

As Speer said, “Most ERG leaders have day jobs in addition to their ERG responsibilities, so it’s important that priorities are clearly defined. Our ERGs focus on four key pillars: culture, careers, commerce and community.” Additionally, her firm has found that ERGs contribute to greater impact than traditional DEI training and initiatives; for example, 88% of employees agree that ERGs contribute to a sense of community and belonging in the workplace and 92% of employees agree that ERGs have a greater impact on inclusion than traditional DEI training and unconscious prejudice.

Proactively set the tone for leaders to have honest conversations about inclusion

In addition to working with ERGs, it’s critical that leaders and managers have the tools to have honest conversations about inclusion. Especially with political polarization and backlash, misinformation can create misunderstandings. Instead of blaming and shaming people who don’t yet understand how talking about inclusion works, it’s important to meet them where they are with resources and information.

“A few years ago, only 44% of employees said their company’s inclusion and diversity efforts are sincere. This statistic, while not surprising given the historical roots of DEI initiatives in regulatory compliance and risk aversion, underscores an essential truth: Today’s workplace has evolved, and employees are demanding more candor in approach. Workplace practices that cultivate belonging can no longer be reactive or ascribed to a single person—they must be woven into the very essence of a company’s culture and operations. With many DEI strategies failing to build truly inclusive cultures, organizations need to reframe how they think about diversity and inclusion, starting with empowering leaders to be drivers of belonging for all,” Mindi Cox, Chief People Officer of OC Tanner he said in our interview.

Clearly reinforce the meaning and expectations for DEI in the organization

It doesn’t take more than an online search to find many definitions of DEI. From “I didn’t earn it” to “YOU rented it,” hurtful misinterpretations clouded the internet. Therefore, it is important that the organization shares a clear definition of what the work means and why it matters, as well as expectations that everyone in the organization behaves consistently with the principles of inclusion.

Strengthen existing DEI training and resources

Instead of having an annual program or mandatory DEI training, consider a low-dose approach. By ‘right-sizing’ content in newsletters, cultural celebrations and learning management systems (e.g. through videos and workbooks), people can embed inclusion work into existing workplaces rather than creating an effect ad hoc. Stand-alone programs are easy targets for DEI backlash, and one-and-done training doesn’t work.

The business case for DEI work remains strong, with 95% of employees considering their employer’s DEI efforts when making workplace decisions. Despite the backlash to DEI, organizations recognize the importance of staying on course in DEI to attract and retain top talent.