‘Pushback is always there, and that’s kind of the point of why DEI exists’

Pushback against DEI was in the news yet again recently, with Walmart joining the growing list of organisations withdrawing commitments to diversity, equity and inclusion. The retailer said it is halting racial equity training programs for employees, ending evaluation programs aimed at increasing supplier diversity, and not renewing its Centre for Racial Equity.

"We've been on a journey and know we aren't perfect, but every decision comes from a place of wanting to foster a sense of belonging, to open doors to opportunities for all our associates, customers and suppliers and to be a Walmart for everyone,” it said in a statement.

Walmart's DEI withdrawal was revealed by conservative activist Robby Starbuck, who said the reversal on DEI will "send shockwaves throughout corporate America."

"This is the biggest win yet for our movement to end wokeness in corporate America," he said on X. "This won't just have a massive effect for their employees who will have a neutral workplace without feeling that divisive issues are being injected but it will also extend to their many suppliers."

On a similar note, a report out of Australia revealed that workers at $ mining giant Rio Tinto are more resistant to diversity programs that aim to promote women than they were three years ago. A survey of more than 11,600 staff recorded “a backlash” against the workplace diversity program.

Men feel undervalued or overlooked, wrote Elizabeth Broderick, lawyer and former Australian Sex Discrimination Commissioner, “with some expressing their view that there was reverse discrimination and that women were being hired who were not suitably qualified,” according to the Financial Review.

Recognizing skepticism a reality

Despite the pushback, Canadian employers such as the Flight Centre Travel Group (FCTG), Westland Insurance and Hyundai Canada are endorsing if not strengthening their efforts around DEI.

All three leaders acknowledge that skepticism is not new, though the current climate has amplified its presence in the workplace.

“Pushback is always there, and that’s kind of the point of why DEI exists — to provide visibility on the nuances of what’s really happening,” says Emese Graham, diversity, equity and inclusion manager at FCTG Americas.

“I certainly know that a lot has changed in the past year or so, and it's something that's coming up, that organizations are thinking about and questioning. But, from my point of view, it's not something that's new, necessarily. I think there's always been an imperative to stick with data and make sure that you have really clear data of what the impact is of a DEI initiative to prove that it's something that's making a positive impact, and not just words or not just a nice thing to say or a nice thing to have.”

As HR leader at a company with about 3,400 employees, Lisa Chong, human resources program manager at Westland Insurance Group, understands that unfamiliarity often drives skepticism.

“It’s natural for employees to have questions or concerns about DEI programs and initiatives, especially if DEI isn’t something that they’re familiar with or [understand] what the benefits are,” she says.

The company has no plans to curtail its DEI efforts, says Chong.

“We are super committed to making DEI a priority and have no plans at all to cut back on our initiatives; we’re extremely committed to fostering a diverse, equitable and inclusive workplace.”

At Hyundai Canada, it’s important to ensure that everyone feels welcome and like they belong, according to Kirk Merrett, director of HR and administration.

“We accept that people have some concerns or may be skeptical of DEI training and programs — ignoring this reality would be counteractive to our intention,” he says. “We welcome feedback from our team members and want them to feel comfortable coming to us and sharing what might be challenging for them.”

The company is proud of the work it has done to help create a more diverse and inclusive culture, says Merrett.

“We hope it serves as inspiration in other male-dominated industries and companies, proving there is room for DEI and that it makes sense for both the business and the organizational culture.”

Using transparency to dispel DEI myths

Graham emphasizes that clear, open communication is essential to combating misconceptions about DEI at the 900-employee organization.

“I’ve done some internal videos… speaking to that misunderstanding that DEI is just affirmative action because we actually don’t use quotas in Flight Centre Travel Group. It’s just not something that we’re doing as part of the strategy at all,” she says.

Transparency within the organization is key to help people know what exactly it’s doing, she says, such as outlining monthly goals and specific actions they’re taking, and admitting to what’s not working so well.

It’s also about understanding what people might misunderstand about the space, and explaining the strategy “to combat that bristling at just the word ‘DEI’ that happens sometimes,” says Graham.

Chong employs a range of communication tools to ensure employees at Westland feel informed and included in the organization’s DEI efforts, such as internal newsletters, town hall meetings, sentiment and pulse surveys, a digital suggestion box, and training sessions.

“We really do listen to our employees’ feedback, and we try to address the fact that some people feel left behind or might feel unsure about what DEI is all about.”

That’s probably why there’s been a shift away from DEI in the U.S., and some places in Canada, she says, because of a lack of explanation.

“Because we listen and we act on the feedback, it has helped to address that scarcity mindset and help to bring everybody along with us on the journey.”

The key to the success of Hyundai Canada’s DEI programs is anchored in four areas: trust, transparency, communication, and authenticity, says Merrett.

“We also routinely emphasize the WHY with our team members, and as a customer-focused business, they understand that we need to reflect our diverse customers and dealership partners.”

The company strives to create a space where everyone can be themselves, he says, which means providing education and awareness and breaking down any barriers “that make negatively impact opportunity and equity for all.”

Data as a foundation for trust

All three leaders rely on data to understand employee sentiment and measure the effectiveness of DEI programs.

“Part of where our strategy starts is just with employee listening and metrics and data, so looking at our current workforce and our workplace practices, and comparing that to some DEI best practices and benchmarking,” says Graham. “We also collect employee data, like sentiment information, demographic information as well, on an annual basis, and then make decisions off of those streams of information.”

For example, the company noticed that Black employees were reporting lower, on average, sentiment scores than other demographics, so it followed up with focus group research so people could share their experiences and reveal “pain points,” says Graham.

“What we heard was… that our Black employee population is really spread out across different offices and locations, so a lot of people were feeling a challenge to their sense of belonging,” she says. “It helps us to really narrow down and drill down on what are some of those specific issues, and address that head-on.”

This approach led to the creation of the “Flourish” event, a virtual networking and development initiative for Black employees, and FCTG saw a measurable improvement — five per cent — in sentiment scores for Black employees, says Graham.

“That's really a key part of measuring success, is that the people who are impacted by those initiatives, programs, policies… are actually benefiting from that because, otherwise, it's really a waste of time and resources.”

Westland also incorporates data-driven feedback to refine its DEI initiatives, says Chong.

“Because we have operations across Canada, every area is going to have different needs, and we recognize that they also have different thoughts around DEI, and we try to consider those within our strategy so that we can be as inclusive as possible.”

Through its annual sentiment survey, Westland asks a belonging question around diversity, inclusion, and has seen steady increases in engagement year over year, she says.

Over the past five years, Hyundai Canada has reviewed and evaluated its DEI efforts several times, which is important for creating sustainable programs, and to evolve and grow, says Merrett. The company has a Diversity Advisory Group that includes DEI champions and ERGs across the organization.

“We review our program annually looking at various metrics including recruitment, partnership, training hours and financial investments. Significant programs are not launched or changed without input from this group.”

Storytelling to bridge understanding about DEI

Education is a key element of building trust and shifting perspectives on DEI, and storytelling helps make DEI initiatives relatable, according to Graham.

 “I love data. I love numbers. However, there’s something that only a story can tell,” she says. “Hearing each other’s stories is really what sticks out, it’s really what people remember... that’s really what makes the biggest difference.”

And segmented communication is important, says Graham.

 “There are different levels of awareness and understanding, not to mention someone new to the organization versus someone who’s been here for 25 years,” she says. “So, having a communications plan and understanding some of the different touchpoints and where people are at can be really helpful.”

At Westland, storytelling is equally valued as a way to build understanding so the messaging around DEI doesn’t just come from HR.

 “We are always encouraging our employees to share, if they feel comfortable, [by] highlighting success stories, what their lived experiences are, what their opinions are,” says Chong.

“It really shows that we’ve created a culture where people feel like they can belong and they can bring their authentic self.”

The company has also partnered with organizations such as the Canadian Centre for Diversity and Inclusion to provide education and resources on the importance of DEI, she says.

“We really encourage our employees to participate and ask questions, because having those discussions and having those conversations is the most important part to overcoming those hurdles and that skepticism.”

Leadership engagement as driver of change

All three leaders highlight the critical role of managers and executives in bringing DEI initiatives to life. For Graham, team leaders are often the linchpin in ensuring DEI programs resonate with employees.

“A great deal of the employee experience is on a team leader. We can have policies but how those policies are brought to life, that’s a team leader type of thing,” she says.

“They're the first point of contact, and the first point of entry for accessing a lot of equity-oriented programming. So, really, they're a number one priority in terms of making sure that they're onboard, they're in the know, and they know where to go if they have questions.”

Chong emphasizes the role of leadership in fostering understanding.

“Our leadership plays a very critical role in modeling the success and the necessity of having our DEI program,” she says.

“They participate in DEI training, they advocate for inclusive policies, and also are very actively engaged with employees to understand their experiences and needs… our leaders definitely play a really big role when it comes to creating a culture where DEI is valued and integrated into every aspect of our organization.”

Hyundai Canada’s biggest advocate is its president and CEO, Don Romano, according to Merrett.

“His support has been the true catalyst for change within Hyundai Canada and reaches across the automotive industry because he takes every opportunity with any audience he has to reiterate the importance of a diverse workforce.”

For the last four years, the leadership team has participated in bespoke DEI workshops with topics including unconscious bias, microaggressions and, most recently, belonging in the workplace.  

“Change is led from the top and our leaders’ commitment to DEI has been crucial in driving cultural change and helped to create an inclusive environment where all our team members feel valued and empowered to be their authentic selves,” he says.

“Creating a culture of trust is critical for encouraging open dialogue, where team members feel comfortable sharing their concerns and challenges.”