DEI experts highlight embedding DEI, psychological safety, and holistic inclusion amid growing scrutiny
The future of diversity, equity, and inclusion (DEI) in the workplace is increasingly under scrutiny—and for many HR professionals, the path forward feels unclear.
At HRFutureFest on June 3 in Toronto, panelists gathered for a session titled “DEI under fire: from backlash to breakthrough, what does the future hold?” to explore how to shift DEI from fragile, program-based efforts into long-term cultural change.
Moderator Suzannah Kelly, a leadership development coach at The Elevated Talent Experience, acknowledged the widespread hesitation within companies.
“What we know also is that many organizations are feeling a little bit uncertain,” she said.
“What conversations are safe to have, what should we do next? And what do we even call this work now? DEI can no longer live in isolated programs or policies, but it has to show up in our culture, in everyday decisions, in everyday conversations and the way that we lead, hire and grow.”
That theme—embedding DEI into day-to-day business, rather than treating it as a side initiative—anchored the discussion. “How do we go beyond the performative efforts and really translate this into real work, embedding it into the fabric of our organizations?” Kelly asked.
More inclusive inclusivity
Mihae Ahn, VP of Marketing at LineZero, pointed out that effective DEI isn’t about checking boxes tied only to race or gender. The scope, she said, has to be much broader – “Including dimensions like age, neurodiversity, disability and socio economic background and so on,” said Ahn.
“So by taking this more holistic approach... we can really talk about inclusiveness, inclusive culture, and that connection, human connection that we all seek, which is a concept that is resonating with everyone.”
Ahn also warned against initiatives that unintentionally divide or narrow the audience for DEI. To foster real inclusion, she said, events and communications should be explicitly open to everyone.
“One thing that we try to avoid is creating exclusion for the sake of inclusion,” she said.
“So, for example, when we host an event to celebrate International Women's Day, we very intentionally and explicitly mention everyone is welcome... we send out to very highly visible male leaders, many of them are white leaders, encouraging them to participate... that way we can really expand the type of discussion and dialog and inclusion that we can create.”
For Cheryl Bardouille, Director of Talent Development at Liberty, the concern is also about sustaining trust. She said employees—especially those based in the U.S.—are watching closely for signs that organizations might retreat from their public DEI commitments.
“Most of our employees are in the US. They really are wanting to know that it still matters, that we're not pulling back on the work,” said Bardouille.
“And the question that they have consistently is, has anything changed? People are looking for signs that things are being pulled back.”
Weatherproofing the work
Bardouille shared how she approaches DEI with the mindset that external circumstances could shift—and the work needed to be resilient.
“My family is from a small island called Dominica,” she shared.
“When Hurricane Maria hit in 2017, there was a shift from focusing on hurricane response to hurricane resilience, as in, we know there will be another hurricane. So how do we prepare for that? And I really align that to my approach to diversity, equity, inclusion... it could be pulled back at any time.”
She explained how that mindset led her to embed DEI deeply within core functions, rather than rely on optional participation or surface-level messaging.
“In the work that we do, what has been really important and is even more important now is that this work is embedded into every leadership program, every talent discussion,” she said.
“So that... I can say you can pull that label off and you're still doing the work.”
Ahn added that focusing on human needs—not just frameworks—is critical for making DEI sustainable. “We try to go back to the basic, the very human nature,” she said. “We want to matter, we want to belong, we want to connect. So shift the focus to creating inclusive culture, and creating psychological safety.”
Where culture meets leadership
Kelly pointed out that employees today bring more expectations—and they want their workplaces to reflect their values. She described how decisions about where and how people work are increasingly linked to perceptions of inclusiveness.
“We live in a world that is changing every day, and I think what we see is employees who are increasingly more sophisticated, who have a voice, who have an opinion, who have thoughts and perspectives, and they are asking us as employers and as leaders to meet them where they are at,” said Kelly.
“’I want to know what your thoughts are on this particular geopolitical event, so that I will make a determination whether I want to continue to show up and work for you.’”
Bardouille said those expectations also shape how her team approaches talent reviews and leadership assessments. “It’s not your performance review, it's not your one-on-one conversation,” she said. “It's about, do you leave human debris behind you when you are getting those projects done.”
Everyday inclusion is still the priority
What matters most, Bardouille said, isn’t whether leaders post about DEI on social media—but whether they show up in a way that builds trust and makes their teams feel seen.
“I don't necessarily need you to be out front stating your case on every issue,” she said. “But I do need you to show up inclusively enough that when somebody has a concern... you as the manager, are the person who has the most contact with that person.”
To support that kind of leadership, Bardouille said Liberty’s core leadership training focuses on presence, listening and relational skills. “All of our leadership training... are about managing your Salvatore... about showing up with presence, about listening, about kind of, really everything,” she said.
Taking care of the caretakers
The panel closed with a reminder that the people leading DEI efforts need support, too. Kelly acknowledged the emotional toll that often comes with the work.
“As we know, there's a tax on this work. It can feel heavy, it is exhausting,” she said. “How can we take care and make sure that the people who are tasked with this work are taken care of?”
Bardouille noted that risk and pressure can be higher depending on geography. “Most of the people who are part of our ERG imports, our DEI network, are in the U.S.... there are some real risks and concerns that they have in the ways that they participate,” she said.
She emphasized flexibility and boundaries: “The question I always ask, ‘If you're interested in doing this work, what does that look like for you? And how can you do that within reason? You pass everything you can't do back here. We'll find somebody else. We'll find another way.”
Ahn closed by highlighting the importance of collective support. “When you have that group of you together, then whatever quote-unquote ‘attack’ or whatever challenge that you face, you can show up together so you're not alone,” she said.
“You're not attacked alone... that is one way that we create the support system around this.”
She added that even strong performance isn’t enough if it comes at the cost of others’ psychological safety. “If somebody is getting results, but they're doing it in a way that is not inclusive, then that's going to come up,” she said. “I want people to know that.”
