SHRM's decision to feature Robby Starbuck has generated controversy — and his rhetoric is 'deeply damaging' to DEI space, says Canadian academic
When the Society for Human Resource Management (SHRM), the largest HR professional association in the United States, announced it would feature anti-DEI influencer Robby Starbuck at its flagship conference, the move sparked controversy.
Starbuck, former film director who has described DEI as “poison”, has made news in the United States for fronting initiatives attributed to companies like Walmart and Ford in reducing or ending their DEI policies. He has no formal HR or business credentials but has built a following by claiming that DEI initiatives disadvantage white men and undermine merit.
This type of rhetoric, while not new, is gaining traction in part because of current economic anxieties, according to Ivona Hideg, associate professor and Ann Brown chair in organization studies at York University’s Schulich School of Business.
When jobs are scarce and industries are in decline, people often seek simple explanations for complex problems. This narrative is especially harmful now, she says, because it undermines years of progress toward more equitable workplaces and can erode support for inclusion among both leaders and employees.
“We are in economic recession. There are no jobs, and we need to find somebody to blame for this. Who is the easiest to blame? It's DEI,” Hideg says.
“I think the rhetoric that he is spreading is deeply damaging and hurtful for any initiative that we've done in the DEI space.”
Legitimizing anti-DEI voices
The move comes at a time when 76 per cent of employees in the U.S. are more likely to stay in their job if their employer supports DEI, while 43 per cent would quit if DEI support is withdrawn, according to the Catalyst report Risks of Retreat: The Enduring Inclusion Imperative.
The research also shows that 99 per cent of employees across job levels agree that all workers should feel respected and welcomed at work, regardless of their background or identity.
Hideg says the decision to give Starbuck a platform is legitimizing a viewpoint not based on facts, particularly the claim that white men are being left behind. This disconnect between perception and reality is amplified by social media, she adds, where misinformation spreads quickly and the loudest voices often dominate the conversation.
“White men are not lagging behind. They're still occupying the most prestigious high senior roles pretty much in every society, including US and Canada,” Hideg says.
“So the rhetoric simply is not grounded in any facts to begin with, and it's not scientifically based, but that's a very loud rhetoric that people do hear.”
Impact on workplace inclusion in Canada
Catalyst data shows that 93 per cent of employees value employee resource groups (ERGs), and 90 per cent value programs to increase representation.
Plus, 84 percent of C-suite leaders and 83 percent of legal leaders say their organization has seen a positive correlation between DEI programs and employee attraction and retention.
However, when industry leaders like SHRM make this kind of move, it can create confusion and uncertainty for those tasked with implementing inclusion initiatives, Hideg says: “They're legitimizing this to all HR and saying this is the new normal. And that's scary.”
Legal effects of anti-DEI on Canadian businesses
Catalyst’s report also states that 68 percent of C-suite and 65 per cent of legal leaders say moving away from DEI would create more legal risk for their organization, and more than 80 percent agree that DEI efforts have a positive effect on customer loyalty and financial performance.
“We are affected by the US. There is no there is no way around it … a lot of our companies are related and affiliated as subsidiaries of US companies, meaning, depending if they do work with the federal government of the U.S., they come under their laws as well,” Hideg says, explaining that Canadian organizations are not immune to U.S. trends.
“If they are receiving any funds or are tied to the U.S. government, they are liable … so that does affect Canadian companies as well, willingly or not willingly, because of these ties.”
This cross-border effect is already being felt in sectors ranging from academia to supply chain management, Hideg says, especially if they have business or funding ties to American entities.
For HR in Canada wondering how to respond, Hideg is clear: “If you're serious about DEI, this is not an HR issue. This should be a core business strategy. It needs to be embedded in everything we do. Otherwise it is just considered a side issue that HR people can deal with, which is not the case.”
