This year we are navigating a changing landscape in Inclusion; whilst we are certain that this is a moment and not an era, this has caused much uncertainty. Many Diversity, Equity and Inclusion professionals are looking to their peers for guidance and reassurance, our 2025 conference on 9 May was an excellent opportunity for this.  

Following the conference 2025 on 9 May at Amazon UK headquarters, we pulled out the key takeaways from the day. 

1. Organisations need to collect more diversity data 

The more data you collect, the more detailed your view of your organisation will be. The more detail you have, the more you can diagnose issues and figure out how to solve them.  

2. Ensure that you are levelling up on bias throughout all stages of the employee lifecycle 

Your organisation needs to push for representation in all stages and processes within the employee lifecycle. Whilst diversity at the senior leve is aspirational it’s important to remember that if onboarding processes etc. are not diverse then employees may not feel welcome. 

3. Maximise the outcome of programmes such as reverse mentoring by ensuring they are not treated in isolation 

Reverse mentoring is highly beneficial as it stimulates conversations between people who otherwise may not cross paths. However, often there is no follow up. It is essential that you follow up after these sessions to ensure that tangible changes and learning can be achieved. 

4. Disregard the media narrative, assume positive intent 

Whilst we are experiencing backlash it’s important to remember that media outlets can write about this in an inflammatory way to stimulate their own business. In the UK people are still behind DEI and have positive intent, however some are worried about ‘getting it wrong’ and subsequently remain silent. Practitioners need to focus on giving others the tools and confidence to advocate for DEI. 

5. Engage your leadership using targeted and specific strategies 

Whilst DEI practitioners drive strategy ideas and implementation it’s only Senior Leadership that is privy to discussions regarding whether Inclusion policies receive the go ahead. Senior leaders are very busy; however (as above) they do have good intentions. It’s essential that you use targeted and specific strategies to demonstrate what they need to do to advocate for Inclusion strategies in decision-making spaces.  

6.AI is a double-edged sword 

AI is appearing in most workplaces (and homes), but whilst it does have the ability to make our lives easier it also has ramifications for inclusion. When it comes to recruitment AI can free up valuable time for recruiters, but it may exclude diverse candidates due to bias.  

7.Transparency and action planning are essential to address scepticism around data processing 

Now more than ever, employees are sceptical about their personal data. It’s imperative that organisations clearly demonstrate how they are going to process data and subsequently incorporate it into action plans to achieve diversity goals. This will rebuild trust between employers and employees. 

8.Employee networks need to band together, regardless of how siloed they may currently be 

Traditional approaches to inclusion have created separate ‘streams’ (Disability, LGBTQ+, Race/Ethnicity etc.), however this approach is now considered to be too siloed. In a time when DEI is receiving heavy backlash it’s important for network groups to collaborate across inclusion streams/areas, thereby demonstrating that inclusion makes us stronger.  

9.Intersectionality is key for fostering inclusion and wellbeing 

One of the key takeaways from the current backlash is that Inclusion is not doing enough to address the needs of those with intersecting identities. When writing policies organisations must consider the unintended consequences they may have on other groups, as well as how they may affect those with intersecting identities. Organisations cannot continue to have a ‘one size fits all’ approach as this is not effective. 

10. Consistency in the rhythm and tone of the drum beat of inclusion comms 

Whilst many organisations have put external comms on hold, internal facing comms are still ongoing. If organisations want inclusion to have a strong presence they must have consistent comms, both in terms of regularity and messaging. This will clearly demonstrate what inclusion means to the organisation, therefore making it easier for everyone to understand and engage with it. 

 Conclusion: 

Whilst we are in a moment, getting support from your peers is essential right now. In the UK, the change we are seeing is not the abandonment of DEI but simply the adoption of a more strategic. 

To find out more about future events, the Maturity Matrix benchmark or our membership, please email admin@investinginethnicity.org. 

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