Diversity and inclusion aren’t just important talking points—they’re tied directly to organizational performance. In a 2025 survey, 81% of C-suite leaders said their organizations had seen a positive correlation between DEI programs and customer loyalty; 77% cited a positive correlation between DEI programs and financial performance. As workplaces navigate shifting employee expectations and sharper public scrutiny around equity and representation, leaders are recognizing that progress demands more than aspirational statements; it requires defined strategies, measurable outcomes and accountability at every level. As expectations rise, leaders are pressing for clarity: Which DEI strategies truly work, and how do you measure meaningful progress?
Members of the Senior Executive HR Think Tank have a front-row view into what helps diversity and inclusion efforts gain traction—or fall flat. Below, five of them share how organizations can move beyond performative approaches and build DEI practices rooted in employee experience, leadership commitment and data-driven evaluation.
“Companies need to shift from representation-only initiatives in recruitment, mentorship and sponsorship and focus more on the policies that directly impact profits, innovation and employee engagement.”
Embed DEI Into Your Core Business Strategy
Chandran Fernando, Founder and Managing Partner at Matrix360, urges leaders to shift their mindset from treating DEI as an HR-owned initiative to embedding it directly into business operations, noting that when DEI becomes part of the broader business framework, it’s easier to measure results.
“Effectively managing and measuring diversity’s impact starts with connecting it to the business operations that are owned and managed by the C-suite, not the HR suite,” he says. “You can measure outcomes when DEI initiatives are connected to the ESG framework; employee engagement, retention and productivity; and social and community investments.”
Fernando emphasizes that diversity efforts fall short if they aren’t tied to governance and operational practices.
“Companies need to shift from representation-only initiatives in recruitment, mentorship and sponsorship and focus more on the policies that directly impact profits, innovation and employee engagement,” he says.
Fernando also warns against approaches that silo team members within narrow identity groups, noting that “separating employees based on one-dimensional identities causes more harm and doesn’t lead to inclusive cultures.” Instead, he advocates investing in long-term talent development and retention and moving away from interventions that don’t address root causes.
“Abandon unconscious bias training and workshops that do not address systemic issues, barriers and challenges,” Fernando advises.
Use Data to Spot Barriers—and Break Them Down
Tracy Jackson, President and CEO of HR E-Z, makes the case for rooting DEI efforts in data, noting that metrics often reveal critical gaps that might otherwise be overlooked. For instance, a dive into the numbers may reveal that women are underrepresented in executive roles.
“If half of the organization are women but only 25% are in senior leadership, you may need to examine each stage to determine where the fallout is taking place and come up with some interventions,” she says.
Jackson says that pinpointing the underlying issue(s) is a critical step, noting that bias can arise in many forms, from the way interview questions are framed to recruiters unconsciously favoring candidates who are similar to the person who just vacated an open seat. The key to solving the problem is to approach it with curiosity rather than blame.
“Talk to some of the candidates for roles, and talk to the panel to understand the criteria they used when they made their selection,” she says. “From there, look for opportunities to improve the outcome, like creating coaching and mentoring programs or additional training and development opportunities.”
And while gender equity may spark the analysis, Jackson adds that new programs don’t have to be limited to women.
“The goal is to create a more level playing field for all to fairly compete and improve the odds that women will be selected for advancement opportunities in the future.”
“This is a marathon, so start with one issue and go deep. Do not move on until every facet has been reviewed, updated or confirmed OK as is.”
Define DEI Clearly and Tackle It One Layer at a Time
Kelly Murphy, Founder and Strategic HR Advisor at Lean in HR, highlights the importance of clarity and focus. Too often, organizations jump into DEI programs without a shared definition of what success even looks like.
“First and foremost, you need to define what diversity and inclusion mean to the organization,” she says. “Spell it out clearly and simply so that every employee knows it and it is easily understood by those outside of the organization.”
Once that foundation is set, Murphy recommends creating a committee to prioritize key areas like recruitment, performance management, policies and leadership. Once broad areas for improvement are defined, she explains, the team can drill down further to tackle specific action items, such as standardizing interview questions to eliminate potential bias.
While the goal of the committee’s work is actionable strategies—not just talk—Murphy says it’s essential to begin and progress slowly to ensure change is real and lasting.
“This is a marathon, so start with one issue and go deep,” she says. “Do not move on until every facet has been reviewed, updated or confirmed OK as is.”
Center the Employee Experience and Lead With Empathy
Jason Elkin, Co-Founder and Chief Innovation Officer at EQUALS TRUE, cautions leaders against trying to engineer inclusion through policies alone. Instead, he says, it’s important to consider culture.
“Focus on your employee experience and how it reinforces or diminishes the defined outcome you are after,” Elkin advises. “Then, start to build best practices in partnership with all areas of the company.”
Elkin adds that, to be effective, diversity, equity, inclusion and belonging efforts must be active, not cosmetic. Teams will notice if DEIB is just talk or words on paper.
“DEIB is rooted in how people feel, not just the policies that encourage the behavior you are seeking,” he says. “That means authenticity is king in the equation. And that means your efforts can’t be window dressing.”
Elkin advises leading with empathy and understanding; doing so, he says, will clarify the best next steps. And leaning into authenticity will help—acknowledging shortcomings as well as progress will encourage the team to contribute to the success of DEIB initiatives.
“No organization is perfect in this area, no matter what they claim,” he says. “So be transparent, and don’t be scared to ask for help from the people you serve.”
“Leaders should publicly announce their support for DEI, provide adequate resources, invite diverse thinking on key business opportunities, and establish metrics to track success and/or identify continued gaps.”
Hold Leadership Accountable Through Metrics and Transparency
Laci Loew, Fellow, HR Analyst and People Scientist at the Global Curiosity Institute, anchors effective DEI strategy in leadership commitment—and encourages measuring its impact. She points to McKinsey research that found that companies committed to diversity show a 39% increased likelihood of outperforming their uncommitted peers.
“Unfair pay, lack of development opportunities, unequal representation in leadership positions and other imbalances shape corporate cultures, influence hiring decisions, affect promotion choices and challenge employee collaboration,” she warns.
While several strategies shape effective DEI programs, Loew says, one of the most critical components is leadership commitment and accountability.
“Leaders should publicly announce their support for DEI, provide adequate resources, invite diverse thinking on key business opportunities, and establish metrics to track success and/or identify continued gaps,” Loew urges.
At first glance, the success of DEI initiatives may seem intangible—more an impression than metrics that can be tracked. But Loew says there are many factors that can be measured to ensure leaders are building a genuinely diverse and inclusive organization.
“There are several ways that leaders can measure DEI success, including tracking demographic data, analyzing employee engagement, assessing pay equity data, auditing feedback from employee affinity groups, and monitoring equity and inclusion progress of traditionally marginalized talent segments.”
What Leaders Can Do Now
- Connect DEI to core business operations. Embedding DEI into governance and companywide strategy makes it easier to measure its impact and tie results to innovation, engagement and performance.
- Use data to uncover systemic barriers. Metrics help reveal where inequities emerge, allowing leaders to pinpoint issues and implement targeted improvements grounded in curiosity, not blame.
- Define DEI clearly and focus on one layer at a time. A shared definition and a deliberate, step-by-step approach ensure changes are meaningful and sustainable.
- Center the employee experience with authenticity. DEIB succeeds when employees feel the commitment is real, which requires empathy, transparency and collaboration across the organization.
- Hold leaders accountable through transparent metrics. Tracking demographic data, pay equity, engagement and feedback from affinity groups keeps DEI efforts visible, measurable and tied to leadership responsibility.
Building DEI Initiatives That Succeed—and Last
Meaningful DEI work is less about splashy announcements and more about consistent, disciplined effort. The most successful organizations treat inclusion as a strategic pillar, not a standalone initiative, and stay grounded in real feedback, real data and real accountability. When DEI is tied to business outcomes, rooted in authentic culture and supported by leadership at every level, the impact becomes visible not only in representation, but also in innovation, engagement and long-term performance.
Looking forward, the organizations that thrive will be the ones that approach DEI as an evolving practice—one that grows as their people grow. By weaving inclusion into decision-making, culture-building and leadership behavior, companies can create workplaces where everyone has the opportunity to contribute, advance and be heard.
