The murder of George Floyd, back in May 2020, sparked global outrage, while influencing many businesses to embrace diversity, equity, and inclusion (DEI) policies to promote social justice and create more equitable workplaces. 

However, in a bid to please, many businesses have been accused of making promises and creating policies they are unable to keep, which now, almost five years on, has resulted in companies retracting their efforts.

Although 2024 was a rocky year for DEI, it doesn’t mean it’s a downward spiral from here.  

In fact, many businesses remain steadfast in their support of their DEI pledges, highlighting a greater need for renewed commitment and more effective strategies rather than abandoning the movement altogether.

Tech giant Apple is just one example, as the company’s board has asked leadership to ‘block anti-DEI rollbacks,’ in a bid to show its dedication to the movement, while encouraging others to do the same.

But with much confusion and uncertainty in recent months, UNLEASH spoke exclusively to five DEI and HR leaders, to discover their predictions for the future of DEI this year.

“DEI is a fundamental part of who we are and how we operate” – Kearney

For Neil Griffiths, Global & Europe DEI Director at Kearney – a global management consulting firm that works with more than three-quarters of the Fortune Global 500 – the future of DEI will depend on the leadership’s view.

He says: “If, like Costco, business leaders recognize the value of DEI to their organization, they will naturally amplify their focus and ensure that the work is properly resourced. Those who do not, or who perhaps never fully bought into it, are likely to deprioritize it.

“Equally, we must remember that there has been no legislative change impacting the private sector.

Most of the anti-DEI movement stems from external pressure. Unless shareholders and boards push for a change in direction, many organizations will continue their work in this area.

Griffiths also highlights that DEI could become more integrated into broader initiatives, such as ESG or wider social impact strategies, and may not be as visible under a specific ‘DEI’ label. 

What’s more, for Kearney, the value of having diverse teams and an inclusive environment has not changed. In fact, the business views diverse teams as a way to fundamentally yield a more innovative and productive business.

“Leaders need to evolve both how they talk about DEI, including branding and lexicon, and what they do to support diversity,” Griffiths warns.

“It’s difficult to find an organization that has not stepped back to assess the impact of the emerging negativity around DEI work.

“From Kearney’s perspective, it provided an opportunity to review the external environment and ultimately decide that we want to show very clearly how DEI is integral to how we operate as a firm.

“Backing away from an inclusive culture would be detrimental to our business in the long term. While it is possible that other organizations have taken a different view, for us, DEI is a fundamental part of who we are and how we operate.”

“Diversity will remain important but will increasingly be seen as a natural outcome of strong inclusion efforts” – Gartner

According to Gartner, which generated $5.9 billion revenue in 2024, DEI initiatives faced heightened politicization and legal scrutiny, with 40% of executives viewing them as polarizing.

Consequently, this has placed leaders in a challenging position: Preserving the business benefits of DEI while navigating complex external dynamics.

Expanding on this further, CV Viverito, Director Analyst at Gartner HR predicts: “In 2025, most organizations will not abandon DEI but will evolve their approach.

“The focus is shifting from representation and underrepresented talent to prioritizing inclusion and belonging as the foundation of success. Diversity will remain important but increasingly seen as a natural outcome of strong inclusion efforts rather than the central objective.

Many organizations that drop their public-facing representation goals may continue to move forward with a focus on integrating a lens of inclusion into business and talent processes.”

They continue to explain that frustrations around DEI stem from conflicting pressures and perception gaps between leaders and employees.

Furthermore, Gartner’s research identifies that executives face contrasting challenges like legal scrutiny (35%) and employee demands for increased support of DEI (29%). Yet 82% of executives feel satisfied with DEI progress, compared to just 56% of employees.

“Employees, meanwhile, are less likely to feel satisfied with progress but generally do not think DEI is polarizing,” they add. “To make a difference, organizations must bridge this gap with transparent updates, measurable outcomes, and employee involvement. 

“Shifting the focus to inclusion and belonging will embed DEI into business goals, reduce divisiveness, and sustain impact. Clear communication and strategic alignment are essential for success.”

However, Viverito also highlights that while some organizations have shifted focus from diversity goals to inclusion and belonging, it could be as a strategic realignment.

“In fact, only 6% of organizations plan to reduce or eliminate DEI budgets, staff or programming,” they conclude.

HR leaders are increasingly linking DEI to broader business objectives, like innovation, by emphasizing collaboration, psychological safety, and cohesion – key drivers of inclusion and belonging.

“This does not mean that diversity becomes unimportant, but rather, this approach ensures that DEI efforts benefit all employees, fostering equitable representation as a natural outcome.”

“DEI in 2025 cannot be about playing it safe” – BrightHR

“In 2025, the landscape of DEI in the workplaces is set to undergo significant transformation,” Alan Price, CEO of BrightHR begins.

“One of the biggest shifts we’ll see is the rise of inclusive leadership as a key priority. Employees and investors alike want leaders who can do more than simply ‘talk the DEI talk’.

“Those who don’t just sign off on policies but inspire change and champion inclusion authentically. HR needs to back this with the right training, and a pipeline of diverse talent nurtured to lead.”

For Price, DEI is becoming inseparable from Environmental, Social and Governance (ESG) goals, as he believes that companies which are embracing inclusivity aren’t just “ticking a box”—they’re performing significantly better.

He continues to explain that as stakeholders demand action, and as the younger generations seek companies that align with these values, HR has a “vital role” in proving that inclusivity fuels sustainability and innovation.

“We cannot understate the continued importance of hybrid and remote working in this context,” he adds. “Flexibility has made work more accessible, but it’s up to HR to ensure that this doesn’t inadvertently have the opposite effect and create division and more barriers.

Equity in opportunities, visibility, and career progression—regardless of location—will need laser sharp focus.

“In short, DEI in 2025 cannot be about playing it safe. It needs to be about leading with purpose and driving real, meaningful change.

“Organizations that get this right will do more than attracting a diverse range of talent; they’ll build resilient and high performing cultures that stand the test of time.”

“We’re not slowing down with our commitments and actions” – RS Group

When speaking to Jessica Chu, Head of D&I at RS Group – which generated a revenue of £2.9 million in 2024 – she explained that historically, DEI has gone through peaks and troughs, so what we’re seeing as of late isn’t ‘new’ news.

In fact, she is confident that the work that HR leaders and organizations have been doing will continue. 

“A diverse and inclusive organization is a more successful organization – simply put, DEI is good for business. It’s clear to me that DEI needs to – and will – go deeper into how businesses operate,” she begins.

“I understand that some leaders may feel daunted by the intricacies involved in implementing DEI strategies and the urgency to become proficient in key areas. Similarly, employees have voiced a strong desire to expedite change and have their voices heard. 

“However, it’s essential to understand that we cannot rush this process – the most impactful progress often comes from small, consistent steps forward.”

She continues to advise that leaders in this space, including herself, should prioritize finding opportunities for long-term, systemic impact that can transform the work culture and the environments cultivated for employees.

“At RS Group, we’re not slowing down with our commitments and actions. Our budgets remain intact and we’ve got some incredible work on the roadmap for this year to bolster our efforts.

DEI is not an external aspect of our operations; it is ingrained in our systems – this has been our most significant achievement. This is how we effect genuine change at the systemic level.

“We are shaping a more successful and inclusive company by leaders with the necessary tools to manage a constantly evolving workforce.  

“Businesses must take a grounded approach in data-driven to DEI” – Clyde & Co

According to Heidi Watson, Partner at global law firm Clyde & Co’s Employment, Pensions & Immigration practice, leaders will be under pressure to demonstrate the value of DEI efforts in 2025. In fact, they will need to be clear about the impact DEI has for them as an employer.

Speaking exclusively with UNLEASH, she says that Clyde & Co – which generated a revenue of £845 million in 2024 – expect that businesses will look closely at their DEI strategies, while narrowing their attention to the most impactful programs and focusing on using data to truly demonstrate the value of DEI activities.

Additionally, she predicts that leaders will also go back to basics to ensure that DEI activities are aligned to the fundamental reasons they were first implemented, and that DEI aims must be matched against business objectives.

“Organizations are expecting greater scrutiny on the value of DEI initiatives this year, and we have already seen some organizations preparing for this added pressure across leadership, employees and external stakeholders,” Watson says.

“If businesses want to overcome this increased pressure, the approach they take must be one grounded in data-driven aims that can clearly and visibly demonstrate the value of DEI activities.

Similarly, progressive businesses will bring their employees along with them on this journey, communicating what and why they are doing this and ensuring employees are engaged in the planning and delivery of DEI initiatives.

“While we wouldn’t categorize it as negative backlash, we have witnessed leaders, employees and third parties starting to question the value of DEI initiatives and how they are assisting companies in a competitive marketplace.”

Concluding, she anticipates that leaders, employees and third parties will continue to question the value of DEI efforts throughout 2025.

Employers in particular will be working to ensure that DEI strategies and their aims are well targeted, evidenced and aligned to business objectives, and clearly demonstrate their value.

With these opinions in mind, how do you expect to see DEI evolve over the coming months? Does your business have plans to scale up or scale back DEI initiatives? Please get in touch and let us know.