Is belonging the future of workplace diversity?

The recent shift in Walmart’s stance on diversity, equity, and inclusion (DE&I) has sparked significant debate, particularly in the context of a broader backlash against DE&I initiatives in the US.

In November, Walmart, the world’s largest retailer, announced it would no longer use the term “DE&I” in official communications and would reverse several of its DE&I-related policies. This included ending the consideration of race and gender in supplier contracts, halting demographic data collection for financing eligibility, and scaling back on racial equity training.

Walmart’s decision is part of a wider trend among US corporations, with several organisations, including Deere & Company and Boeing, retreating from DE&I commitments in response to a range of legal, political, and social pressures. This is compounded by the US Supreme Court’s 2023 ruling that banned affirmative action in college admissions, raising questions about the legality of corporate diversity programmes. As DE&I initiatives are increasingly scrutinused, some corporate leaders are reconsidering their approach, with Walmart opting to shift its focus from DE&I to “belonging”.

For Tamar Altbeker, Solutions Director at TDC Global, this move represents an opportunity for organisations to rethink their approach to inclusion. Speaking with HRM Asia, she said, “Maybe this time, the pendulum swing isn’t such a bad thing? Maybe this is an opportunity for organisations and HR leaders to refocus their DE&I efforts?”

A shift towards belonging

Walmart’s new focus on “belonging” marks a significant departure from the traditional DE&I framework. The retailer’s statement emphasised the importance of fostering a respectful and supportive environment for all associates, customers, and suppliers, with a renewed focus on creating a Walmart that feels inclusive for everyone.

Altbeker sees this shift as a positive step, and said, “Perhaps moving away from the focus on diversity and numbers and shedding light on the experience of inclusion and belonging is the pendulum shift that DE&I needs.”

The discussion of belonging resonates with Altbeker’s view that organisations should look beyond just race, gender, and sexual orientation as metrics for diversity. Instead, HR leaders should focus on creating a culture where all employees, regardless of their background, feel accepted and valued. “As workplaces become more diverse, organisations need to look beyond the concepts of representation and focus on whether their culture is inclusive. Are they fostering a sense of belonging?” Altbeker asked.

Reevaluating DE&I efforts

While Walmart’s move is undeniably significant within the US context, the broader global landscape is also undergoing a reevaluation of DE&I initiatives. According to the Financial Times Moral Money Forum, workplace diversity efforts are increasingly under scrutiny, not for their legality, but for their actual impact. Despite significant investments in DE&I programmes, discrimination still persists in various sectors, such as the case of people with disabilities in the UK, who were much less likely to be employed than their non-disabled counterparts.

To help organisations build a more inclusive culture, Altbeker advocates for a shift towards developing inclusive leadership skills, particularly at the mid-management level. “What we know is that the hiring practices at higher levels don’t change, but perhaps what does change is this sense of belonging,” she explained. At TDC Global, many clients report a healthy gender balance at entry-level positions, but this balance often fades as careers progress. This points to a need for a broader approach to inclusion that ensures all employees feel valued, regardless of their position or background.

Altbeker proposes three key strategies to promote inclusion and belonging within organisations:

1. Shared Decision-Making: Involve team members in decision-making processes to ensure their voices are heard and their contributions acknowledged.
2. Encouraging Risk-Taking: Culture a safe environment where employees feel comfortable sharing ideas, asking questions, and making mistakes without fear of reprisal.
3. Building a Feedback Culture: Normalising constructive feedback across all levels of the organisation helps build trust and foster an environment where employees feel supported and motivated to improve.

Embracing the shift

As organisations like Walmart reassess their DE&I strategies, HR leaders have an opportunity to refocus their efforts. The shift towards prioritising belonging over DE&I may be exactly what organisations need to create a more inclusive and supportive environments for their employees. Altbeker believes that now is the time for HR managers to seize this opportunity. “While the war on DE&I may continue, perhaps now is the time for HR managers to harness this opportunity, refocus their agenda, and take a closer look at inclusion and belonging,” she concluded.

In a world where DE&I efforts are under increasing scrutiny, focusing on belonging could be the key to cultivating a truly inclusive and diverse workplace. By focusing on creating environments where everyone feels valued, organisations can create more sustainable and impactful diversity strategies that transcend the political and social debates surrounding DE&I.