I’m thrilled to sit down with Sofia Khaira, a renowned specialist in diversity, equity, and inclusion (DEI) who has dedicated her career to transforming corporate environments into more inclusive and equitable spaces. With her extensive experience in HR and talent management, Sofia has been at the forefront of driving initiatives that reshape workplace cultures. In this conversation, we dive into the evolving landscape of DEI roles, exploring the reasons behind their rise and recent decline, the career transitions of DEI professionals, and the lasting impact of DEI expertise on organizations. We also touch on the broader implications for company culture and employee satisfaction, as well as the challenges companies face in maintaining their commitment to these critical principles.
Can you walk us through the recent trends in DEI roles and what’s been driving these shifts in corporate America?
Absolutely. Over the past few years, we’ve seen a significant evolution in DEI roles. Back in 2017, the numbers were relatively modest, with around 6,000 roles in major companies. By mid-2022, that number had surged to over 13,000, largely due to heightened social awareness and corporate accountability following global movements for racial and social justice. Companies felt a strong push to visibly commit to DEI. However, since then, we’ve seen a drop to under 11,000 roles. This decline often stems from external pressures, including stakeholder pushback and government scrutiny, which have led some organizations to reevaluate or scale back their DEI initiatives.
What do you think is happening with DEI professionals who are stepping away from these roles?
It’s a complex picture. Many DEI professionals—nearly 40%—are staying with their current employers but shifting into non-DEI positions. This suggests that while the specific DEI label might be fading, their skills are still valued within the organization, just in different capacities. However, only about 7% of those leaving continue in DEI work elsewhere. I believe this low number reflects burnout, limited opportunities, or a sense that the field is becoming less prioritized in some sectors. For those leaving both their employer and DEI entirely, it often comes down to seeking stability or roles with clearer growth paths.
Where are these former DEI professionals heading in their careers after leaving the field?
Most are gravitating toward HR roles, which makes sense given the overlap in skills like talent management, employee engagement, and organizational development. However, some are branching into unexpected areas like public affairs and marketing. Their ability to understand diverse perspectives and communicate effectively across stakeholder groups likely aids this transition. I’ve also seen a few surprising moves into fields like corporate social responsibility or even tech-focused roles, where their expertise in inclusion can influence product design or user experience.
Even as DEI roles decline, how is the expertise from these positions still being utilized within organizations?
The expertise isn’t disappearing—it’s being repurposed. For example, a former DEI specialist might move into a broader HR role where they’re embedding inclusive hiring practices or training programs without the explicit DEI title. This redirection shows that while the label might be less prominent, the principles of equity and inclusion are often still woven into other parts of the business. It’s a way for companies to maintain the work without drawing as much external attention or criticism.
Why do you think companies with dedicated DEI teams tend to see higher employee satisfaction?
DEI teams play a crucial role in fostering a sense of belonging. When employees feel seen, heard, and valued—regardless of their background—they’re more likely to be engaged and satisfied. These teams often implement policies and programs that address systemic biases, improve communication, and create safe spaces for dialogue. That directly impacts how employees perceive fairness and opportunity within the organization, which boosts overall satisfaction.
How do DEI initiatives contribute to stronger workplace culture ratings in your experience?
DEI initiatives are foundational to building a culture where trust and respect are the norm. For instance, when companies prioritize equitable policies—like fair promotion processes or anti-discrimination training—it signals to employees that the organization cares about their well-being. I’ve seen firsthand how these efforts lead to better collaboration, reduced conflict, and higher morale, which often translates into stronger culture ratings on platforms where employees share feedback.
With some companies stepping back from explicit DEI goals, what kinds of pressures or challenges are they facing?
There’s a mix of external and internal pressures at play. Externally, some companies face pushback from stakeholders who question the relevance or approach of DEI programs, often framing them as divisive or unnecessary. There’s also increasing government scrutiny in certain regions, where policies are being challenged legally or politically. Internally, some organizations struggle with resource allocation or fear reputational risks if their DEI efforts are perceived as performative. It creates a tough balancing act for leadership.
What is your forecast for the future of DEI in corporate environments over the next few years?
I’m cautiously optimistic. While the explicit DEI label might continue to face challenges, I believe the core principles of equity and inclusion will persist, even if under different names or integrated into broader HR and culture strategies. Companies that recognize the link between inclusive environments and business outcomes—like innovation and employee retention—will find ways to adapt. My hope is that we’ll see a resurgence of commitment, perhaps in more nuanced forms, as societal expectations and workforce demographics continue to evolve.
