I’m thrilled to sit down with Sofia Khaira, a renowned specialist in diversity, equity, and inclusion. With her extensive experience in shaping talent management and fostering equitable workplaces, Sofia has become a guiding force for organizations aiming to build inclusive cultures. Today, we’ll dive into the critical topic of dedicated DEIB roles—or the lack thereof—as highlighted in recent research, exploring why many companies are yet to prioritize these positions, the regional differences in adoption, and the potential consequences of sidelining inclusion efforts. We’ll also discuss how businesses can integrate DEIB into their core strategies amidst shifting priorities.
How do you see the role of dedicated DEIB positions in shaping a company’s culture and overall success?
Dedicated DEIB positions are vital because they provide a focused lens on fostering an environment where everyone feels valued and can thrive. These roles aren’t just about checking boxes; they’re about driving systemic change by embedding inclusion into policies, training, and everyday interactions. When you have someone whose primary job is to champion equity and belonging, it signals a commitment to employees that their diverse perspectives matter. This, in turn, boosts engagement, innovation, and retention—key drivers of long-term success.
What do you think contributes to so many companies—60% according to recent data—never having established dedicated DEIB roles?
I think it often comes down to a mix of resource constraints and a lack of understanding about the strategic value of DEIB. Many organizations, especially smaller ones, may view these roles as a luxury rather than a necessity, particularly when budgets are tight. There’s also a lingering perception that DEIB is a standalone initiative or a “nice-to-have” rather than a core business driver. Without visible leadership buy-in, it’s easy for companies to deprioritize creating these positions.
Why do you think there’s such a significant gap in DEIB role adoption in regions like the UK and Ireland, where only 37% of companies have them?
That number does stand out, and I believe it reflects a combination of cultural and economic factors. In the UK and Ireland, there might be a historical tendency to integrate DEIB efforts into broader HR functions rather than carving out specialized roles. Additionally, economic pressures in these regions could lead companies to focus on immediate operational needs over long-term cultural investments. There’s also a possibility that awareness and advocacy for dedicated DEIB roles haven’t gained as much traction compared to other areas.
What unique challenges do you see in certain regions that might hinder the prioritization of DEIB initiatives?
Regional challenges can vary widely. In some areas, there might be less regulatory pressure or societal expectation to prioritize DEIB, which reduces urgency. Cultural norms also play a role—regions with more homogenous populations or less public discourse on diversity might not feel the same push to act. Additionally, business structures differ; for instance, smaller, family-run firms common in some regions might lack the framework or resources to implement specialized roles compared to larger multinational corporations.
With a significant number of HR professionals indicating no expected change in the status of DEIB roles, what do you think is holding back progress in this area?
I think it’s largely a matter of competing priorities and inertia. When HR professionals report no expected change, it often reflects a broader organizational mindset that DEIB isn’t a pressing issue or that current efforts—however minimal—are “good enough.” Economic uncertainty can also freeze decision-making; companies might hesitate to invest in new roles without clear, immediate ROI. There’s also a risk of complacency if leadership doesn’t see DEIB as integral to business outcomes.
What are the potential long-term risks for companies that choose to reduce or eliminate DEIB positions?
The risks are substantial. Without dedicated roles, there’s a loss of accountability and focus—DEIB efforts can become fragmented or sidelined. This can lead to a decline in employee trust and morale, especially among underrepresented groups who may feel their needs are ignored. Over time, it can harm a company’s reputation, making it harder to attract diverse talent. There’s also the danger of reversing progress on inclusion, which could result in legal, cultural, or productivity challenges down the line.
Globally, we’re seeing a trend of cutting DEIB roles. What do you think is driving this shift on such a wide scale?
Globally, I believe economic pressures are a major factor. When organizations face budget cuts, DEIB roles are often seen as expendable because their impact isn’t always immediately measurable in financial terms. There’s also a shift in priorities—some companies might be redirecting focus to other areas like digital transformation or operational efficiency. Additionally, there could be a backlash or fatigue around DEIB in certain contexts, where leaders question its relevance or feel it’s been overemphasized.
How can companies maintain a commitment to inclusion if dedicated DEIB roles are reduced or removed?
It starts with embedding DEIB into the fabric of the organization rather than relying solely on specific roles. This means training all leaders and employees to champion inclusion in their day-to-day work. Companies can also establish clear metrics to track progress on equity and belonging, ensuring accountability doesn’t slip. Partnering with external consultants or leveraging employee resource groups can help sustain momentum. Ultimately, it’s about making DEIB a shared responsibility across all levels.
Do you believe that economic challenges are overshadowing the importance of DEIB, or are there deeper issues at play?
Economic challenges definitely play a big role—they often force tough choices about where to allocate resources. But deeper issues are at play too, like a fundamental misunderstanding of DEIB’s value. Some leaders still see it as a compliance issue or a PR move rather than a driver of innovation and employee well-being. Until there’s a mindset shift that recognizes DEIB as a competitive advantage, it will continue to be vulnerable to cuts during tough times.
What is your forecast for the future of DEIB roles and initiatives in the workplace over the next decade?
I’m cautiously optimistic. I think we’ll see a slow but steady increase in dedicated DEIB roles as more companies recognize the link between inclusion and business outcomes, especially as younger, more diverse generations enter the workforce and demand accountability. However, the pace will depend on economic stability and advocacy efforts. I also foresee a hybrid approach emerging, where DEIB becomes more integrated into broader HR and leadership functions, supported by technology and data to track progress. The challenge will be ensuring this integration doesn’t dilute the focus on meaningful change.
