Recognize and take action on DEI issues to get ahead

As I look ahead to 2045, when the U.S. will become a majority racially diverse nation, I see an urgent need for businesses to radically transform their approach to diversity, equity, and inclusion (DEI).

Having cofounded Jopwell, a leading recruiting platform, I’ve seen firsthand the challenges organizations face in not just recruiting, but retaining talent from diverse backgrounds. At my latest company, 2045 Studio, I’m working to address retention challenges head on by reimagining how to embed DEI into organizational culture.

For DEI to truly thrive, it needs to be integrated into every aspect of a company. This means moving beyond the traditional, siloed approach, which confines DEI to specific roles or departments. Instead, we need to empower all people managers to champion inclusivity within their teams.

To mark 2045 Studio’s first anniversary, we held our inaugural annual summit, Addressing the Inclusion Gap. Here are some insights from leaders at the summit:

Leadership strategies for a changing world

“Inside your organizations, you have . . . these employees who care deeply about the organization, [and] they’re also really well-read and well-versed . . . bring those folks into the fold,” said Stephanie Mehta, CEO and chief content officer at Mansueto Ventures.

This was a common theme from the summit. Many organizations try to ignore current affairs and world issues in favor of solely focusing on “business,” but ignoring these factors can result in disengaged employees and be detrimental to business outcomes.

It’s crucial for leaders to create a supportive environment where employees feel comfortable bringing their whole selves to work, especially during challenging economic, political, and social times. Doing so helps foster stronger, more inclusive company cultures that are better equipped to support diverse talent.

Bridge the inclusion gap

“Unless and until we can find the right way to apply the systemic interventions that are necessary to close the [inclusion gap], we will have a collective of people in a space that do not feel a part of the purpose of the organization. And without that sense of connection and belonging and shared purpose, you cannot bring your very best work,” said Singleton Beato, chief DEI officer at McCann Worldgroup.

About 20% of employees don’t feel a sense of belonging at work. While this statistic is clearly concerning, its consequences can be hidden and harder to pinpoint. As highlighted during the summit by Judy Jackson, president of JLC Ventures, many companies focus on staying afloat during difficult economic times; anything that doesn’t noticeably affect the bottom line is “a distraction.”

But companies are remiss if they aren’t seeing the connection between inclusion and business success. Research shows employees who feel like they belong are 3.5 times more likely to contribute fully and be more effective at work. And with workers placing high value on workplace cultures and corporate values, today’s businesses must rise to the occasion to attract top talent and inspire employees to be their best.

Closing the inclusion gap will take systemic interventions, not short-lived ones that are only the responsibility of a single team or leader. Bringing employees into the fold takes more than a DEI team, it requires a thorough transformation of workplace culture to create a lasting impact.

The transformative impact of employee development

“People will do more for you when they believe in you than [they will with] just the fact that they work for you,” said James Jean, senior director of North America operations at Pfizer.

Leaders who invest in their teams’ growth and well-being don’t just build high-performing organizations; they cultivate a culture of loyalty, trust, and shared purpose. A genuine commitment to employee development signals they are valued, not only for their work, but as unique contributors. It’s about more than job performance—it’s about recognizing each person’s ambitions, skills, and potential.

To create this environment, leaders must foster authentic connections with employees. This involves understanding not just immediate business needs, but team members’ long-term aspirations. When leaders actively listen and provide tools and support for personal and professional growth, employees are more likely to feel seen and heard. They become more engaged, loyal, and are retained at higher rates.

Building these connections takes more than performance reviews or occasional check-ins. It requires a holistic approach incorporating mentorship, sponsorship, ongoing learning opportunities, and ways for employees to “own” their careers. Leaders should also focus on building clear talent development and internal mobility pipelines. When employees see a path forward within the organization, they’re less likely to seek opportunities elsewhere.

Paths for redefining the future of work

“Women only receive 2% of venture funding. African Americans only receive 0.5% . . . that’s down from 1.2% after George Floyd’s murder. So in the years after where we had one of the highest levels of stated interest and care about diversity, the numbers went down. Venture is an aggressively network-based industry…where it becomes an issue is when you’re only pulling from [the same] networks,” said Ken Chenault Jr., cofounder and managing partner at Benchstrength.

When decision makers consistently pull talent and opportunities from the same limited pools, minority groups are left behind. Redefining the future of work means taking a more creative approach and establishing pathways that open doors to a broader range of talent.

In 2020, there was a swell of support for diversity-based hiring and recruiting. The ramifications of the Supreme Court’s overturning of affirmative action in universities is bleeding into the business world. Diversity programs are being slashed, and the phrase “DEI hire” is used to demean and undermine people of color in the workplace.

It falls on employers to be intentional and prove that diversity isn’t just a talking point, but a sustained practice. Organizations must hold themselves accountable by setting clear, measurable outcomes. Transparency in hiring, funding, and promotion processes can highlight the areas needing the most focus. Mentorship, sponsorship, and community-building programs can help diverse talent feel a sense of belonging and security at your organization after they’ve made it through the door.

Adapt to disruptions in the modern landscape

“Clients today have more appetite than they’ve ever had to acknowledge that the minority is the majority,” said Darla Price, president of Ogilvy NY.

Shifting demographics, technological advancements, and political shifts are rapidly redefining the marketplace. As traditional consumer bases transform, “minority” groups now wield more influence, cultural capital, and spending power than ever before.

Today’s customers are aware of this change, and they want to see themselves reflected in the products, services, and marketing they engage with. They also hold companies to higher standards than ever before, paying close attention to corporate values and actions. To keep up, organizations need to move beyond surface-level diversity gestures and cultivate a deep understanding of modern audiences.

This only happens if workers reflect their company’s consumers—but there’s no point in having the right people in the room if they don’t feel they’ll be heard. Organizations that actively listen to, empower, and empathize with their consumers diversity will lead the future; those that don’t will fall behind. Business success depends on how well leaders can embrace and amplify voices within their organization that represent tomorrow’s consumers.

In the year that I’ve been building 2045 Studio, the response from companies across sectors (from advertising to healthcare) has been promising. With over 110 companies now part of the 2045 network, I’m encouraged by the growing commitment to this integrated approach to DEI. As we look toward the future, I’m excited about the work we can all do to prepare companies for the demographic shifts ahead and make new progress in closing the inclusion gap.

Porter Braswell is the founder and CEO at 2045 Studio.