The lesson about diversity from the 2024 election is not what you think

The election serves as a reminder that building truly inclusive spaces — where everyone belongs, thrives, and is seen — is a marathon, not a sprint. It’s been a hard time for me personally, and while I’m forever an optimist, it’s been very difficult to fully understand the choice that nearly 73 million Americans recently made.

The 2024 election also heightened many of the existing tensions around diversity, equity, and inclusion in the workplace. Against the backdrop of individuals calling for the rollback of corporate DEI initiatives, Vice President Harris faced a number of racially charged and unfair criticisms, often labeled a “DEI candidate” despite her years of political experience. These unfounded criticisms made their way into the workplace, where talented individuals of color were unfairly scrutinized and dismissed as “DEI hires” rather than recognized for their contributions, skills, and experience.

For years, many have believed that 2045, the year in which people of color are estimated to be the majority of the U.S. population, will be a turning point for DEI in America. But the results of the 2024 election show that people of color are still evaluated through a biased lens rather than acknowledged for the diverse perspectives we bring.

The assumption many people hold that increased diversity will automatically bring more inclusion is flawed.

Diversity brings complexity and differing perspectives, and the past few years have proved it—from the racial reckoning of 2020 to recent attacks against DEI initiatives to the election, though America is currently more diverse than it’s ever been, the question of belonging is a different matter entirely.

This moment, where tens of millions of Americans feel disengaged, gives many a glimpse for the first time into what many individuals of color feel every day, especially in our workplaces. Many people are experiencing a deep sense of isolation, the experience of being unseen, misunderstood, and questioning one’s place.

What does it mean to be a citizen of a country, or a member of a company, yet feel like an outsider within it? To belong on paper, but to question one’s place in practice? For many individuals of color, this feeling is not just a temporary one in response to political events—it’s a persistent reality, woven into everyday experiences in our workplaces. This election has left countless Americans feeling disconnected and isolated, and showed them a glimpse of the daily lived experience of people of color. It’s a reminder of the work still needed to build workplaces, and in turn, a society, where everyone feels a genuine sense of recognition.

How to make DEI harder to dismantle

This year, we’ve seen unprecedented pushback against corporate DEI initiatives, and companies like Lowe’s, Harley-Davidson, and John Deere have reneged on their DEI promises and rolled back their efforts. It’s unlikely these attacks will slow over the next four years, and companies must be creative and strategic about how they uphold the values of diversity, equity, and inclusion.

But even before these recent shifts, many DEI frameworks were already showing signs of ineffectiveness, signaling a need for a refreshed model. I recently wrote an article discussing what it will take to revitalize DEI and adapt it to the current socio-political moment. The answer is integration—moving DEI from a siloed department and mission to embedding it across all departments to foster a truly inclusive culture.

When inclusion is truly embedded into the fabric of a workplace and is a set of values every employee actively upholds rather than a set of quotas or checkboxes, it becomes harder to dismantle or undermine. Several companies use acronyms like “I&D” or “DEIB” to reflect a prioritization of inclusion and belonging, emphasizing that diversity and equity aren’t enough—how employees feel seen, heard, and valued at work is crucial.To create the inclusive environments that businesses need to be successful and attractive employers, we must all commit to holding ourselves and our institutions accountable to ensuring that DEI is more than an acronym or a team of employees, but a lived reality.

Inclusion is on us

Even though I’m still working through what this new presidency means for inclusion and diversity, I also feel more motivated than ever to continue this work. Many of us feel disheartened by Harris’ defeat and had hoped that her leadership would usher in a new era of inclusivity and progress. In reality, however, the responsibility to usher in this era has always been on, and remains upon, our shoulders. During times of uncertainty, it’s important that all employees feel like they can come together and find community. Three tips for people managers, HR professionals, and DEI leaders who want to foster inclusion during this time:

1. Foster supportive dialogues. Encourage your employees to be vulnerable and honest. Don’t pretend that it’s all business as usual in the face of major political events. Instead, set up open, empathetic spaces for people to process and come together.
2. Reaffirm your commitment to your values. Many company leaders talk about diversity, equity, and inclusion, but this is a chance to live up to your commitments and make sure your actions match your words. Take a moment to let your employees know that no matter what’s happening outside company walls, within them, your leaders are committed to fostering safe, inclusive environments where all employees feel empowered to be their best selves and do their best work. 
3. Train everyone in inclusion. Make sure all of your team members—not just people leaders, but also more junior employees and individual contributors—understand what it means to foster an inclusive environment and are clear on the role they play in doing so. Provide training and resources that give employees the skills to practice inclusivity at work.

While the election has been a setback on our journey towards inclusivity, these types of challenges are only reminders that highlight why DEI efforts are more crucial than ever, and the need for them isn’t going away anytime soon.

As we look towards 2045, we have so many reasons to stay optimistic. The generations to come are going to grow up in a world that’s more diverse and interconnected than it’s ever been before, and it’ll be important for this world to be one of inclusion. The work we do today isn’t just for us; it’s setting a foundation for future generations to build on. I encourage company leaders and employees to stay committed to modeling inclusion in their daily actions—it takes each and every one of us to build workplaces where everyone feels empowered to contribute to their fullest potential.