While I do not have a crystal ball or magic wand to foresee inclusion trends in 2025, based on my 10 years of experience in inclusion work, here are my predictions:
- The words change; the work does not.
- Employee Resource Groups (ERGs) continue to grow and expand.
- Inclusive leadership and allyship programs become more widespread.
- DEI is embedded into the culture through values.
- One and done, check the box inclusion programs are discontinued.
- Leaders prepare for legal risk from executive orders and Project 2025.
- Microlearning with live reinforcement accelerates.
- More focus on doing the work than talking about the work.
- Using inclusion as a talent magnet.
- Laser focus on investments in inclusion work.
Pivot No. 1: The Words Change; the Work Does Not.
In a recent LinkedIn poll I conducted, participants overwhelmingly said that they foresee the DEI (diversity, equity and inclusion) words changing, yet not the work.
The good news is that only 24% of people saw no changes or pausing DEI. The most likely word changes might be to “inclusion,” “belonging” or “culture.” While I prefer the acronym DEI to describe the work, I do empathize with organizations making the pivot. Organizations have a duty to manage legal risk, and legislation targeting the DEI acronym with the new U.S. President is expected.
Pivot No. 2: ERGs continue to grow and expand.
ERGs are employee-led groups that provide a platform for individuals from diverse backgrounds to connect, support each other and advocate for their unique needs and perspectives. ERGs provide a structured platform for employees to network, share experiences and learn from one another, fostering a greater sense of community within an organization. In addition to their traditional functions of providing support and advocacy for employees, ERGs are evolving and becoming more involved in decision-making processes, such as product development, marketing and employee recruitment.
Pivot No. 3: Inclusive leadership and allyship programs become more widespread.
Inclusive leadership and allyship programs aim to educate and empower leaders to create inclusive environments where everyone feels valued and respected and has the opportunity to thrive. Through education on key allyship and inclusive leadership skills of empathy, psychological safety, cultural intelligence, growth mindset, coaching and advocacy, organizations foster a culture of inclusion and belonging, leading to increased employee engagement, productivity and innovation.
Pivot No. 4: DEI is embedded into the culture through values.
By integrating DEI values into the company culture, organizations can do DEI work without attracting excess attention to DEI. Embedding DEI principles into the company culture through existing values of integrity, respect or fairness, or creating a core value around inclusion, can help embed DEI into the culture seamlessly.
Pivot No. 5: One and done, check the box inclusion programs are discontinued.
While the intention was to teach people how to be inclusive, stand-alone or annual inclusion programs do not work. They often create confusion because they feel inconsistent or inauthentic and can do more harm than good. Organizations that simply focus on unconscious bias training or cultural celebrations often experience a backlash because of this authenticity. Instead, have a series of intentional, consistent activities tied to an inclusion strategy.
Pivot No. 6: Leaders prepare for legal risk from executive orders and Project 2025.
Trump’s 2020 Executive Order and Project 2025 signal the legal environment likely for U.S. organizations. It’s important to be prepared for the worst, hope for the best and have a plan or somewhere in between. DEI, as an acronym, will continue to face legal headwinds. Emphasis on triggering language like privilege, Critical Race Theory or even unconscious bias will likely need to be removed from inclusion training. Diverse representation quotas will also be challenged.
Pivot No 7: Microlearning with live reinforcement accelerates.
As technology advances, so does our ability to create more engaging and effective learning experiences. Microlearning is a type of learning that involves breaking down complex topics into small, manageable chunks. This approach can be more effective than traditional long-form learning, allowing learners to focus on one concept at a time and retain information more easily. Microlearning works best with reinforcement. By providing immediate feedback and reinforcement, learners can quickly identify and correct any misunderstandings, ensuring they fully grasp the material. This can be done through various methods such as assessments, interactive simulations and coaching sessions.
Pivot No. 8: More focus on doing the work than talking about the work.
While communication and collaboration are important for inclusion work to thrive, organizations need to focus on doing the work. This mindset shift requires a willingness to embrace discomfort, take risks and embrace the challenges that accompany practical implementation. It demands a shift from theoretical discussions to practical application, fostering an environment where ideas are tested, refined and implemented.
Pivot No. 9: Using inclusion as a talent magnet.
Despite legal challenges, in a recent Monster survey, 83% of Gen Z candidates said that a company’s commitment to diversity and inclusion is important when choosing an employer. Attrition costs 30% to 50% of an annual salary. Inclusion can help not only attract top talent but also keep them.
Pivot No. 10: Laser focus on investments in inclusion work.
By prioritizing inclusion, organizations can foster a culture of respect and belonging, leading to increased employee engagement and productivity. That focus could be investment in the local community, employee education, listening sessions and assessments to better understand inclusion gaps.
In 2025, the words used to describe diversity, equity and inclusion work may change, but the work itself will continue to grow and expand. Organizations will focus on integrating DEI principles into their culture, providing inclusive leadership programs, supporting ERGs and microlearning programs to drive inclusion because it is the right thing to do for business outcomes.