DE&I is Broken: Why We Need to Rethink Diversity, Equity, and Inclusion

Diversity, Equity, and Inclusion (DE&I) have become the buzzwords of modern corporate culture. Nearly every major company has a DE&I initiative, and for many, it’s become a core part of their branding. Yet, despite all the money spent on programs, training, and diversity hires, the results often fail to live up to the rhetoric.

The reason? DE&I, in its current form, is broken.

As the CEO of a recruitment business, I’ve seen firsthand how companies approach diversity hiring and inclusion efforts. While many organizations are sincere in their efforts, their strategies are often shallow and rooted in optics rather than true change. To move forward, we need a more honest conversation about what’s really wrong with DE&I and how we can fix it.

The Diversity Box-Ticking Game

Let’s be real: diversity hiring has become, in many cases, a numbers game. Too many companies are more interested in how their workforce looks on paper than in creating environments where diverse talent can actually thrive. The goal is to fill a quota to ensure that the annual diversity report reflects the right percentages of gender, race, and sexual orientation. But once the "diverse" candidates are hired, what happens next?

This approach breeds resentment on all sides. Diverse employees may feel like they were hired to tick a box rather than because of their skills or potential, while their colleagues question whether their promotion was due to merit or identity. Diversity hiring without genuine inclusion strategies does more harm than good, and in the end, it benefits no one.

The Inclusion Illusion

Inclusion is perhaps the most neglected part of DE&I. We often assume that once we’ve hired a more diverse workforce, the job is done. But real inclusion goes far beyond inviting diverse candidates through the door—it’s about making sure they feel they belong and can advance on their own merits. Too many workplaces continue to operate under the assumption that diversity is just about adding people from different backgrounds to the mix without considering how their culture, values, or processes might need to change. Inclusion requires organizations to adapt to their diverse workforce, not the other way around. Yet, most companies still expect individuals to assimilate into their existing culture rather than rethink how that culture might need to evolve. True inclusion is more than adding people from underrepresented groups into teams; it’s about reshaping the power dynamics, decision-making processes, and communication styles within an organization. It’s also about giving employees from different backgrounds an equal voice in shaping the future of the company. This kind of inclusion requires deep, structural change—something many organizations are still reluctant to pursue.

The Equity Problem

While diversity and inclusion are regularly discussed, equity often gets sidelined in the DE&I conversation. Equity goes beyond treating everyone the same—it’s about ensuring everyone has what they need to succeed. Equity recognizes that different people start from different places, and not everyone has the same opportunities, support, or resources to get ahead. Too many organizations are content to give everyone the same tools and opportunities and then claim they’ve done their job. However, this ignores the structural inequalities that exist within their organizations. Equity means recognizing that some employees may need more mentorship, more resources, or more flexibility to succeed. It means acknowledging that the playing field is not level and being willing to do something about it. This is where most DE&I efforts falter. They focus on creating opportunities without recognizing that those opportunities are not accessible to everyone in the same way. Equity demands a tailored approach, not a one-size-fits-all solution.

Fixing DE&I Moving Beyond the Buzzwords

If DE&I is to have a real, lasting impact, companies need to rethink their approach entirely.

Here’s how

Shift Focus from Numbers to Impact Diversity should never be about quotas. Instead, it should be about fostering innovation, creativity, and new perspectives. The goal isn’t to hire people who look different for the sake of appearances—it’s about hiring people who bring different ideas and experiences that can propel your business forward. Metrics are important, but they should not be the end goal. The real measure of success is whether your workplace culture truly embraces and values diverse perspectives. Inclusion Must Be Intentional and Ongoing. Hiring diverse talent is just the first step.

What Comes Next Is Much Harder

Building an inclusive culture where all employees, regardless of background, feel valued and heard. Inclusion isn’t something you “achieve” once and move on from; it’s an ongoing effort that requires constant attention and adaptation. Regular check-ins, feedback loops, and transparency in decision-making are crucial. Inclusion needs to be a lived reality, not just a corporate slogan. Equity Must Be Embedded in Everything True equity requires companies to examine their structures and processes from the ground up. Are all employees given the same opportunities to advance, or do biases—both conscious and unconscious—hold some people back? Equity means identifying barriers and actively working to remove them, not just paying lip service to fairness. It’s about making sure that opportunities are accessible to everyone, no matter where they start.

Listen to the People You Claim to Support

Too often, DE&I programs are designed by the people in power—those who may not fully understand the challenges faced by underrepresented groups. If you want to fix DE&I, listen to the voices of those who are most impacted by these efforts. Employees from diverse backgrounds should be part of the conversation at every step, from designing programs to measuring their success. After all, who better to guide your inclusion efforts than the people who need them most?

Leadership Accountability

DE&I isn’t just an HR issue—it’s a leadership issue. Executives and managers must be held accountable for the success or failure of diversity efforts. This means tying DE&I outcomes to performance evaluations, bonuses, and promotions. When leaders are responsible for driving diversity and inclusion at every level, you’ll start to see real change.

A Call for a More Meaningful DE&I

Diversity, equity, and inclusion aren’t just corporate buzzwords—they’re critical to building a thriving, competitive organization in the modern world. But the current approach, focused on optics and shallow metrics, isn’t working. It’s time for companies to embrace DE&I in a deeper, more meaningful way—one that values true inclusion, acknowledges the importance of equity, and moves beyond tokenism toward transformative change. At the end of the day, DE&I isn’t about making your company look good; it’s about making your company better, and that’s something worth fighting for.

Ian O'Callaghan

Founder & CEO, Olympus Talent