The new DEI playbook
How the approach has changed
It appears that diversity, equity and inclusion (DEI is shifting from awareness and campaigns to accountability and measurable results. In 2026, DEI success will be judged by pay equity, fair access to development and transparent internal promotion pathways. Employees expect visible proof that opportunities, recognition and progression are genuinely fair.
As AI in HR becomes more prevalent, DEI must act as a safeguard to prevent technology from reinforcing inequalities. HR leaders must monitor data on pay, promotion and performance outcomes, set measurable DEI targets and report progress.
We asked Steven Fuller, Communities Director at The IN Group and Founder of Race in STEM, and Rachael Hays, Transformation Director at Definia, how organisations can embed fairness into systems rather than relying on good intentions.
As the appetite for DEI measurement grows, organisations still face a fundamental obstacle: gathering baseline data. Because self-reporting DEI information is voluntary, many employees choose not to provide it. Without compulsory disclosure, HR teams struggle to build an accurate profile of their workforce, making it difficult to measure improvements or understand how welcome different groups truly feel.
The political landscape has added further complexity. The DEI backlash emerging from the US has created heightened sensitivity across multiple sectors. Generational differences and varying levels of understanding mean that not everyone views these issues through the same lens.
Despite these challenges, meaningful progress requires action from the top. A major barrier to equitable progression is the lack of diversity on boards and executive leadership teams. Without advocates at this level championing the DEI agenda, organisations often find a gap between what they say and what actually happens.
The most tangible way to bridge this gap is embedding DEI targets directly into leaders' and managers' objectives. When accountability is written into performance expectations at senior levels, it filters down through teams, ensuring everyone pulls in the same direction.
But targets alone aren't enough. Leaders must embed fairness into everyday decisions by truly knowing their teams - understanding what motivates individuals and how they prefer to be managed. Creating space for honest feedback in meetings, asking "How can I support you better?", builds a psychologically safe environment that promotes authentic inclusion.
Real DEI success this year is straightforward: if representation gaps exist, address them. Organisations must act on their stated values with concrete strategies, thinking creatively about where they source talent. Different skillsets can support representation in unexpected ways, and broadening the traditional talent pipeline is essential.
Success also requires establishing the infrastructure to support underrepresented groups. What communities and employee groups exist within the organisation? How are they resourced and empowered? DEI cannot rely on goodwill — it needs systematic support, clear strategies for addressing barriers, and the courage to look beyond traditional recruitment channels and promotion pathways.
If there's one priority action for 2026, it's this: invest meaningfully and act decisively. Train senior leadership teams, particularly those with influence and credibility. Challenge them to think differently. Push internal talent teams harder to focus on diversity. Conduct a thorough DEI audit and use the findings to drive action.
A DEI strategy doesn't have to be developed by the board, but it must have board-level ownership, with objectives that cascade throughout the organisation. Change happens from the top down. The question is whether leadership is ready to move beyond intention and build fairness into the very fabric of how the organisation operates.
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