Is It time to admit Diversity, Equity, and Inclusion Training isn’t working?

Diversity, Equity, and inclusion (DEI) training has become a staple in modern workplaces. On the surface, it seems like a logical and well-intentioned strategy for combating bias and fostering a more inclusive environment. But what if companies admitted something uncomfortable? What if they acknowledged that despite their best efforts, DEI training often has little to no lasting impact on workplace behaviour?

It’s time to have a candid conversation about why traditional DEI training might not be the solution many organizations think it is—and what could be done instead.

It Doesn’t Change Behaviour

Research has consistently shown that traditional DEI training, especially the short, one-off sessions many organizations rely on, doesn’t reduce biases, or improve diversity outcomes in the long term. A study led by Harvard sociologist Frank Dobbin found that such training not only fails to achieve its objectives but may, in some cases, have the opposite effect. People attend these sessions, nod along, and then go back to business as usual.

Real change is hard. It takes more than a PowerPoint presentation and a well-meaning workshop. But too often, that’s all the training amounts to.

It’s About Compliance, Not Cultural Change

For many organizations, DEI training has become less about meaningful transformation and more about ticking a box. There’s pressure to show that the company is doing something to address diversity, whether it’s to prevent legal trouble or to appear socially responsible. Unfortunately, this focus on compliance leads to shallow efforts that don’t touch the deeper cultural issues that drive exclusion in the first place.

When diversity training becomes a symbolic gesture rather than a genuine effort to change the status quo, it’s no surprise that it has little impact.

One Size Doesn’t Fit All

Many companies fall into the trap of offering generic, one-size-fits-all training that doesn’t address the specific challenges within their own workplace. Every organization has its unique culture, team dynamics, and power structures. Generic training often fails to address these nuances, offering broad concepts that don’t translate to the everyday realities of that particular company.

Moreover, DEI training frequently focuses on unconscious bias at the individual level, while neglecting the larger systemic issues—like policies, processes, and leadership structures—that perpetuate inequality. It’s easier to tell someone they have bias than it is to address the structural barriers that keep marginalized employees from advancing.

It Can Backfire

In some cases, diversity training can actually make things worse. Employees may feel resentful or defensive when forced to participate in mandatory sessions, leading to backlash or outright resistance. Research suggests that when people feel their freedom to think or behave is being restricted, they may dig in their heels and push back harder against the very ideas the training seeks to promote.

In other cases, DEI training can inadvertently reinforce stereotypes, further entrenching the very biases it aims to dissolve. When people are told about the unconscious biases, they supposedly harbour, they may end up focusing on differences even more, rather than finding ways to foster genuine inclusion.

There’s No Follow-Through

One of the biggest pitfalls of diversity training is that it’s treated as a single event, rather than part of a continuous, evolving process. Employees sit through one or two sessions, but after that, there’s little reinforcement or accountability. If the concepts from the training aren’t integrated into daily practices or revisited regularly, they are quickly forgotten, and behaviour returns to the status quo.

Diversity training without follow-up is like planting a seed and walking away without watering it—it’s unlikely to grow into anything meaningful.

So, What Should Companies Do?

Acknowledging that DEI training often falls short doesn’t mean giving up on diversity efforts altogether. Instead, it’s an opportunity to adopt more meaningful strategies.

Be Honest About the Challenges

Transparency goes a long way in building trust. Companies that admit the limitations of traditional DEI training can have more honest conversations about the complexities of fostering true inclusion. This openness can pave the way for more tailored solutions and show a commitment to continuous improvement.

Focus on Long-Term, Systemic Change

One-off training sessions won’t solve deep-rooted issues. Instead, organizations need to look at their structures, processes, and policies to see where inequality persists.

• Are hiring and promotion practices fair?

• Are there clear pathways for diverse employees to advance?

Building a truly inclusive culture requires addressing the foundations of inequality, not just individual attitudes.

Invest in Mentorship and Development Programs

Rather than simply pointing out biases, companies should invest in initiatives that actively help underrepresented employees grow. Mentorship programs, leadership development opportunities, and sponsorship for advancement can be far more effective at driving real change than isolated training sessions.

Create Accountability Mechanisms

Cultural change won’t happen unless people are held accountable for it. Rather than just hoping employees will internalize what they learned in DEI training, companies need to create systems of accountability. This could include setting diversity goals for teams, rewarding inclusive behaviour, and ensuring there are consequences for failing to foster an inclusive environment.

The Bottom Line

It’s time for organizations to admit that traditional diversity and inclusion training often doesn’t deliver the outcomes they’re hoping for. But that admission doesn’t have to be seen as failure—it can be a turning point. By acknowledging the limitations of their current approaches, companies can start to focus on strategies that go beyond surface-level gestures and lead to real, lasting change.

Diversity isn’t a checkbox; it’s a journey. And for that journey to be successful, companies need to invest in solutions that address the root of the problem, not just its symptoms.

Best Practices or Best Guesses_ Assessing the Efficacy of Corporate Affirmative Action and.

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