When diversity isn’t authentic, it’s like forcing yourself to eat a vegetable you don’t like—you either get it out of the way first, or you choke it down at the end because you have to.
DEIB has always been a tough challenge. Companies have made strides—hiring diversity leaders, launching ERGs, and driving home the importance of workplace diversity. These initiatives pushed DEIB into the spotlight.
But today, the momentum seems to be slowing. DEI teams are being laid off, diversity roles are being cut, and priorities are shifting. Have we collectively taken a step back? And with AI now in the mix, will it help us move forward?
To get a clearer picture of where DEIB stands, I spoke with Sonia Mathai, CHRO at Globality, who has earned multiple accolades for her leadership in advancing DEI.
Q: With the recent trend of DEIB leaders being laid off and organizations like SHRM dropping equity initiatives, does this indicate the momentum around DEIB is slowing down?
It’s a shame that mental health and DEIB are being quickly defunded after receiving so much attention during the pandemic.
But here’s the counterargument I’m hearing, particularly from CEOs.
It’s not that they’re defunding or devaluing DEIB; rather, they’ve become very data-focused. Unfortunately, the ROI (Return on Investment) so far hasn’t shown that having dedicated diversity leaders has significantly moved the needle. That’s just the data.
The initial intent was strong: to create standalone teams focused on building strategies and finding the talent needed to achieve diversity goals—whether that be in gender, ethnicity, or other areas. However, we have to acknowledge that big players like Google, Amazon, and Facebook won that battle because they had the deep pockets to outcompete smaller companies. As a result, smaller companies had to pivot and exercise creativity with DEIB efforts since they couldn’t compete financially.
Now, CEOs aren’t looking to cut DEIB funding; rather, they’re incorporating AI to accelerate and enhance the search for diverse talent in a more cost-effective and efficient manner. They’re not abandoning DEIB initiatives but are opting for a new approach. Technology companies in HR are now positioning themselves as key solutions for DEIB strategies and goals, promising to achieve these objectives with greater efficiency. We’re observing a transition from depending on individual or team efforts to utilizing technology and tools to achieve the same objectives
The promise of AI lies in its deep integration within a company’s ecosystem, allowing it to predict future skills gaps and pinpoint opportunities for diverse talent to advance into new roles. It will also track trends, such as a notable decrease in diverse employees within a team. AI will evolve to become more analytical and proactive, shifting DEIB efforts from merely recruiting to a holistic approach that addresses why diverse employees leave and how to make internal adjustments accordingly.
So, while DEIB is evolving, it’s not disappearing. It’s being reimagined in a way that could be more effective and integrated across the entire employee lifecycle.
This shift represents an exciting new chapter for DEIB, with AI playing a pivotal role in driving meaningful change.
Q: Why do you think DEIB efforts still fall short? Is it a systemic problem that’s going to take decades to crack, or is it a lack of intentionality from leaders when it comes to DEIB initiatives?
I’ve asked myself this question, and I think it took companies way too long to recognize and appreciate the value of having a diverse staff. The fact that it required laws, regulations, and mandates to make this happen—like public companies being required to have a female on the board—is telling.
It became more about ‘we have to do this’ rather than ‘we want this because it enriches the company experience and drives better outcomes.’ Data clearly shows that the more diverse an organization, the more successful the outcomes. That should have driven decision-making, but instead, it became about checking the box.
When diversity isn’t genuine, it’s akin to forcing yourself to eat a vegetable you dislike—you either tackle it at the beginning or endure it at the end simply because you have to. However, if you genuinely enjoy the broccoli, you’d include it throughout your meal. This is how DEIB initially was, and it’s the same with AI now. It will take time for people to embrace AI fully, as there are fears it might replace them. Yet, when you look at the bigger picture, there’s a promising partnership to be found.
The same principle applies to DEIB. When you genuinely recognize and value the importance of diverse perspectives, actively seeking out and hiring individuals from various backgrounds becomes integral to your mission. Companies should begin by examining their own practices. Who participates on the interview panels? What factors are being weighed in making a hiring decision? Have efforts been made to remove bias from the process? We must be proactive and answer questions like this transparently in order to build an authentic culture that embraces different viewpoints. When DEIB is treated merely as a checkbox, it becomes apparent, and people can sense the lack of sincerity.
Q: How do you foresee AI playing a role in DEIB efforts end-to-end?
There are two main aspects to consider.
Identifying Skills Gaps
First, AI can help us pinpoint skills and capability gaps before we start recruiting. HR teams and managers can use AI to evaluate whether we have internal talent that can be trained and developed to address future needs. This approach enables a more strategic and deliberate method of talent development. The most effective HR teams and leaders will leverage this technology to enhance their workforce planning efforts.
Bias Detection
Second, AI can help with bias detection and mitigation in the recruitment process. For example, AI can analyze job descriptions and flag language that isn’t gender-neutral or inclusive. I recently learned that words like “Rockstar” are considered male-dominated, which I didn’t realize before. With AI, we can easily remove biased language from job descriptions, encouraging a diverse pool of talent to apply.
Blind Recruitment
Another significant shift will be the rise of blind recruitment. When job descriptions are processed through applicant tracking systems like Greenhouse, they will be scrubbed in an effortup to be bias-free before being posted externally.
- Resumes could be surfaced with names and locations stripped from them, eliminating information that could lead to biased decision-making. For example, when a manager receives a resume, it won’t show the candidate’s name—only their experience. This is where ATS systems are heading.
- AI will also help us post job descriptions in places where diverse candidates are more likely to be found. For example, AI might suggest posting in groups where women or minorities are trending. It’s going to make our hiring execution plans much smarter.
- There’s also a discussion about stripping education from resumes to prevent bias in hiring decisions. AI could evaluate candidates based solely on their responses to interview questions and how they align with the job description, making the process more binary. The only exception might be assessing whether the candidate is a cultural fit.
It’s going to be really interesting to see how this unfolds.
Q: It seems like there’s still so much work to be done. Does that suggest there’s a long way to go with AI truly start to solve for DEIB?
We’re just scratching the surface of where AI is going. At this point, yes, it’s still humans building the algorithms, but eventually, technology itself will take over that process. We’re already seeing shifts in the engineering field, with compensation data for computer science and engineering roles coming down, as we start to place more emphasis on cognitive and critical thinking skills—things AI can’t replicate.
Our interviewing methods, questions, and overall processes are going to change rapidly. We’re in this for the long haul. Right now, AI is being described very loosely; if you ask different companies, they’ll all claim to have AI, but do they really?
Not necessarily.
But here’s the thing—if you don’t integrate AI, you’ll be left behind. This is just the beginning, and there’s much more to come.
Q: Addressing unconscious bias is a significant challenge for HR leaders. A 2019 meta-analysis by psychologist Patrick Forscher and his colleagues found that UB training did not change biased behavior. What are your thoughts on this? Is there a more effective approach to tackling unconscious bias?
Yeah, it’s tough because our biases are shaped by our own experiences, and sometimes bias and opinions can blur together. The most effective training—whether it’s bias training or something else—needs to resonate with the audience. If it’s too broad or overwhelming, people will just tune it out, like another generic harassment training.
When we developed our bias training program, we took a more customized approach. Since we are a global company with a distributed team,we focused on how certain words are interpreted differently in each location. For example, certain words have different meanings in the US and the UK. We created a curriculum that was culturally relevant and interactive, making it more engaging for our employees.
This approach works well only in a smaller company where you know your team and can tailor the training to their specific needs.
It’s a missed opportunity if you don’t customize training in a small company, especially when it can align with your values and resonate more effectively with your people. Our bias training is part of the new hire onboarding process, and we regularly post reminders or new insights to keep it fresh. The goal is to make at least one person walk away thinking, “I had no idea.”
After any training, it’s crucial to ask, “Was this valuable to you? If so, where? If not, where did we lose you?” Companies need to constantly challenge and refine their training efforts to ensure they’re making an impact.
Q: Measuring the impact of DEIB initiatives is often challenging. How can HR leaders understand the effectiveness of diversity programs without relying solely on numbers?
It’s a combination of relying on data and numbers. As tools and technologies evolve to create bias-free outreach efforts, we’ll also need to study the data more closely:
- Who are we promoting?
- Who are we identifying as high potential?
- Who is leaving our company, and why?
- What are the motivating factors for those who left?
For example, women may be taking fewer risks now, so how do we craft a message that emphasizes security, stability, and flexibility? Talent is not a one-size-fits-all model, and different issues will require different approaches at different times.
It’s crucial that someone is ahead of these issues and cares enough to surface this information. Going forward, data will be more accurate and accessible, but we also need to be honest with ourselves.
HR and DEIB leaders can advocate for change tirelessly, but without buy-in from managers and leadership, their efforts are likely to fall short. Achieving meaningful progress requires a unified commitment, with everyone—from the CEO to individual managers—consistently demonstrating the importance of these initiatives. For these efforts to make a real impact, they must be genuine and authentic.
When goals are set too high or expectations are unrealistic, people quickly see through it, leading to disappointment. It’s crucial to have continuous efforts that are deeply woven into your culture, values, and operational standards. When these initiatives are authentic and integral to the organization, the goals you set become more credible and, crucially, attainable.
Q: Many of our readers aspire to be CHROs one day. Can you share your journey to becoming an HR leader, and the key milestones that helped you reach this position?
I began my career in recruiting during the dot-com bubble in the late1990s and early 2000s when technology was booming, especially in the Silicon Valley. It was a talent war at its peak—companies were offering new cars as signing bonuses and $100,000 cash incentives. I started as a third-party recruiter for Microsoft, handling roles that had been passed down through multiple agencies. I excelled in this role, and one of my clients eventually hired me on, markingthe beginning of my HR journey.
As I progressed in my career, I was given opportunities to expand beyond recruiting, which led me to where I am today. A few things that I think were crucial in my journey as an HR professional:
- I believe that a strong educational foundation is important.
- It’s also important to find an environment that aligns with your values, strengths—one where you feel supported and able to learn from mistakes.
- I was deliberate in my job selections, choosing roles that offered broad exposure rather than specialization.
- I focused on building a network quickly, finding mentors, and continuously learning. Even in my current role, I prioritize staying relevant and ahead of trends by constantly learning, asking the right questions, and seeking guidance from my community and mentors.
This proactive approach has been key to my rapid growth in the field. These factors have been essential in shaping my career and continue to be important today.
Building your brand is key
When I talk to young, emerging talent, I always emphasize the importance of establishing a personal brand. I ask them, ‘Who do you want to be known as?’ This brand should be consistent both personally and professionally.
If you ask me to describe my brand, I’d say it’s being an honest, dependable and trusted thought partner for employees, managers and my team.. I believe that good HR is less administrative and more strategic. We stay focused on company goals and ensure that we have the right talent working on the right things. We are good decision makers in times of crisis or uncertainties. We are approachable and accessible. I do my best to keep these qualities at the forefront of my efforts in HR.. I strive to be the same person at work as I am outside of it, and this consistency helps me balance all aspects of my life—whether it’s being a good friend, mother, wife, or colleague.
