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DEI strategy

Why EX, DEI continue to be priorities in this org’s talent strategy

The talent strategy at Eurest and ESFM, a part of food services and facilities group Compass Group, centers individual employee needs, with an emphasis on an inclusive employee experience, says its HR exec.

The collapse of DEI: What went wrong?

Wharton professor Peter Cappelli explores why so many orgs started backing off their DEI pledges, even before the Trump administration’s legal threats.

Corporate DEI is under fire—putting HR right in the crosshairs

HR is in a “tough spot” after the Trump administration sets its sights on dismantling corporate DEI—but one expert says HR leaders have “more power than they think.”

What HR can do in 2025 to fix ‘broken’ corporate DEI strategies

Albemarle CHRO Melissa Anderson calls DEI one of the "most controversial areas of the HR profession today." She still sees opportunities for improving it under the new president.

Filling the gaps: How corporate America can better support Black women

By adopting an expansive mindset and leveraging the tools they already have, leaders can create a more inclusive future where Black women—and all women—can thrive.

How Philip Morris International is helping its 80K workers connect to purpose

'Joy' in the job: Kaleen Love, chief people and culture officer, U.S., at PMI is leading the HR function through the organization's ongoing transformation.

How important is the word ‘equity’ to corporate DEI efforts?

Company policies focusing on equity are coming under increasing scrutiny. Here are issues to consider around the future of corporate DEI.

Momentum shift: DEI metrics’ role in executive compensation wanes

For the first time since George Floyd’s death in 2020, the number of S&P 1500 companies tying executive compensation to DEI metrics has declined. Find out why and its potential impact on organizations.

Where the DEI pushback leaves employers, HR

Most business leaders are personally committed to DEI, but pushback is making some more risk-cautious, writes Wharton's Peter Cappelli.