Given how the ideology has been hijacked by extremist movements in the West, is DEI at risk of obsolescence in the region? If not, how can organizations make DEI work?
As Diversity, Equity, and Inclusion (DEI) initiatives face backlash in the West — where political polarization has tarnished the concept — corporate leaders in Asia-Pacific region (APAC) are probably contemplating whether to dismantle, retain or revamp their DEI plans in their region.
While DEI remains a critical component of workplace strategy globally, APAC presents a unique landscape where cultural diversity, varying levels of DEI maturity, and localized challenges demand a tailored approach.
Whether APAC organizations choose to embrace DEI openly, reframe it under different terminology, or embed its principles more subtly, the following strategies can ensure meaningful outcomes.
Current state of DEI in APAC
According to HRMAsia, despite global skepticism about DEI, around 60% of APAC organizations expect to increase their investment in DEI initiatives over the next two years, with Japan leading at 78% and Australia trailing at 59%. However, progress remains uneven:
- Mature markets such as Australia risk stagnation due to complacency and external pressures to scale back.
- Unlike in the West, where racial equity often dominates DEI discourse, APAC’s focus varies:
- Gender equity: Increasing female representation in leadership remains a key priority across the region.
- Psychological safety: Employees increasingly value workplaces where they feel secure expressing ideas without fear of judgment.
- Mental health: Once a taboo topic, mental health is now central to DEI conversations post-pandemic.
- A significant disconnect exists between APAC leadership perceptions and employee experiences:
- While many leaders believe they are making progress on DEI, employees often feel these efforts are insufficient or tokenistic.
- Poorly implemented initiatives risk alienating employees and creating perceptions of reverse discrimination.
Strategy alternatives for DEI in APAC
Before committing to or reframing DEI efforts, corporate leaders will need to evaluate their organization’s current standing:
- Conduct employee surveys: Assess employee sentiment regarding inclusivity and psychological safety. Identify gaps between leadership intentions and employee experiences.
- Evaluate metrics beyond representation: Move beyond surface-level diversity metrics (e.g., gender ratios) to assess pay equity, promotion rates for underrepresented groups, and employee engagement scores.
- Localize the approach: Tailor initiatives to reflect cultural norms and values. For example, in Japan, leaders could focus on addressing gender pay gaps, while in Singapore, leaders could leverage government-supported inclusion programs for persons with disabilities.
- Embed leadership accountability: Tie executive performance reviews to measurable DEI outcomes. Ensure leaders “walk the talk” by modeling inclusive behavior patterns.
Does DEI need a rebrand?
Given sensitivities around the term “DEI” now, APAC organizations may choose to reframe their efforts under alternative terminology that avoids polarizing connotations.
Rebranding initiatives could involve the use of neutral or business-focused language: the term “diversity quotas” can be reworded into “talent benchmarks”; “equity programs “ can become “workplace fairness initiatives; and “inclusion training” can become “collaborative team development. Also:
Focus on universal values: Align messaging with universally accepted principles such as fairness, respect, and collaboration. Frame initiatives as part of broader organizational goals such as “workplace innovation” or “employee well-being.”. Highlight tangible benefits such as improved retention rates and enhanced team performance.
Also, to integrate Inclusiveness into core policies, APAC leaders will have to consider avoiding standalone DEI programs that may be perceived as performative. So, try to embed inclusive practices into recruitment processes (e.g., anonymized resumes), and incorporate fairness audits into compensation reviews without labeling them as “equity measures”.
Making DEI work effectively in APAC
For organizations that choose to openly embrace DEI principles despite global controversies, here are some common strategies to ensure meaningful impact:
- Prioritize psychological safety
- Train managers on recognizing micro-aggressions and fostering inclusive communication
- Establish Employee Resource Groups (ERGs) tailored to local cultural contexts
- Leverage technology thoughtfully
- Audit algorithms regularly for fairness
- Ensure AI systems are designed by diverse teams using representative datasets
- Build transparent goals
- Conduct regular pay equity audits
- Track promotion rates for underrepresented groups
- Publicly report progress to build trust among employees and stakeholders
- Foster inclusive leadership
- Offer training programs focused on navigating complex DEI dynamics
- Encourage leaders to champion inclusion through visible actions rather than symbolic gestures
What lies ahead, dei?
