Who Does DEI Work Belong To? Why Inclusion Is Everyone’s Responsibility
One of the most common myths I come across is that diversity, equity, and inclusion (DEI) work belongs only to the person with “DEI” in their title. The DEI manager, the inclusion officer, or whatever title your organisation has landed on. Too often, they’re positioned as the sole owners of change. But meaningful change doesn’t happen that way.
After more than a decade in this work, I’ve seen how unrealistic (and unfair) it is. Talented practitioners are buried under layers of management, five steps removed from the CEO, yet expected to create organisation-wide change. It’s no surprise progress stalls.
So, who does DEI work belong to? Let’s break it down.
DEI Is Not a Solo Effort
DEI isn’t a side project for one person. Real impact comes when inclusion is woven into every part of the organisation. Leaders at every level need to:
Allocate resources to DEI initiatives
Value the expertise of DEI practitioners
Ensure DEI leaders have direct access to decision-makers
Without this, practitioners are left working in a vacuum, their advice dismissed or overridden, even by leaders with good intentions. The result is a lack of progress, or something that is seen as progress but is really just minimum standard box ticking.
HR, People & Culture, and DEI: Different but Connected
DEI work often sits within HR or People & Culture, but sometimes it’s outside those teams. Both setups can work, but what’s essential is recognising DEI as its own skill set.
Tension between HR priorities and DEI goals is natural, and it can be productive when managed well. HR brings expertise in systems and processes. DEI brings expertise in equity and systemic barriers. Together, they can create sustainable, meaningful change if both perspectives are respected.
Employee groups and advisory committees also play a role, but only if they’re supported. Expecting people to volunteer their lived experience without recognition or resourcing? That’s exploitation. Protected time, fair compensation, and development opportunities are the minimum standard.
Leadership: Own It
If DEI is left solely to the “DEI person,” the organisation is in trouble. Leaders must own inclusion in the same way they own budgets, performance, and strategy. That means:
Actively identifying and removing systemic barriers
Asking who’s missing from the table
Knowing when to advocate, and when to step back and amplify others
Inclusive leadership isn’t optional. Some organisations now include inclusive leadership criteria in hiring and promotion. That’s the right direction because real change requires leaders to step up and stay accountable.
Governance and Accountability Matter
Look closely at how DEI is structured in your organisation. Are committees effective? Are sponsors engaged? Or are people performing unpaid emotional labour with little impact? Sometimes the solution is simpler governance, clearer accountability, and ensuring DEI is everyone’s responsibility.
The Takeaway
DEI belongs to everyone, but it also requires expertise. Leaders, practitioners, consultants, and employees all have a role to play. Respect those roles, resource them properly, and you’ll see real progress.
Action step: Reflect on your organisation. Who holds responsibility for DEI? Are they empowered, supported, and recognised? Where can ownership be better shared?
If you are struggling with the structure and governance of your DEI work, book a call with me and we can identify some first steps towards more sustainable change.
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