Core Insights - The field of diversity, equity, and inclusion (DEI) has experienced significant changes, with some employers stepping back from DEI goals due to stakeholder pressure and government scrutiny [1] - DEI roles have seen a decline, with approximately 6,000 roles in 2017 peaking at over 13,000 in July 2022, before dropping to just under 11,000 recently [2][3] Group 1: DEI Role Trends - The number of DEI professionals in corporate America has decreased, with many leaving DEI roles for different positions, while nearly 40% remained with their employers in non-DEI roles [3][4] - The expertise gained in DEI roles is being redirected to other areas within organizations, indicating that the work of fostering equitable and inclusive environments continues despite the decline in DEI-specific positions [4] Group 2: Transition of DEI Professionals - Most former DEI professionals transitioned to roles within human resources, while some shifted to other fields such as public affairs and marketing [5][6] - Employers with DEI teams reported higher employee satisfaction and improved workplace culture ratings, suggesting the importance of embedding DEI knowledge within organizations for growth and adaptability [6] Group 3: Strategic Importance of DEI - The report emphasizes that the critical question is not whether companies can afford to prioritize DEI, but whether they can afford not to [7]

Core Viewpoint - The recent political tensions and social media dynamics are placing increased pressure on HR leaders to manage workplace culture and employee behavior effectively [3][10][12]. Group 1: Impact of Political Tensions - HR teams are facing additional responsibilities due to political events, such as the recent murder of conservative activist Charlie Kirk, which has led to calls for reporting employees who express controversial views [1][2]. - Companies like Microsoft, Delta Air Lines, and Nasdaq have already taken action against employees for their social media comments regarding Kirk, highlighting the growing scrutiny on employee behavior [2][11]. Group 2: Challenges in Social Media Management - The rise of social media complicates HR's role, as employees' online comments can reach vast audiences, making it difficult to manage perceptions of the organization [4][5]. - HR professionals are increasingly receiving inquiries about corporate social media policies, as the line between personal and professional expression blurs [10][17]. Group 3: Evolving Workplace Policies - Many HR leaders are reexamining workplace rules related to political discussions and social media, indicating a shift in how companies approach these topics [13][14]. - The pressure on HR to define acceptable behavior is intensifying, as companies seek to avoid political backlash and maintain a neutral workplace environment [11][12]. Group 4: Broader Responsibilities for HR - HR leaders are now expected to navigate not only employee relations but also technological advancements, such as AI, while managing a politically charged atmosphere [16][17]. - The increasing demands on HR professionals to balance various roles and responsibilities are leading to feelings of being overwhelmed [16][18].

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Core Viewpoint - The CFA Institute is shifting away from its previous Diversity, Equity, and Inclusion (DEI) initiatives, renaming its code to "Inclusion Code" and removing references to race and gender, reflecting a response to legal challenges and member feedback [1][2][4]. Group 1: Changes in DEI Code - The new "Inclusion Code" eliminates the requirement for financial professionals to consider intersectionality in their practices [2]. - The terms "race" and "gender" have been removed from the code, which now emphasizes creating a workplace where employees feel valued and respected, regardless of their backgrounds [3]. - The institute's decision is influenced by recent court rulings regarding DEI practices, indicating a shift in the legal landscape [4][10]. Group 2: Background and Context - The CFA Institute previously adopted a controversial DEI code in 2023, which faced backlash from its members [5][8]. - The organization has a membership of 200,000 professionals managing trillions of dollars, highlighting its significant influence in the financial sector [5]. - The shift in policy comes amid broader corporate trends where DEI initiatives are becoming less popular and facing legal scrutiny [9]. Group 3: Internal Governance Issues - There is internal dissent regarding CEO Margaret Franklin's leadership, with calls for her removal due to perceived governance lapses and the handling of the DEI program [11][14]. - A former chief marketing officer of the institute has been charged with embezzling approximately $5 million, raising concerns about financial oversight within the organization [12]. - Members express a lack of confidence in the board's selection process and governance transparency, although the institute's spokesperson defends the board's election process [14].

Core Insights - The world's two largest asset managers, BlackRock and Vanguard, have significantly reduced the number of meetings with company executives this year due to new SEC guidance, impacting discussions on climate change and diversity [1][2][3] Group 1: Meeting Reductions - BlackRock and Vanguard reported declines of 28% and 44% in meetings with company executives compared to the previous year [3] - The new SEC guidance has led to a decrease in shareholder-manager discussions, particularly on non-contentious issues like directorships and executive pay [3][4] Group 2: SEC Guidance Impact - The SEC's new directives, influenced by the Trump administration, have created a chilling effect on investor engagement, making it difficult for fund managers to communicate their voting intentions [4][6] - The guidance requires fund managers to file more complex forms if they exert pressure on management, which could deter active engagement [6] Group 3: Voting Patterns - Both BlackRock and Vanguard have reduced support for climate and social resolutions, continuing a trend observed in previous years [5] - Corporate governance issues remain a focus, with support for these matters still prevalent despite the decline in discussions on climate and social topics [5]

Core Insights - Sophia Kearney-Lederman, a senior economist at FHN Financial, has been recognized as one of the 2025 Most Powerful Women in Banking NEXT by American Banker, highlighting her influence and leadership in the finance industry [1][2]. Company Overview - First Horizon Corporation, with assets totaling $82.1 billion as of June 30, 2025, is a prominent regional financial services company based in Memphis, TN, operating in 12 states primarily in the southern U.S. [4]. - The company offers a wide range of services including commercial, private banking, consumer, small business, wealth and trust management, retail brokerage, capital markets, fixed income, and mortgage banking [4]. Recognition and Events - The recognition of Kearney-Lederman will be celebrated at the NEXT Awards dinner in New York City, which is part of a series of events including The Most Powerful Women in Banking Conference scheduled for October 21–22, 2025 [3].

Core Argument - The speaker advocates for cultural competence as a more holistic and universally acceptable framework than traditional DEI initiatives [4] - Cultural competence emphasizes equality through understanding and fosters psychological safety [5][6] - The industry suggests cultural competence is an active process for navigating differences arising from diverse backgrounds, termed "cultural dilemmas" [8][9] Key Components of Cultural Competence - The framework involves four steps: recognize, respect, reconcile, and realize [10] - The industry highlights three fundamental principles: empathy, respect, and collaboration [13] - Empathy involves understanding perspectives from another's cultural lens [13] - Respect acknowledges the inherent worth and dignity of every individual [14] - Collaboration leverages diverse talents and insights to achieve shared goals [15] Benefits and Impact - Cultural competence leads to more robust, inclusive, and effective solutions [13] - The industry believes it unlocks innovation, solves problems, and forges deeper connections [16] - It builds bridges instead of walls, embracing the richness of diversity [17]

Core Viewpoint - The announcement of Robby Starbuck as a panelist at the SHRM Blueprint conference has sparked significant backlash from HR professionals and stakeholders, who argue that his presence undermines the principles of diversity, equity, and inclusion (DEI) that the conference aims to promote [2][3][4]. Industry Reactions - Many HR professionals expressed their discontent on LinkedIn regarding SHRM's decision to include Starbuck, highlighting that his views contradict the conference's focus on inclusion and meaningful outcomes in diversity [3][4]. - Critics argue that Starbuck's past statements, which label DEI initiatives as "poison," are antithetical to evidence-based HR practices and could legitimize harmful perspectives [7][11]. SHRM's Position - SHRM's president emphasized the organization's commitment to fostering diverse viewpoints, including those of both Starbuck and left-leaning commentator Van Jones, in an effort to reflect a broad spectrum of perspectives [2][13]. - The organization aims to create a balanced forum for discussion, although many stakeholders believe that the inclusion of Starbuck detracts from this goal and may not facilitate constructive dialogue [13][14]. Concerns About Qualifications - Questions have been raised regarding Starbuck's qualifications and experience in publicly traded corporations, with some industry veterans suggesting that his background does not align with the expertise needed to discuss DEI effectively [9][10]. - Critics argue that SHRM could have selected more qualified individuals to address the financial implications of DEI, such as CEOs or experts with a proven track record in the field [10][11]. Broader Implications - The decision to include Starbuck is seen as part of a larger trend of rollbacks in DEI efforts across Fortune 500 companies, raising concerns about the future of inclusion initiatives in the corporate landscape [4][12]. - Stakeholders fear that platforming individuals with extremist views could undermine the progress made in DEI and create a divisive atmosphere within the industry [6][14].

Challenges in the Engineering Industry - The engineering industry faces a growing skills gap and a mental health emergency [11] - Construction, engineering, and manufacturing workers are over three times more likely to die by suicide than the national average in the UK [12] - Research indicates that 81% of engineers report emotional or mental health concerns, yet less than half are comfortable discussing it with their employer, and 25% have considered suicide or self-harm [13] - The UK has a shortfall of over 173,000 engineers, costing the UK economy approximately 15 billion pounds (15% billion) annually [14] - In a 12-month period, over 38,000 women left engineering roles in the UK, decreasing the proportion of women in engineering and technical roles [15] - Research shows that nearly 72% of queer engineers in automation have experienced or witnessed discrimination in the workplace [16] Proposed Solutions & Recommendations - Inclusion should be engineered, not improvised, drawing from automation principles [8] - The industry should apply engineering logic to the workplace, monitoring people as critically as technical assets [10] - Implement condition monitoring techniques for inclusion, tracking psychological safety, workload equity, career progression, and cultural climate continuously [23][24] - Build in feedback loops using networks, employee resource groups, micro-surveys, and regular conversations for continuous course correction [25] - Track promotion patterns and trends, not just individual complaints, treating inclusion with the same rigor as quality control [26][27] - Design inclusion from the ground up, based on data, to avoid reactive measures [27][28]