SHRM lost its way on inclusion. HR professionals can’t afford to follow.
Summary
RaShawn Hawkins, senior director of workplace equality at the Human Rights Campaign Foundation and a SHRM member, criticises SHRM for retreating from a clear commitment to diversity, equity and inclusion (DEI). Hawkins argues SHRM has softened its language, hosted voices hostile to inclusion and prioritised perceived civility over people-first leadership. She warns this shift is out of step with business evidence, investor and employee expectations, and consumer behaviour, and calls on HR professionals to lead inclusion regardless of SHRM’s stance.
Key Points
- SHRM has reportedly softened its commitment to inclusion and given platforms to anti-inclusion voices.
- The author sees this as appeasement to political backlash rather than principled leadership.
- Data shows LGBTQ+-inclusive companies outperform peers on revenue, profit and long-term stability.
- Shareholders at major firms rejected anti-inclusion proposals, signalling investor support for inclusion.
- Young workers (notably Gen Z) prioritise workplaces with strong DEI policies; backtracking risks talent loss and reduced productivity.
- The LGBTQ+ community has significant buying power and may boycott companies that roll back inclusion commitments.
- Hawkins urges HR professionals to lead locally: model inclusive practices, share resources and push back on harmful narratives.
Content Summary
Hawkins recounts their membership in SHRM and the belief that HR should protect dignity, equity and safety for all workers. They describe a recent shift in SHRM’s public posture toward neutrality and civility that has, in practice, diluted explicit support for inclusion. The piece cites research and examples — including HRC Foundation data, shareholder votes at Fortune 500 firms and employee survey findings — to argue that inclusion is both morally right and commercially smart. Hawkins concludes by calling on individual HR professionals to sustain inclusion efforts even if SHRM hesitates.
Context and Relevance
This opinion arrives amid national political pressure targeting DEI programs across sectors. For HR leaders, the article highlights a risk: relying on institutional leadership that retreats under pressure can leave workplaces exposed—to talent loss, reputational harm and financial downside. The piece ties DEI to measurable business outcomes and shows investors and employees largely favour continued inclusion, making the debate practical, not merely ideological.
Why should I read this?
Look, if you care about keeping good people, avoiding PR disasters and actually doing the right thing at work, this one’s for you. It’s a short, sharp wake-up: don’t wait for your trade body to steer the ship — if SHRM wobbles, you’ll need to steady the course locally.
Author style
Punchy. Hawkins writes from experience and makes a direct challenge to peers and SHRM leadership. If you work in HR, the piece is both a reprimand and a rallying cry to lead inclusion intentionally — it’s short on nuance but heavy on urgency.
Source
Source: https://www.hrdive.com/news/shrm-inclusion-HR-professionals/803654/
