The landscape of Diversity, Equity, and Inclusion (DEI) initiatives has undergone significant transformations in recent months, prompting employers to reassess their strategies. A few months into the new administration, employers are conducting close audits and rolling out new policies. 

We have tracked changes in the DEI landscape and its impact on the early career space from the rise of the Black Lives Matter movement in 2013, to the impact of the Supreme Court’s affirmative action case, SFFA vs. Harvard, and then more recently, the impact of the Trump administration’s executive orders.

After studying these trends, a few themes emerge. 

 

Reaffirming Commitment to Inclusivity and Hiring Top Talent

First, we studied public statements and policy shifts in response to the new executive orders. Five common themes emerged across statements from employers that reaffirmed their commitments to DEI. 

1. Merit: Stating that DEI helps them hire the best talent possible 
2. Business Outcomes: Connecting diversity efforts to performance and long-term success
3. Longstanding Values: Positioning DEI as a core part of their organizational identity 
4. Commitment to Inclusivity: Emphasizing a strong commitment to building an inclusive workplace
5. Legal Alignment: Making it clear that their efforts follow all legal guidelines, avoiding quotas, while still prioritizing inclusive hiring and workplace policies

 

One example is from McKinsey. As quoted in a recent Bloomberg article, “Some have asked whether we will continue to prioritize diversity in our meritocracy. The answer is yes. We will continue to boldly pursue both, because these two things together–our diverse meritocracy–is what makes us distinctive and has defined who we are over or nearly 100 years.” 

And from BlackRock, “Last year, we welcomed more than 3,000 new colleagues and we are adding many more in 2025. Our connected and inclusive culture is imperative to achieving our commercial objectives and delivering performance for our clients.”

 

Retooling Approach to DEI Practices 

The most prominent theme we’ve seen is a retooling of DEI practices and policies, which takes multiple forms. 

A common trend is the renaming and repositioning of DEI roles. DEI leadership roles are being rebranded—for example, the ‘Head of DEI’ might now be referred to as ‘Head of Employee Engagement and Accessibility,’ ‘Belonging and Inclusion,’ and ‘Culture.’

Similarly, we’re seeing structural changes within recruiting organizations. Some companies are embedding DEI-specific recruiters into broader talent acquisition teams rather than keeping them as separate units. In other cases, organizations are reducing or even eliminating standalone DEI recruiting roles altogether.

Employers are also retooling early engagement and programming. With a focus on how programs are described and eligibility requirements, some companies are replacing “diversity” with other terms like “leadership” development in Early ID programs. Employers are also adjusting or removing eligibility criteria based on identity. When identity is mentioned, language like “encouraged to apply” or “including” is being used instead of previously rigid requirements. 

 

Lifting vs. Leveling: A Nuanced Distinction

​Kenji Yoshino, a distinguished constitutional law professor at New York University, has articulated a framework distinguishing between two approaches to Diversity, Equity, and Inclusion (DEI): “lifting” and “leveling.” This distinction is particularly relevant in the context of Early Career Recruiting.​

Lifting DEI:

This approach involves providing specific advantages or support to underrepresented groups to address historical inequities. Examples include:​

• Targeted Fellowships or Scholarships: Programs exclusively available to certain demographic groups, such as women, people of color, or LGBTQ+ individuals
• Hiring Quotas: Setting specific numeric goals for hiring candidates from underrepresented groups.​

 

While these initiatives aim to uplift marginalized communities, they have come under legal scrutiny for potentially conferring preferences based on protected characteristics. Yoshino notes that such “lifting” DEI practices are now considered “very legally risky.”

Leveling DEI:

Conversely, “leveling” focuses on creating a fair and unbiased selection process without giving explicit advantages to any group. This approach aims to “de-bias” systems, ensuring equal opportunity for all applicants. Examples include:​

• Blind Recruitment Processes: Removing identifying information from applications to prevent bias.​
• Structured Interviews: Using standardized questions and evaluation criteria for all candidates.​
• Inclusive Job Descriptions: Ensuring job postings are free from biased language that might deter certain groups from applying.​

 

Yoshino emphasizes that such “leveling” DEI strategies are less legally contentious and align with merit-based principles.

 

Next Steps for Employers

Employers and institutions are reevaluating their programs to ensure compliance while upholding their commitment to inclusion. See our 8 next steps for building your DEI strategy. Action items include working with legal counsel to assess risk tolerance, conducting internal audits, and ensuring compliance at every level. 

Ultimately, organizations must remain agile, regularly monitoring their DEI initiatives to refine and adjust them as the legal and regulatory environment continues to shift.

 

At Veris Insights, we are committed to providing timely updates and resources on the evolving landscape impacting Talent Acquisition and Early Career teams. Due to the legal complexities of these developments, we strongly encourage teams to consult with their legal and compliance professionals.