Navigating DEI Integration
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How can HR teams navigate and integrate differing approaches to Diversity, Equity, and Inclusion (DEI) during an M&A, especially when the two companies have contrasting DEI strategies?
In my view, this is not one of the most pressing issues HR takes into account. This seems to be especially important in today’s environment, where things change pretty quickly and Companies pivot abruptly, depending on the political situation.
It comes down to the approach of the companies prior to acquisition.
If both the buyer and target have focused DEI programs (even if they differ in scope and or content) then it’s an opportunity for sharing, mutual learning, and a great jumping off point from which to help bind the entities together.
If however the approach differs whereas one entity has a program and the other does not, this is then a critical point to plan for pre-close and implement immediately with the target.
As we know based on today’s climate, a topic like this can shift the perception, and therefore the value, of a company relatively quickly so it needs to be addressed with focus.
“This is who we (The Buyer) are and we will all operate this way going forward. “
If this means implementing a program or eliminating one it has to be addressed clearly, from the get go, to assure the employees are not left questioning. Fortunately, based on the focus on this topic recently, the target may understand the buyers approach to DEI well prior to the start of integration so whereas messaging about the buying entities values will need to be addressed, the new teams members may not be shocked by anything they hear.I’ve been in situations where two companies came to the table with very different views on DEI — one with a mature, embedded strategy and the other still early in the journey. What worked was not trying to force alignment too quickly, but instead creating space to listen, understand intent, and find common language. We didn’t treat DEI as a checklist item in the integration — we treated it as a value conversation. That meant engaging both leadership teams, sharing stories behind the numbers, and identifying the non-negotiables. It’s not always neat, but being intentional early helped us create a path forward that honored both sides and laid the groundwork for a stronger, shared approach.
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