According to the report by HR platform developer Lattice, just 37% of HR professionals based in the UK and Ireland reported that their company had people dedicated to DEIB roles; 3% of survey respondents chose the ‘don’t know’ option.
Of the 180 HR professionals who were aware of the status of DEIB positions in their organisations, the vast majority (79%) reported that there is no change expected for the foreseeable future.
A smaller proportion reported uncertainty or change, with 6% saying DEIB positions are likely to be eliminated, 4% noting they’ve already been removed, and 10% unclear what will happen.
Out of 1,002 global respondents, 28% said their organisation was cutting DEIB roles entirely, 13% had already done so, and 15% plan to in the future.
The low number of DEIB-specific roles highlights a wider challenge in how diversity, equity, inclusion and belonging are viewed in the workplace, Vicky Walker, CPO at wellbeing and insurance provider Westfield Health.
“DEIB is still seen as a standalone initiative rather than an integral part of business strategy,” she said.
As priorities shift, particularly in response to economic or structural pressures, these roles can be among the first to be reduced, despite the ongoing need for inclusive practices in the workplace, Walker added.
When asked whether they agree that “HR is stuck between employees’ and senior leadership’s conflicting perceptions of DEIB”, most respondents (56%) leaned toward disagreement – versus 28% who leaned toward agreement – suggesting most HR professionals are not under pressure as a result of DEIB-related tensions.
Victoria Gallimore, chief of staff and CPO at insurance intermediary the Clear Group, explained: “With the ever-evolving DEIB landscape, I think there is a movement towards making DEIB about what’s important for the individuals in the company and engagement, versus it being all banded together under one ‘DEIB’ label.”
The data appears to recognise that effective DEIB policies require buy-in throughout an organisation, according to Gallimore, who added: “All leadership has to be on the journey for it to be successfully embedded into a company’s culture.”
Walker said that removing dedicated DEIB roles may “reduce visibility and accountability, which could slow down or even reverse inclusion efforts if not handled carefully”.
Walker concluded: “It’s essential that organisations continue to listen to their people, assess the impact of any changes, and ensure that DEIB remains a strategic focus. With the right commitment and approach, businesses can maintain momentum and build inclusive cultures that support long-term employee wellbeing and success.”
The 2026 State of People Strategy Report compiled responses from 1,002 HR professionals globally between 2 April and 5 June 2025.
