Businesses should begin utilizing “guerilla tactics” in order to continue their diversity, equity, and inclusion (DEI) efforts in the aftermath of the Supreme Court decision which struck down affirmative action, according to a recent Forbes article.
Writing for Forbes, Joe Santana opined that businesses had an incentive to implement DEI, arguing that “the ability of DEI investments to drive current and future bottom-line results is undeniable.” Unfortunately for these businesses, Santana proffered, “staying the course in DEI efforts can be challenging for businesses today” since, “some companies might fear backlash from consumers or employees” along with “cutbacks and legal attacks.”
The solution, according to Santana, is to move in secrecy. Rather than do away with DEI training, Santana instead suggested the DEI training sessions ought to continue, only, “don’t label it as ‘diversity and inclusion’ or ‘bias training,’ specifically.” Instead of referring to DEI training sessions, Santana instead recommends referring to them by the particular area or group of people the DEI training sessions are being conducted on behalf of. For example, “instead of ‘DEI Training for Managers,’ if you intend to improve relationships between managers and their teams for increased productivity, call it ‘Strategies for Enhancing Team Performance.’”
Santana advised other ways of sneakily inserting DEI into the workplace. Because Americans have shown an increasing opposition to the narrative of a gender wage gap, Santana concluded that a way of side-stepping this aversion would be to classify fixing this wage gap as performance-based pay. Santana suggested other ways of couching DEI related language to avoid opposition, offering that hiring individuals for the sake of diversity could be justified to potentially hostile employees as a way of “fostering a diverse range of cultural perspectives.”
Related: Department of Commerce Forces Employees to Swear Fealty to DEI Agenda
Santana admitted that “DEI has often been employed as a mere PR tool for virtue-signaling” but argued that to hire for the sake of diversity was in the best interests of businesses in what he refers to as “an increasingly diverse and global business landscape.” Of course, this necessarily begs the question: if DEI is simply a question of what is in the best interest of the company, why does Santana believe it necessary to disguise it via “guerilla tactics” if such practices are allegedly demonstrably in the best interests of businesses?
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