To mark Disability History Month, HRZone has partnered with Diversity and Ability to bring you a three-part series ‘Disability History: Lessons for Future-Proofing HR Practices‘. Part three, below, examines common objections to EDI and how to approach backlash in a different way.
Equity, diversity and inclusion (EDI) is at a turning point. Public debates around so-called ‘wokeness’ have intensified, leaving businesses (particularly HR teams) navigating a minefield of accusations of tokenism and fears of exclusion. Outcries against EDI are more than surface-level critiques; they reflect deep-seated concerns that must be addressed head-on. The solution? An anticipatory welcome that reshapes workplace inclusion for the better.
Common objections to EDI initiatives
Objection 1: EDI is too costly and time-consuming
A common misconception is that EDI efforts require massive investment. However, evidence from the user base of Diversity and Ability’s AXS Passport reveals that most adjustments people need are free and simple to implement.
It can be tempting to focus on grand gestures, but they’re less effective than consistent, everyday practices, and they’ll get pushback from both sides. Phenomena like ‘Pinkwashing’ are evidence that people always recognise insincerity. Pinkwashing is when organisations or brands publicly support LGBTQ+ rights to appear inclusive but fail to back this with meaningful actions or policies. The reality is that equity, inclusion and belonging are built through small, cumulative actions of people working together. There is no one-policy-fits-all.
Objections arise out of fear: fear of getting it wrong or being left behind. These feelings are valid, but can be productively addressed with empathy and evidence.
Objection 2: EDI initiatives compromise merit-based hiring
This raises a crucial question: how do you define merit? EDI doesn’t lower standards; it ensures potential is recognised and nurtured.
Without equitable practices, businesses risk overlooking talent by failing to provide the tools and environments people need to thrive. In November, the London School of Economics released research evidencing that EDI initiatives are positively associated with business innovation and market valuation. Inclusive practices can’t be separated from the business strategy; instead, EDI initiatives uncover and harness the untapped potential for success.
Objection 3: EDI creates division rather than unity.
“What about me?” is a natural response when people feel like others are being offered support, tools or opportunities that they can’t access. These concerns stem from a scarcity mindset, the idea that opportunities or resources are finite.
In reality, scarcity isn’t innate, it’s created. It’s an issue that arises when equitable practices are kept behind barriers; for example, assistive technology only being available to those with a medical diagnosis.
But when organisations adopt truly equitable practices, they’re not just levelling the playing field for people who have previously felt excluded. Instead, they’re promoting participation and choice for everyone.
Why do these objections arise?
Objections arise out of fear: fear of getting it wrong or being left behind. These feelings are valid, but can be productively addressed with empathy and evidence. For businesses, understanding the “why” behind resistance is critical to designing EDI initiatives that resonate with everyone.
Anticipatory welcome: A new approach to EDI pushback
An anticipatory welcome shifts the conversation from reactive to proactive. It’s about asking: What can I implement now so someone doesn’t have to ask for it later?
A reactive approach
This is often the legal compliance route. It doesn’t presume that difference and disablement will be present; instead, it waits for individuals to disclose.
However, we must understand that people disclose because the stakes are too high not to, not because they feel safe. Specifically, because they feel unsafe, and are concerned about their performance being questioned and losing their job if they don’t. When we are reactive, we remain in a place where the individual is the problem, and power is sequestered within leadership.
An anticipatory welcome shifts our approach so that inclusion is not gatekept.
A proactive approach
Many organisations have moved past reactive to a more proactive approach, which is certainly a step in the right direction. Leaders seek to improve the representation of marginalised people, and in advance of a more diverse workforce, they let individuals who have disclosed know their new shiny EDI policies.
This step forward is positive, but it still relies on individuals to feel safe enough to share and to know what will help. In the end, it still centres on the individual’s differences, and the power remains out of their hands.
An anticipatory welcome
An anticipatory welcome shifts our approach so that inclusion is not gatekept. By creating a baseline of inclusion, we’re actively removing the scarcity mindset. We’re creating a sense of power being equitably distributed. If we reflect on the ways people feel included and the burden of disclosure, we can recognise that many things we implement for individuals would benefit everyone.
Often, adjustments are rejected as unreasonable as they are seen as giving an advantage, such as providing the interview questions in advance. Yet the solution is simple: provide the questions to everyone in advance. At Diversity and Ability, I have seen the difference this has made to the hiring process. I see people at their best, and even unsuccessful candidates walk away with a positive experience every time.
Turning resistance into opportunity
One in six people will experience disablement in their lifetime. How much do you stand to lose if EDI fails?
The role of EDI is about space-making. We should approach backlash or criticisms with the same focus we bring to the rest of our work.
By addressing objections with empathy and an anticipatory welcome, businesses can transform resistance into dialogue and innovation. Rather than viewing EDI as a compliance exercise, forward-thinking organisations should recognise it as a strategic advantage.
Don’t let pushback hold you back. Use it as a gateway to build a resilient, inclusive workplace that’s ready to thrive in the future.
