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Is there a potential to see "too much of DEI" not as a failure, but as a natural phase of meaningful change? Sarah Gideon explores how to reframe our mindsets.
Over the past few years, the principles of diversity, equity, and inclusion (DEI) have shifted from a side initiative to a strategic priority in many organisations. From rolling out bias training to establishing employee resource groups (ERGs) and setting ambitious inclusion goals, companies have tried to build workplaces that are fairer and more representative. But today, a quieter narrative is emerging in HR circles: DEI fatigue.
What is DEI fatigue? DEI fatigue refers to the emotional, psychological, and physical exhaustion that comes from prolonged engagement in equity-related efforts— especially when results feel slow or resistance persists. For some, it's the fatigue of leading change without sufficient support. For others, it's the discomfort of confronting long-held assumptions.
Some signs of DEI fatigue include resistance to training, disengagement, performative behaviours, or even quiet quitting on inclusion efforts.
According to Harvard Business Review, the average tenure of a Chief Diversity Officer in the US is just three years — partly due to burnout and the emotional labour involved in pushing for culture change without clear authority or adequate resourcing. The good news, though, is that the role itself is becoming more common.
Meanwhile, this phenomenon is not just restricted to leaders. Frontline employees may experience “change fatigue,” feeling overwhelmed by new initiatives, dialogues, and demands on emotional labour.
Why fatigue occurs
Fatigue often arises when:
- There’s a lack of visible progress, leading to disillusionment.
- DEI efforts are reactive, not embedded in core business strategy.
- The emotional labour isn't shared, falling disproportionately on underrepresented groups or ERG leaders.
- Discomfort is pathologised, rather than recognised as an expected part of the unlearning process.
The World Economic Forum also noted that, in some cases, it may happen because companies are dedicating insufficient time and resources to the DEI process, leaving DEI leaders struggling with the lack of support.
Discomfort as a signal; not a symptom
Change can be uncomfortable. But discomfort is often a necessary signal that something deeper is shifting.
Just as physical training stresses the body before strength develops, DEI fatigue can represent a culture stretching beyond its familiar boundaries. When people wrestle with new perspectives, challenge outdated norms, and pause to reflect, it may feel like stagnation — but it's actually the friction of transformation.
For HR leaders, the challenge is not to avoid fatigue but to manage it wisely, offering space to rest, reflect, and recommit.
HRO has come up with five ways HR can respond to DEI fatigue with empathy and strategy:
Normalise the conversation
Acknowledge that DEI fatigue exists — and that it’s okay. Talk about it more with your employees. That way, it will encourage honest, open conversations without judgment, if ever you need to address the matter.
Revisit your "why"
Reconnect employees with the core values driving your DEI efforts. Share stories of progress, no matter how small.
Support the champions
Don’t let ERG leads and DEI advocates shoulder the burden alone. Provide resources, recognition, and emotional support.
Make it sustainable
Shift DEI from one-off events to systemic practices — baking equity into hiring, performance reviews, and leadership development.
Train leaders to hold space
Equip managers with the skills to navigate difficult conversations and lead inclusively, not just delegate to HR.
DEI fatigue is not a sign of failure — it’s a sign that the work is reaching deeper levels of impact. Meaningful change often brings discomfort, but it also signals growth, accountability, and progress. For HR leaders, this is the moment to stay the course with clarity and compassion. By supporting your people, aligning DEI with business strategy, and embedding equity into everyday decisions, you’re not just ticking boxes — you’re shaping a culture built to last.
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