The risk of politicising inclusion: Is belonging the answer?

Why inclusion has become politicised?

In recent years, equality, diversity and inclusion (ED&I) have become increasingly politicised. What began as a shared goal to create fairer, more inclusive workplaces is now often pulled into broader cultural debates. The growing visibility of social movements, heightened by the media, have turned what were once seen as ethical or business priorities into topics that can divide audiences. For some organisations, this has made inclusion, and the idea of belonging it was meant to create, feel risky or even divisive.

Big brands are stepping back from inclusion

Several big brands that once positioned themselves as champions of diversity are now openly stepping back from their commitments. Rolls-Royce announced it would withdraw funding for its employee inclusion networks and replace them with a broader “employee voice” forum. In the US, companies such as Google, Meta, and Amazon and other big brands, have reduced ED&I budgets and employees, with many of these changes extending to their UK operations. The shift reflects a growing caution among global employers who want to support inclusion but are wary of being seen as politically aligned.

Yet avoiding the topic doesn’t remove the risks, it creates new ones.

For organisations that still want to prioritise inclusion but avoid being drawn into political debate, the challenge is finding the right balance. As a result, we’re seeing some companies rebrand ED&I roles.

When inclusion is diluted, employees start to lose trust. They question whether fairness and respect are still priorities. Customers also notice when a company’s tone or values shift. And from a legal perspective, scaling back ED&I can increase exposure to discrimination or harassment claims. In short, politicising inclusion damages both culture and compliance.

The rise of ‘belonging’ and what it means for organisations

Many employers have started to use the word “belonging” instead of ED&I. It feels warmer, more human and less politically charged. In principle, this is a positive evolution, belonging goes beyond representation and focuses on how people actually feel at work. But the language change must come with substance. If “belonging” becomes a convenient label for reducing ambition, it risks sending the wrong message. Employees notice when inclusion efforts are watered down or deprioritised. Over time, this weakens engagement, retention and overall cultural strength.

Re-centring inclusion around people, not politics

HR leaders can play a key role in restoring clarity and purpose to inclusion and belonging. That starts with taking politics out of the equation and putting people back in. Discrimination, whether intentional or unconscious, limits performance, innovation and collaboration. A culture built on empathy and respect benefits everyone, regardless of background or belief. True inclusion isn’t about taking a stance in a political debate. It’s about creating the conditions for people to do their best work and feel valued while doing it.

Inclusion compliance as a safeguard, not a checkbox

From a compliance perspective, a strong inclusion strategy protects both people and the organisation. Under the Equality Act, employers already have a legal duty to prevent discrimination and harassment. The upcoming Employment Rights Bill will go further, placing greater emphasis on proactive steps, particularly in cases of third-party harassment. A credible inclusion strategy helps employers meet these obligations before issues arise. It demonstrates that the organisation takes its duty of care seriously and provides a clear framework for managers to act.

To stay compliant and credible:

• Review equality and inclusion policies regularly to ensure they remain relevant and accessible.
• Communicate a visible zero-tolerance stance on harassment and discrimination.
• Equip managers with the confidence and skills to handle sensitive issues promptly and fairly.

These steps protect culture, reputation and legal integrity.

Making inclusion meaningful again

For inclusion to thrive, it must feel genuine. That means embedding it in everyday leadership behaviour, internal communication and decision-making and not leaving it as an HR project or campaign. The most successful organisations focus on what inclusion achieves: stronger engagement, higher productivity and a genuine sense of belonging. They measure progress through employee feedback and behavioural change, not just policy updates.

Why HR Leaders must lead the way on inclusion and belonging

Inclusion and belonging cannot succeed if it becomes politicised. HR leaders now have the opportunity to reclaim it as what it was always meant to be, a foundation of good culture and responsible business.

Rebuild trust in your inclusion strategy

Inclusion should strengthen your culture and bring people together. If your approach to ED&I has lost momentum or feels reactive, our consultants can help you get back on track. AdviserPlus works with you to:

• Review and update your inclusion and equality policies
• Equip managers to handle sensitive issues confidently and fairly
• Build a clear, consistent framework for inclusive decision-making

Reinforce trust, protect your reputation and make inclusion a genuine part of how your organisation works.

Book a consultation with one of our experts now.