Effective Strategies Human Resource Business Leaders Use to Implement Diversity, Equity, and Inclusion Initiatives That Reduce Worker Turnover

Abstract

Human resource (HR) business leaders prioritizing diversity, equity, and inclusion (DEI) champion a more dynamic and innovative workforce, thereby alleviating labor turnover —a costly hindrance to growth. HR business leaders orchestrate these strategies, promoting an environment where diverse talents are valued and equitable opportunities abound, reducing labor turnover. Rooted in social identity theory (SIT) and the Equity, Diversity, and Inclusion (EDI) framework, this qualitative, pragmatic inquiry sought to identify and explore the practical strategies HR business leaders employ to implement DEI initiatives, thereby reducing employee turnover in the Southeastern United States. The participants were seven HR business leaders in the Southeastern United States who had successfully implemented DEI strategies to reduce labor turnover. Data were collected through semistructured interviews and publicly available documentation, which were analyzed using Braun and Clarke’s thematic coding and analysis approach. The four emerging themes were promoting continuous training and development, cultivating a positive organizational culture, gaining leadership buy-in, and effectively allocating employees. A key recommendation is that HR business leaders continuously promote training and development in unconscious bias, inclusive leadership, and cultural competence, with leadership buy-in essential for fostering an inclusive culture.