'While DEI is smart corporate strategy, belonging is a feature of great culture' says author
The state of Diversity, Equity, and Inclusion (DEI) initiatives is facing significant shifts across North America. Major corporations such as McDonald’s, Walmart, and Amazon are cutting back on DEI efforts, reflecting a growing skepticism in the value of such programs as standalone solutions.
Meanwhile, former U.S. President Donald Trump’s recent executive order putting all federal DEI staff on paid leave underscores the political volatility surrounding these initiatives. Trump labeled DEI efforts as "woke mandates," arguing that they impose unnecessary division and bureaucracy.
Against this backdrop, thought leaders like Dan Berger, author of The Quest: The Definitive Guide to Finding Belonging, advocate for a reimagined approach—focusing on "belonging" as either an alternative or complement to DEI. Berger explains, “DEI has created tribalism as opposed to communities. While DEI is smart corporate strategy, belonging is a feature of great culture.”
Disconnect between inclusion and belonging
For health and safety leaders, who often oversee DEI alongside other responsibilities, the distinction between inclusion and belonging is vital. Berger notes, “inclusion is about ensuring people are part of processes like transparency and knowledge-sharing. Belonging, however, is a feeling. You can’t tell someone they belong—they have to feel it.” This difference highlights why many DEI initiatives fail to foster genuine engagement.
Berger’s five-step framework for belonging offers actionable guidance. It begins with hospitality, creating warmth and safety for employees. “If people don’t feel welcome and safe, they won’t be themselves,” Berger says. From there, organizations can nurture engagement, commitment, and finally belonging. The graphic provided below illustrates this journey.
Why belonging matters in safety-centric roles
For health and safety professionals, belonging is more than a buzzword—it’s a foundation for trust and open communication. “If employees don’t feel like they belong, they might not speak up about safety concerns,” explains Berger. “Belonging helps break those barriers.” This is especially relevant as health and safety leaders increasingly take on portfolios that include employee well-being and DEI.
Moreover, belonging fosters retention and engagement. According to Berger, “members cross-pollinate beyond immediate circles, participate, and contribute when they feel connected.” This aligns with safety professionals' objectives to create collaborative and hazard-free environments.
The case for cultural change
While DEI brings measurable metrics, belonging fosters organic growth. “DEI should be tracked but not be the end-all, be-all,” Berger advises. Belonging, by contrast, is about creating a community where employees “proudly identify with their workplace.”
As organizations reassess their DEI commitments, belonging offers a way to rebuild workplace culture. While Berger believes DEI’s mandates have their place, he promotes belonging which focuses on emotional well-being and trust—essential elements for sustainable success. “You’ll get much farther if your mandate is around belonging rather than DEI. It’s about making people feel safe, engaged, and committed.”
For health and safety leaders, this shift represents an opportunity to bridge the gap between compliance-driven initiatives and genuine human connection—creating workplaces where safety and inclusion flourish side by side.
