Exploring decentralised DEI: Situating inclusivity and accountability outside of HR

Being a human resources professional often demands superhuman resolve: anyone who has worked in an HR department will attest to the regular sensation of feeling overstretched. A 2025 report by HR platform Personio found that approximately 34% of HR workers were considering leaving the industry within the next year.

Amidst the pressures of the pandemic and hybrid working, HR professionals have, over the past few years, also been tasked with taking responsibility for various diversity, equity and inclusion (DEI) initiatives. The increasing awareness of and engagement with DEI across many industries has been of immense benefit to many employees, but the situating of DEI within HR has expanded the role of many HR professionals beyond their workload capacity and, at times, beyond their professional and personal expertise. So in this article, we will be exploring the role of HR with and within DEI and considering how best to integrate DEI into the broader fabric of an organisation.

To understand how decentralised DEI can be effective, we need to start by understanding what HR departments are and aren’t responsible for – and where HR responsibilities overlap with DEI.

The jurisdiction of HR

Although all HR work should be DEI-conscious, not all DEI work is (exclusively) the responsibility of an HR department. There are areas of DEI implementation that should always be HR-led such as:

• Reducing bias in recruitment
• Disciplinary actions in response to discriminatory behaviour
• Policy development and updates.

However, when we look at the scale of DEI, we see areas where employees beyond HR can assist and take some responsibility. These include (but are not limited to):

• Awareness events for certain communities (eg Juneteenth, Holocaust Remembrance, Transgender Day of Visibility)
• Educational sessions and informal training
• Data collection to assess DEI efficacy and impact

Even in areas that are HR-led, such as policy development, HR teams benefit hugely from drawing on the professional and lived experience of employees outside HR. For example, when updating policies around discriminatory language, it may be beneficial to allow relevant employee resource groups (ERGs) to assess and suggest edits based on their awareness of this language and how terms are used within communities to self-describe and self-identify, as well as their understanding of new terms that may be prejudicial in nature.

Although DEI policies in particular must be aligned with relevant legislation (such as the Equality Act 2010), the knowledge and insight of non-HR employees can highlight gaps where current policies do not address DEI matters sufficiently.

The merits of decentralised DEI

What do we mean by decentralised DEI? DEI often comprises many initiatives, policies and practices within an organisation, so although the implementation of many facets of DEI must be overseen by a qualified employee (often found within HR or people teams), both DEI maintenance and the genesis of new DEI initiatives can take place across many teams and levels within an organisation. Decentralisation of DEI can, in itself, be an act of inclusion.

As an example, let’s imagine an organisation that establishes “DEI champion” roles across its departments – individuals who spend the majority of their working week focused on their main role, but have the support and approval of their line manager to allocate a few hours a week to DEI matters. This might include DEI-related event planning for awareness days, ERG liaison and (for our more data-savvy champions) an exploration and analysis of DEI-related company data. For employees who belong to an underrepresented community in their organisation, this can be an opportunity for them to have their say and steer DEI efforts.

Furthermore, these champions can become DEI guides for their colleagues, embedding DEI awareness and engagement across many levels and departments. When there are queries or even minor disagreements around DEI, these champions may be able to advise and support, taking some pressure off HR and people teams.

Of course, HR departments remain crucial components within a company’s DEI system. The aforementioned elements of DEI remain firmly within the jurisdiction of HR departments. But decentralised DEI doesn’t have to look like the Wild West – it is a powerful network of DEI advocates who can champion causes and keep an ear to the ground in departments beyond the reach of daily HR engagement.

Maintaining accountability

HR departments should always be the first port of call when you are reporting concerns. This does not detract from the concept of decentralised DEI – employee wellbeing responsibilities are similarly often spread across several different levels of management in an organisation, but infringements of wellbeing-related policies and practices would still be reported to HR.

Ultimately, HR is most effective not as a source of all DEI initiatives and motions, but as an internal regulatory body – as the first responders when something goes awry, and the hub for guidance and support with DEI implementation.

When working with a decentralised DEI structure, with advocates or “champions” in different departments, maintaining communication is key to accountability. Holding a monthly meeting is a great way to give structure to that communication, but advocates and champions should also be encouraged to liaise and collaborate with one another on a more individual basis.

It is also important that advocates have managerial support and the opportunity to upskill around matters of incident reporting wherever possible. DEI advocacy shouldn’t ever be “tacked on”; it should become part of someone’s job description and be fully supported. This is especially important when employees from underrepresented backgrounds take on these responsibilities, which could lead to labour imbalances that might impact career progression.

However, it is essential that all employees know to take formal inquiries and concerns directly to HR. DEI champions can advocate and guide, but important decisions must remain within the jurisdiction of HR, and this must be known across the organisation.

It goes without saying that factors such as the size and nature of an organisation should inform how decentralised DEI becomes. But there is much one can do to (re)distribute responsibility for and increase engagement with DEI. DEI may be housed within HR in many organisations, but that should not hinder the development of impactful DEI networks within and between departments.

When DEI is interwoven into the practices and values of all teams, it becomes more than a set of responsibilities – it becomes a culture. Giving employees agency and autonomy over DEI implementation is undoubtedly of benefit to HR teams. But above all else, this approach fosters belonging and a sense of ownership. DEI is, and should always be, a collaborative effort: when we draw from a pool of dedication and experience, everyone benefits. There is perhaps nothing more diverse, equitable and inclusive than offering everyone a seat at the table.