Jodi Kovitz is the chief executive officer of the Human Resources Professional Association (HRPA)
Inclusion, diversity, equity and accessibility (IDEA) programs in the workplace have taken a hit in recent months. South of the border, organizations have begun to scale back or eliminate their IDEA commitments. Since that time, one in five organizations have shuttered their IDEA programs, with six out of 10 in this subset also reporting decreases in hiring from underrepresented groups, according to a survey of 1,000 companies this past summer by resume.org.
The question for Canada is whether we follow that path or chart our own. Canadian governments are advancing policies on pay transparency and broadening diversity disclosures, while research from the Environics Institute shows our commitment to narrowing racial divides is stronger than ever. Osler’s 2024 Diversity Disclosure Practice’s Report suggests we are staying the course with more women on executive teams and boards, but that overall IDEA initiatives could be losing momentum.
Leaders face a workforce revolution reshaping the skills we need to prosper, while also navigating polarized views on IDEA internationally. In this moment, Canadian companies must not only hold the line but double down on inclusion, diversity, equity and accessibility. This is not a matter of semantics or acronyms. This is a matter of our country’s economic strategy and prosperity.
The evidence is clear
For more than 15 years, I have championed this work. From working at Parkdale Legal Aid clinic enabling equitable access to legal services. to founding and scaling #movethedial, which advanced women in business and technology, and now through the HRPA, where I see daily how IDEA principles critically shape the future of work. The principle has never changed: you cannot empower a diverse workplace without equity, and you cannot foster inclusion without accessibility.
The data has always been clear. A 2023 McKinsey study found companies with the most gender-diverse executive teams were 39 per cent more likely to outperform on profitability. A Boston Consulting Group study found nearly half of revenues at diverse companies came from innovation, compared to only 26 per cent among less diverse peers. These are not marginal gains. They are decisive competitive advantages when IDEA is a strategic pillar within a business.
Equally important, younger generations are voting with their careers and wallets. Research by Deloitte shows that employees consistently choose to work for and buy from companies whose values align to their own. Moreover, when they do work for an inclusive company, these teams outperform their peers by a staggering 80 per cent. For employers, this translates directly into attracting and retaining top talent. For investors, it translates into resilience, innovation and sustainable and profitable growth.
Canada’s differentiator
Canada is uniquely positioned to lead. Our diverse multicultural population, long-held values of openness and global reputation as a welcoming society give us a talent advantage few countries can match. Diversity here is not simply demographic, it is a lived asset that strengthens our economy, culture and international relationships.
Fostering diversity of perspectives that reflect Canada’s culture is inseparable from building inclusive workplaces through an intersectional lens. Neither is possible without investing in accessibility. Together, these principles create the trust that underpins human-to-human relationships; relationships that remain at the core of business success, even in an increasingly digital economy.
As other jurisdictions pull back, this is our moment to drive forward. Canada’s values are not just cultural markers; they are our differentiator in the global marketplace.
The challenge is the opportunity
This is not easy work. For multinational companies, attitudes toward IDEA can differ widely across borders. What feels progressive and essential in Canada may be perceived differently elsewhere. But navigating this complexity is a competitive advantage in itself. Companies that master IDEA here in our country and across geographies build stronger, more adaptable organizations while earning trust from global employees, customers and partners.
Some argue that pulling back on IDEA investments is a cost-saving measure in leaner times. The opposite is true. Companies that abandon IDEA will see reduced innovation, weaker decision-making, reputational harm and disengagement among their workforces. They will lose the top talent they need to remain competitive, particularly among the next generation of leaders.
The truth is simple: no matter what you call it, these principles are good for business. They are linked directly to performance, innovation and growth. They drive our ability to outperform and ignite economic prosperity. Canada’s prosperity depends on leaders embracing IDEA not as a passing trend or even solely as a moral value, but as a core economic strategy. While other countries retreat, we should advance. Our future prosperity depends on it.
This column is part of Globe Careers’ Leadership Lab series, where executives and experts share their views and advice about the world of work. Find all Leadership Lab stories at tgam.ca/leadershiplab and guidelines for how to contribute to the column here.