DEI Is PR in Heels

Let me start by saying this: Diversity, Equity, and Inclusion (DEI) is a noble idea, creating fairness, access, and spaces where everyone feels seen. But what happens when that idea is repackaged, dressed up, and paraded around like a fashion trend? You get DEI as PR in heels: pretty on paper but hollow in practice.

I’m Sara Yahia, an HR leader with over 12 years of international experience, specializing in HR operations and strategies. I’ve worked in luxury hospitality, retail, entertainment, and finance, and I’ve built people-first tactics from the ground up. I’ve had a front-row seat to how DEI can be implemented and how it can be used as a brand booster. Accepting the reality, I stopped nodding politely and sugarcoating the corporate illusion, which is not ready for sincere and real change.

You know the type: the ones that publish glossy annual reports showcasing their “diverse” teams, complete with inspirational CEO quotes about belonging. Maybe they’ve formed a new committee with a catchy name, posted photos of cultural heritage days, or issued statements on LinkedIn during heritage months. It all looks so good from the outside.

But when you take a closer look: the same people are sitting in the decision-making chairs; the same salary gaps go unaddressed; the same unconscious biases shape who gets promoted and who stays invisible.

Let’s call it what it is: Performative Inclusion. It’s the polished version of DEI, created for shareholders and social media, not for the employees quietly watching from the sidelines.

I’ve witnessed companies hiring candidates from diverse backgrounds, leaving them stuck in junior roles. They’ll sit at the table, but their insights are considered afterthoughts. The culture says, “We welcome your presence,” but the power structure says, “Stay in your place.” That’s not inclusion. That’s tokenism.

True DEI work is not about optics; it’s about operations. It’s about asking hard questions, such as who has real influence here? Whose voices are shaping our policies? Who benefits, and who gets left out? It requires vulnerability, accountability, and the courage to disrupt comfortable patterns. But the real question is: Do corporate decision-makers really want a true DEI?

So, what can you do if you’re navigating these environments? First, learn to recognize tokenism for what it is. It can be subtle, such as being the only woman in the room, the only person of color in leadership, or the only one brave enough to question the “way things have always been done.”

Second, document your experience. Keep receipts. Because silence doesn’t protect you, and documentation empowers you.

Third, ask thoughtful questions in meetings. “What does the data say about this decision?” “How are we evaluating the impact on marginalized groups?” Questions don’t have to be confrontational to be powerful. They can be a quiet form of resistance.

And if you’re in leadership, please take an honest look at your DEI program. Is it a force for change or just a feel-good campaign? Does it have real teeth or just nice heels?

We owe it to our teams and ourselves, making DEI more than a talking point. It’s time we put substance before style.