President Donald Trump’s executive orders related to diversity, equity, and inclusion (DEI) in the workplace have jump-started discussions about when inclusion and diversity (I&D) strategies are merely performative versus when they produce tangible results.

SHRM has developed a new framework in response to these developments: Belonging Enhanced by Access Through Merit (BEAM), an alternative I&D methodology that shifts the focus from optics to outcomes. The framework outlines strategic actions HR leaders can take to align I&D initiatives with legal requirements and cultivate equitable opportunities for all.

According to the framework, HR leaders should first evaluate whether opportunities are open to everyone, without regard to sex, race, or any other protected status, before identifying talent based on relevant qualifications including skills, proficiencies, and experience.

“Adhering to the BEAM Framework allows organizations to keep up with the shifting regulatory landscape while fostering inclusive cultures—ensuring that individuals are recognized for their performance rather than their identity,” said SHRM Chief Data & Analytics Officer Alexander Alonso, Ph.D., SHRM-SCP, during a Jan. 29 webcast.

One of the core principles of BEAM is “Access Over Identity.” SHRM recommends that organizations expand their recruitment pipelines to overlooked, nontraditional talent pools in order to open access, while practicing “blind” identity-neutral recruitment through the hiring process as far as is practicable.

Expanding Recruitment Pipelines

SHRM has long advocated for widening the aperture at the candidate sourcing stage and recruiting from underrepresented and nontraditional groups. In particular, the SHRM Foundation has supported employers in connecting with untapped talent pools, such as veterans, people with disabilities, people impacted by the justice system, and opportunity youth (young adults who are not in school or working).

By actively seeking candidates from various backgrounds and experiences, employers are privy to a richer pool of skills and perspectives.

“Innovation and decision-making are enhanced by diversity of thought, where not everyone in the room thinks the same way,” said Victoria Mattingly, an industrial-organizational psychologist and founder and CEO of Mattingly Solutions, a workplace inclusion consulting firm in Pittsburgh. “But you need to source for [diverse backgrounds] if you want the benefits of diverse teams.”

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