As companies reassess workplace culture initiatives, the debate is shifting from whether diversity training should exist to how it should be delivered.

In recent years, diversity, equity, and inclusion (DEI) training has become a standard component of many workplace development programs. Introduced widely after calls for greater workplace equity and representation, these initiatives were designed to help employees understand different perspectives, reduce bias, and create more inclusive work environments.

Today, however, some organizations are reconsidering how those programs fit into their broader business strategy. Legal scrutiny, political debate, and questions about effectiveness have prompted many employers to reevaluate traditional DEI frameworks, sparking a broader conversation about whether companies should maintain, modify, or move away from the approach altogether.

For some leaders, the answer isn’t to abandon diversity training, but to rethink how it’s framed.

“Taking the politics out of it; having training guarding diversity – you know there’s personality diversity, there’s racial diversity, there’s generational diversity,” said Herb Dew, founder and CEO of HTI (Human Technologies) in Greenville, South Carolina. Dew made his comments on an episode of Let’s Talk HR, part of the Let’s Talk Business South Carolina network of B2B talk shows. He was speaking with the show’s host and veteran business publisher, Rick Jenkins.

“I would say the biggest thing we’re facing right now is actually the difference in how generations look at work,” Dew added. “That’s diversity.”

Indeed, generational differences are increasingly becoming one of the most significant workplace challenges. Baby Boomers, Gen X, Millennials, and Gen Z employees often bring different expectations about communication, career advancement, workplace flexibility, and leadership style. For many companies, navigating these differences is becoming just as important as addressing more traditional forms of diversity.

Still, the acronym “DEI” itself has become a flashpoint in public discourse.

“You throw DEI as an acronym for it, and then all of a sudden right now it invokes a negative emotion on the part of a lot of people,” Dew said.

Jenkins weighed in on the conversation: “No one should have a problem with DEI if it is handled in the right way. If you have a problem with diversity, if you have a problem with making sure that the workplace is an equitable place to be. If you have a problem with someone feeling like they are included, I think YOU have a problem. But DEI means something now that it did not mean when this whole thing started.”

That shift in perception is part of what has prompted some organizations to rethink how they approach workplace education. Rather than abandoning the concept entirely, many companies are reframing their efforts around broader themes such as collaboration, communication, and cultural awareness.

Dew believes that when the goal is simply helping employees better understand each other, the value of training becomes clear.

“If you say, do you think people understanding each other…training regarding understanding each other and different directions you’re coming from is valuable,” he said. “Everybody would say yes to that.”

From his perspective, the question is less about whether companies should invest in these conversations and more about how they structure them.

“I would say green light if it’s done in a way that doesn’t sort of seem like it’s political,” Dew said.

Supporters of DEI initiatives argue that structured programs still play an important role in addressing systemic barriers, fostering belonging, and improving organizational performance. Numerous studies have linked inclusive workplace cultures to stronger employee engagement, better retention, and more innovative teams.

Critics, however, contend that some training programs can feel prescriptive or divisive, particularly when they focus heavily on ideology rather than practical workplace dynamics. In response, some companies have scaled back formal DEI programs or replaced them with broader leadership and culture initiatives.

What’s emerging instead is a more nuanced conversation about workplace diversity—one that acknowledges both the importance of understanding differences and the need to keep those discussions grounded in shared goals.

For Dew, the underlying principle remains straightforward.

“You take the politics out of it,” he said. “It’s always best to understand each other.”

As companies continue to evaluate their workplace strategies, that idea may become the common ground between those who want to preserve DEI programs and those who believe it’s time to rethink them.