FINRA Panel: Corporate Inclusion Needs a New Approach

Inclusion and diversity initiatives often fall short when applied as checklist items rather than being integrated into company culture, according to diversity, equity and inclusion experts at the “Chief Diversity Officer Roundtable” session during FINRA’s Diversity Leadership Summit.

Tyronne Stoudemire, senior vice president of global diversity, equity and inclusion for Hyatt Hotels Corp., debunked the misconception that companies simply need to have diversity on paper, a task accomplished by hiring employees from various backgrounds. He argued during a session on Thursday that token hiring practices can backfire if employees are not empowered to speak up.

Stoudemire shared that some CEOs misinterpret diversity and inclusion as a requirement to have one of each demographic group in every department. “What you need,” he explained, “is an environment where, if you have a Black person on your marketing team, that person feels empowered to contribute fully, without their identity impacting their standing.”

According to the panel, creating an inclusive culture involves restructuring the power dynamics that often silence minority voices. If a Black employee in marketing notices problematic messaging and does not feel supported in voicing concerns, both the campaign and workplace morale suffer, Stoudemire noted.

Audria Pendergrass Lee, FINRA’s vice president of talent acquisition and chief diversity officer, pointed out that true allyship goes beyond nominal support.

“Allyship is action,” she said, explaining that companies need to establish systems that operationalize inclusion, making it an ongoing effort, not just a feel-good statement.

Employee Satisfaction and Retention

Lee explained that some companies still think inclusion is an “invisible” process, which means they focus on promoting diversity but do not create systems to support it. This neglect, she warned, leads to employee dissatisfaction and turnover, especially among underrepresented employees who feel disconnected from organizational culture.

Paolo Gaudiano, founder of and chief scientist at Aleria, further explained the impact of these structures on employee retention. He shared how organizations often attempt to mimic the diversity practices of other companies without fully understanding their own specific needs and internal dynamics.

“Every company is different, like a big, complex ecosystem,” he said, warning that imitating other companies’ diversity programs without customization can backfire. Companies that try a “copy-paste” approach to inclusion and diversity often find the strategy ineffective because they have not addressed their unique structural and cultural barriers.

Workplace Policies

The panel also discussed that policies need to be more flexible and inclusive for all employees, particularly to support a shifting workforce that values family time and work-life balance. Stoudemire noted that workplace flexibility—once seen as a “perk” for women re-entering the workforce—has since shown benefits for all genders, citing data that men also value paternity leave.

Despite some improvements to corporate policies, the panel cautioned against complacency.

“The policies we have now weren’t designed for today’s diverse workforce,” Lee said, mentioning that outdated policies can inadvertently favor white male employees, as these were the groups traditionally targeted by initial workplace benefits. Revising policies to meet the needs of modern, diverse employees is critical for building truly inclusive workplaces, she said.

“A rising tide of inclusion lifts all boats, but it benefits most those who were the farthest below,” Gaudiano said.

He emphasized that inclusion is not about redistributing existing resources but about creating new opportunities for all employees. As companies take steps toward inclusivity, he argued, those who previously faced the greatest hurdles stand to benefit the most, ultimately enriching the company’s culture and bottom line.