Inclusion strategies such as diverse recruitment, pronoun visibility and gender-affirming policies are being painted as radical or extreme, but the evidence tells a different story, writes Archie Beetle.
A growing campaign, led by political figures in the United States and increasingly echoed in Australia, seeks to discredit diversity, equity and inclusion work. What was once essential for fairer, more representative workplaces is now being misrepresented as unnecessary, divisive or even dangerous. This is not incidental; it is a deliberate strategy by select politicians to wind back progress, fuel fear and division, and silence conversations about systemic inequity. Their goal is to protect the structures that benefit those already in power.
Trans and gender diverse folks have become the primary scapegoats in this effort. It is a tactic as old as time: when those in power feel threatened, they redirect public frustration toward marginalised communities.
These distractions pull attention away from real, ongoing issues: unequal access to opportunity, underrepresentation in leadership and the lack of safety many still face at work.
Meanwhile, inclusion strategies, such as diverse recruitment, pronoun visibility and gender-affirming policies, are being painted as radical or extreme. But the evidence tells a different story. Inclusive workplaces consistently perform better. And because that evidence threatens political narratives, opponents dismiss it.
The real danger is when misinformation shapes public policy. When fear replaces facts, it’s the most marginalised communities who experience the consequences. We need leadership rooted in evidence, respect and clarity. Something we seem to be lacking from many of our political leaders.
What the evidence says
Opponents of DEI often claim that it undermines meritocracy, but this claim doesn’t hold up under scrutiny. A 2025 study from UNSW Canberra found that when the merit principle is applied correctly in the public service, it enhances diversity. The research indicates that merit and diversity are not mutually exclusive but complementary, leading to better outcomes when implemented together.
When done right, DEI allows more people to be seen, heard and considered based on their actual capability rather than their similarity to those already in power. Too often, perceived merit is influenced by unconscious bias, where leaders hire those who reflect themselves, maintaining systems that exclude.
This isn’t just an ethical argument; it’s also a business one. According to Deloitte, organisations with inclusive cultures are:
- 2x more likely to meet or exceed financial targets
- 6x more likely to be innovative
- 8x more likely to achieve better business outcomes
For public institutions, these figures should matter: they translate into stronger teams, more effective services and greater public trust.
The reality on the ground
At Queer Town, we’ve worked with dozens of government departments, councils and public-facing agencies, and what we’re seeing on the ground tells a different story from what’s dominating the headlines.
Leaders and HR teams across sectors are reaching out, asking: How can we ingrain inclusion into the DNA of our operations, as opposed to implementing one-off initiatives vulnerable to future cuts? From our perspective, the political backlash is actually prompting organisations to act with newfound purpose and urgency to reduce potential negative impacts on their teams, consumers and communities.
Our clients and partners are moving beyond one-off, rainbow-cupcake-morning-teas, to strategic, sustainable, long-term improvements in DEI – though personally, I am still always in support of baked goods. Smart leadership in business means embracing structural reforms that improve staff engagement, retention and safety – initiatives that align internal culture with the communities they serve. This is good governance, and what both the public and workforce expect.
Gen Z expect inclusion
Not only are the false claims made by politicians against DEI misleading, they’re also out of touch. The upcoming generation of workers are the most diverse, connected and values-driven Australia has ever seen. These emerging professionals have grown up with a broad understanding of identity and human rights, shaped by social media, digital access and global activism. They expect inclusion as a baseline, not a bonus.
Agencies that act now to embed inclusion as a core part of their organisational identity will be better positioned to attract, engage and retain this new generation of talent. They’ll also be better equipped to address the unique needs of the communities they serve.
Blind compliance with short-term political powers may appear the safest route in the moment, but the long-term consequences will be costly. A disengaged workforce, higher absenteeism and increased staff turnover will have critical impacts on service delivery, public trust and organisational success.
Government agencies that want to remain relevant and respected will need to meet the next generation’s call for progress, transparency and leadership that reflects the world they already live in.
Stay the course
The barrage of misinformation and fearmongering around DEI can be overwhelming, especially for public servants, juggling the priorities of the government and the community. It’s tough to hold your ground when the pressure is so loud, but when in doubt or desperation, turn to the evidence.
We know that diversity, equity and inclusion are not just buzzwords; they make teams stronger, improve outcomes and lead to better public service. Remember: DEI is an ongoing practice that evolves as our understanding of the communities we serve evolves. It can’t be achieved or ticked off overnight, it’s a commitment to a continuous learning journey.
Stand firm in the evidence around DEI’s benefits, consult with the communities your policies impact, and make inclusion part of your agency’s everyday operations. In doing so, you’ll be providing a public service that genuinely reflects and empowers your community.
Archie Beetle (they/them) is founder & CEO of Queer Town
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