Matthew Brown's Analyst Perspectives

Technology should be viewed as an enabler of program success for diversity, equity, inclusion and belonging, providing extended support that enables teams to expand their reach and ability to execute more complex business processes. AI-powered recruiting platforms, for example, help remove bias from the hiring process by analyzing job descriptions and identifying language that may unintentionally deter diverse candidates. Tools that utilize algorithms to parse and review resumes can prioritize a wider range of applicants, reducing unconscious bias in the initial candidate selection process. For success, HR leaders must ensure that AI solutions are properly configured and calibrated to align with the processes and strategies of the business. Otherwise, the technology could create new obstacles and challenges, such as perpetuating deep biases or excluding highly qualified talent from the talent pools due to a misconfiguration. Compensation analytics tools enable HR teams to easily monitor pay gaps across a much broader collection of demographics, helping enterprises take concrete steps toward pay equity, aligning with the organization’s ability to absorb those changes without much disruption. These tools also offer insights into promotion and career mobility patterns, showing whether certain groups are consistently underrepresented in leadership roles. Rather than simply identifying the gaps, these systems provide actionable recommendations for HR to explore. Technology that fosters inclusion goes beyond recruitment and compensation. Worker feedback platforms allow enterprises to gauge how included and supported employees feel. This equips leaders with ongoing data on worker sentiment, providing insights that can impact policies and programs in real time to ensure everyone feels seen, heard and valued. Benefits and rewards technologies can empower a business to deliver a personalized experience for each employee, providing the support, tools, resources and even rewards that appeal to all workers. The one-size-fits-all approach has long since been a known point of employee frustration, in addition to the teams responsible for selecting, designing and implementing these elements for the enterprise. Technology advances have made the art of hyper-personalization for the employee experience a reality for enterprises of all sizes and geographies. Through 2026, comprehensive approaches to both employee well-being and diversity, equity, inclusion and belonging will become a required component of HCM systems by CHRO leaders. HR leaders can move beyond the luster of buzzwords and evaluate technology based on its ability to meet long-term DEIB goals. The most impactful tools provide clear, actionable insights and facilitate transparency and accountability in diversity efforts rather than those that offer trendy features without depth. The tools should be viewed as a supplement to the team’s (and organization’s) strengths and weaknesses to maximize the impact rather than injected into a misaligned process or adding further burden to a team already struggling to keep up with demand. To select technology that supports meaningful DEIB efforts, HR leaders should: Clearly articulate their DEIB strategy, creating direct connections to the overall goals and objectives across all lines of business. Ask software providers for real-world use cases articulating how the solutions support diversity, inclusion, equity and belonging. The ideal response will go far beyond a standard report or chart. Evaluate whether the application includes features that enable unbiased decision-making (such as blind resume screening, bias-free algorithms or data-driven recommendations.). Request measurable outcomes from the software provider’s existing clients to ensure the solution has a proven track record of success. HR leaders should look for technology that integrates core principles of their DEIB strategy into every stage of the worker life cycle—from hire to retire—rather than adopting bolt-on solutions that do not create lasting change. Aligning HR technology investments with core DEIB objectives and strategic business goals creates a more inclusive and equitable workplace. HR leaders should start with a clear understanding of their organization’s key DEIB objectives before evaluating technology systems. This enables a stronger alignment with business outcomes, leading to higher program value and impact. If your goal is to reduce unconscious bias in hiring, focus on software that offers built-in bias detection or candidate anonymization features rather than just “AI-driven recruitment platforms” that might lack these nuanced capabilities. Teams should commit to developing an internal framework to access technology systems based on actual capabilities and alignment with the organization’s DEIB priorities. This framework should evaluate whether the technology delivers tangible outcomes, offers scalability and integrates well within the existing HR processes. As an added benefit, this framework also helps identify areas for process improvement or augmentation, enabling maximum benefit from the technology. When considering technology investments, it is important to thoroughly review and validate the promises shared in the sales processes. Just because a software markets itself in a way that seems aligned (e.g., AI-powered) does not mean it will meet the specific needs of your DEIB objectives. Always remember that it is acceptable to challenge software providers to demonstrate how the technology contributes to measurable outcomes that support your specific DEIB strategy. It is imperative to maintain a balance between innovation and focus. HR leaders should dedicate time to learning about emerging technologies but approach these activities in a way that ensures the focus remains on how the applications address the specific DEIB challenges for your organization. Always strive to avoid the “shiny object syndrome,” as difficult as it can be. Technology is only as effective as the strategy that supports it. As often as possible, ask yourself, “How does this technology help us meet our long-term DEIB goals?”. If you cannot answer this question, it is a clear indicator of misalignment and serves as a nudge to pause and reassess. The goal should be to design a sustainable DEIB program with the right technology for today and tomorrow. DEIB programs need to be ongoing, not reactive. When evaluating technology solutions, ensure a seamless integration into your existing DEIB initiatives. Technology should enable continuous progress, provide regular worker feedback and offer tools that support mentorship and development for underrepresented groups. From recruitment tools to analytics platforms, inclusion-focused platforms to learning and development tools, a wide range of technology is available to support a comprehensive, sustainable and scalable DEIB program that is met with high favor and engagement across the workforce. HR teams must take a proactive and disciplined approach to technology investments, ensuring each decision aligns with their broader DEIB goals. Buzzwords like “AI” and “automation” will continue to dominate the conversation, but HR leaders should resist the urge to adopt technology solely because it is trendy. Instead, focus on technology solutions that are proven to deliver meaningful, measurable outcomes that drive diversity, equity, inclusion and belonging in your organization. By being strategic about technology, HR can move beyond a compliance-focused, reactive mindset and be seen as a true business partner, one that is crucial in building a culture where DEIB thrives. When HR prioritizes strategic alignment, disciplined technology evaluations and continuous improvement, the organization can maximize technology to create a more inclusive, equitable, and diverse workforce. This shift will not only fulfill key DEIB objectives but also strengthen the business, reinforcing the role of HR as a key driver of organizational success. Regards, Matthew Brown

Matthew Brown's Analyst Perspectives

Building Inclusive Workplaces: HR Tech's Role in DEIB Transformation

Our Analyst Perspective Policy

Our Analysts

David Menninger

Jeff Orr

Keith Dawson

Mark Smith

Matt Aslett

Matthew Brown

Robert Kugel

Stephen Hurrell

ISG Software Research

Subscribe to Email Updates

Posts by Month

Posts by Topic

Analyst Perspectives Archive