Published on: July 16, 2026 at 3:43 pm
The current backlash against diversity, equity, and inclusion (DEI) programs intended to expand opportunities and increase fairness for women, minorities, and other historically marginalized groups—a trend accelerated by U.S. President Donald Trump and his supporters—does not mean that organizations should retreat from their commitments to equal opportunity.
Academy of Management Scholar Emilio Castilla of the Massachusetts Institute of Technology says that many organizations are now emphasizing meritocracy—often to justify abandoning DEI efforts—but he argues that diversity and meritocracy are not mutually exclusive. In fact, he says, without deliberate organizational efforts to achieve genuine equal opportunity for all, there cannot be true meritocracies.
“A true meritocracy requires that you evaluate, without bias, the merits and qualities that are actually relevant for performing well in a given job,” Castilla says. “Sometimes these include the types of training or education you got, but they can also involve skills, abilities, attitudes, experience, and motivation.
“And when you focus on identifying and hiring candidates with the merits that truly matter for the position, while opening opportunities to a broader pool of talent, you will make your organization more competitive, more dynamic, and better equipped to thrive in today’s fast-changing environment,” he adds.
Once individuals are hired, Castilla emphasizes, organizations must follow through by providing the support needed to truly level the playing field—ensuring that all employees have a fair opportunity to succeed in the workplace, regardless of race, creed, color, gender, or sexual orientation. Expanding access—such as lowering degree requirements or hiring candidates without college degrees—can open important doors.
But access alone is not enough. It places a corresponding responsibility on organizations to invest in relevant training, onboarding, and developmental resources so that these employees can perform effectively and advance through the organization.
“In many jobs, a college degree is not necessary,” Castilla says. “Yet instead of identifying the valid criteria that are actually predictive of good performance, many organizations often introduce unnecessary criteria and requirements that restrict access to jobs to a small slice of the population.
“These requirements may deny opportunity to candidates who could perform their jobs very well, especially if they are provided with the appropriate developmental support,” he adds.
Castilla also draws a distinction between providing developmental resources to promote equal opportunity for success and traditional DEI programs such as affirmative action.
“Many diversity programs failed—and in some cases even backfired—because people perceived that different qualification standards were applied to certain demographic groups,” Castilla says. “That is very different from giving everyone a fair chance.
“You can hire someone who may not have the usual credentials—such as a college degree or top grades—but who has the qualities and motivation to do the job and then give them the support they need to succeed,” he adds.
Although DEI efforts are likely to remain under assault while President Trump’s anti-DEI executive orders remain in place, Castilla says that the renewed focus on meritocracy should not come at the expense of fairness and inclusion in organizations.
“I believe,” he concludes, “that organizations with truly meritocratic strategies to managing talent—those that give every employee a real chance to succeed at every stage of the employment process, regardless of background—will be better positioned to attract and retain highly motivated talent, and will enjoy a clear competitive advantage in today’s business environment.”
