When President Lyndon Johnson’s later Vice President Hubert Humphrey advocated the Civil Provert Act of 1964, he shouted: “If this leads to racial quotas, I’ll eat the hat.” Humphrey will need a new hat after Dei’s rapid rise over the past few years.

Now, dei fashion fades rightly. The Supreme Court overturned the affirmative action. The company realized that it neither improved the workplace culture nor had a bottom line, which made the company abandon it. President Donald Trump eliminated Dei in administration and stood out in the private sector.

But the true extraordinary is not the demise of Dei, but the extraordinary unity it adopts - once demolished, uniformity will allow multiple policies to recruit, promote and retain the right workforce that suits each company's goals.

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There is no doubt that orthodoxy requires faithful allegiance to narrow rules. When 2500 CEOs signed the same “diversity and inclusive CEO Action” commitment, they promised the same practices, such as unconscious bias training and “progress” on demographic indicators – regardless of how these policies affect their specific business.

Organizations like the LGBTQ+ Human Rights Campaign have established scoring systems that effectively require companies to provide their employees with the same trans-health care package for a mouthwatering “100% rating” – in any other case, this practice could attract antitrust attention.

This compliance violates business logic. No company will adopt the same marketing strategy or pricing model as a competitor - but, in some way, they take the same approach, arguably their most critical asset: their employees.

The Chief Talent and HR departments responsible for implementation and demolition should be leaders in the following – new ideas and approaches thriving to identify and retain the best and brightest employees based on their skills and cultural fit.

This innovative capability should be welcomed. The DEI movement stifles innovation in the HR department. Every company says they want to attract great employees and build a culture of victory. Business executives know that dedicated employees are the difference between top and lowest quarters of performance companies.

However, 73% of publicly traded U.S. companies have passed increasingly strict DEI commitments. Companies as diverse as Salesforce, Target, Coca-Cola and America implement hiring quotas, exclusive access programs based on races and/or implicit bias training under DEI Banner.

No other department has seen a massive adoption of the same ideology. Sales teams have thousands of ways to increase revenue. ABC - Always closed. Rotary Sales - Situation, Problems, Meanings and Requirements Payment. PLG-Product LED growth, etc.

The marketing department also has endless ways to attract new customers. Three C - company, customer, competitor. Four P - Product, Price, Location, Promotion. Five M - Tasks, Money, Message, Media and Measurements.

Financiers always dream of valuing new and exotic ways of companies (remember Wework’s “Community-adjusted EBITDA” metric?); in their opinion, GAAP is not the criteria to be met, but the challenges to overcome. However, human resources departments across the country are in trouble with the same old one.

Now, market watchers are asking what will happen next. But the question is not "Which single method replaces dei?" but "Why should there be a single method?"

There is good reason to be skeptical, replacing one universal authorization with another. Consider what happens when the central plan ends in any field: Innovation thrives. When the government broke up with the monopoly of AT&T in the 1980s, telecommunications changed from a stagnant utility to a dynamic basis for the digital economy. When the government regulated airlines in the 1970s, air travel became the scope of middle-class Americans.

Dei's end of the monopoly on talent strategy is expected to undergo a similar revival, as long as companies are willing to experiment to find the right way to meet their unique needs.

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Visionary companies have begun to invest. Some tech companies are adopting MEI - Merit, Excellence, Intelligence. Perhaps the police and fire departments want to adopt bravery - bold, reliable, responsible, vigilant, compassionate. Healthcare workers can adopt compassionate, adaptive, respectful, authorized care. Construction companies can recruit steel – skilled, trustworthy, efficient, and lasting leaders. Companies have endless opportunities to clearly express who is perfect for their organization.

This is not to give up on diversity in the workplace, but to make it the most meaningful form. Research has been showing that cognitive diversity (i.e., the difference in people’s way of thinking rather than appearance) improves innovation, creativity, and problem solving. Companies that cultivate this deeper form of diversity will position themselves as outperforming the market.

The diversity of hiring methods will also be more extensive. Some companies may focus on recruiting talent from Appalachian or first generation college students. Others may emphasize retention and internal development. Some people may adopt advanced models that quickly test talents at work. Some may stick to their control over race and gender-centric DEI policies, despite increased legal risks. The company will conduct experiments and the free market will determine who wins.

This approach reflects the largest economic success story in the United States. President Harry Truman did not send them all to dig a trenches when the soldiers returned from World War II. They became entrepreneurs, factory workers, artists and inventors and unleashed the largest economic boom in American history. Similarly, as companies move away from rigid orthodoxy, they can develop separate ways to build a workforce, which they believe will maximize their chances of success in the future.

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The DEI movement stifles innovation in the HR department. Every company says they want to attract great employees and build a culture of victory.

Of course, the company will have to apply the metrics to the selected strategy to evaluate performance, but individuals should be recruited and promoted based on any racial and gender neutral criteria set by the company. This will lead to better health for employees, lower turnover and improve company performance. This will also make the Civil Rights Act promise to eliminate discrimination while making racial and gender quotas a relic of the past.

Even Hubert Humphrey stands out.

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