Date of Conferral

11-26-2024

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Jodine Burchell

Abstract

Human resource (HR) business leaders who prioritize diversity, equity, and inclusion (DEI) champion a more dynamic and innovative workforce and alleviate labor turnover, a costly hindrance to growth. HR business leaders orchestrate these strategies, promoting an environment where diverse talents are valued and equitable opportunities abound, reducing labor turnover. Rooted in the social identity theory (SIT) and the Equity, Diversity, and Inclusion (EDI) framework, this qualitative pragmatic inquiry aimed to identify and explore effective strategies HR business leaders use to implement DEI initiatives that reduce employee turnover in the Southeast United States. The participants were seven HR business leaders in the Southeast United States who had implemented successful DEI strategies to reduce labor turnover. Data were collected using semistructured interviews and publicly available documentation, which were analyzed using Braun and Clarke’s thematic coding and analysis. The four emerging themes were promoting continuous training and development, cultivating a positive organizational culture, gaining leadership buy-in, and effectively allocating employees. A key recommendation is that HR business leaders continuously promote training and development in unconscious bias, inclusive leadership, and cultural competence, with leadership buy-in essential for fostering an inclusive culture. The potential for positive social change includes driving societal progress, creating stable, long-term job prospects for community members, and contributing to the holistic advancement of the community, leading to more significant investment in local services and fostering enhancements in the region’s overall quality of life.

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