Cutting Through the DEI Confusion: A Practical Look at SHRM’s BEAM Framework
Navigate DEI confusion with this Practical look at SHRM’s BEAM Framework. Discover practical strategies to enhance workplace inclusivity with SHRM’s BEAM Framework.
top of page
JUNE 2026
TABLE OF CONTENTS
TABLE OF CONTENTS
TABLE OF CONTENTS
TABLE OF CONTENTS
TABLE OF CONTENTS
REGISTER NOW!
- This course is offered for free to all Vida HR Clients -
Delegation sounds simple in theory, but in reality many leaders struggle with letting go of work, trusting others with important responsibilities, and balancing support with accountability.
This practical and honest Power Session explores the real reasons delegation is difficult, especially for high-performing and highly accountable leaders. We will discuss common habits that keep leaders overloaded, what effective delegation actually looks like, and practical ways to create stronger ownership, accountability, and team capability over time.
Topics Include:
-
Why delegation feels so difficult
-
Common leadership habits that create overload and dependency
-
The difference between task dumping and true delegation
-
How to create clearer ownership and expectations
-
Coaching vs rescuing
-
Building stronger, more capable teams
Cutting Through the
DEI Confusion
A Practical Look at SHRM’s BEAM Framework
Many employers feel stuck when it comes to DEI efforts right now.
Legal changes, shifting expectations, and increasing scrutiny have left organizations unsure of what is effective, what creates risk, and how to move forward in a practical way.
At the same time, most employers still want the same thing: workplaces where employees feel respected, valued, and able to contribute their best work.
One framework gaining attention among HR leaders is the BEAM framework developed by SHRM (the Society for Human Resource Management). BEAM stands for Belonging Enhanced by Access Through Merit and offers organizations a practical way to evaluate workplace programs through the lens of opportunity, transparency, and merit. Rather than focusing on labels or ideology, BEAM asks a simpler question:
Are opportunities truly open to everyone, and are decisions being made based on job-related merit?
Why Employers Are Reexamining Their Approach
Recent policy developments have created uncertainty for many organizations. Executive orders issued in 2025 changed federal expectations surrounding certain DEI-related initiatives and caused many federal contractors to reevaluate longstanding practices.
Even outside federal contracting, employers are becoming more cautious about programs that may unintentionally create legal risk.
At the same time, many organizations have struggled to measure whether traditional diversity initiatives are actually improving workplace outcomes. Employees often respond more positively to environments where expectations are clear, opportunities feel accessible, and advancement appears fair and transparent.
That is where the BEAM framework comes in.
What the BEAM Framework Is
The BEAM framework is essentially a five-question test organizations can use to evaluate workplace initiatives such as hiring programs, leadership development, mentorship opportunities, and internal promotions.
It focuses on five core principles:
-
Inclusion
-
Access for All
-
Merit-Driven Decisions
-
Inclusive and Accessible Information
-
Skills-First Optimization
The Five BEAM Principles in Practice
1. Inclusion: Ensure Opportunities Are Open to Everyone
In the BEAM framework, inclusion means creating workplace opportunities that are open, transparent, and tied to clear, role-related expectations.
For example, a leadership development program may allow any employee who meets performance and tenure requirements to apply. When employees believe opportunities are genuinely open to them, trust and engagement tend to increase.
2. Access for All: Make Opportunities Realistically Available
Open access on paper does not always mean real access in practice.
Organizations should evaluate whether employees can realistically participate in programs and opportunities. Training offered only after work hours, development opportunities shared informally through manager networks, or programs geared primarily toward in-office staff can unintentionally limit participation.
Addressing these barriers helps broaden the talent pipeline while improving fairness and consistency.
3. Merit-Driven Decisions: Define Qualifications Clearly
A central component of the BEAM framework is ensuring decisions are based on job-related qualifications, skills, and performance.
Many organizations are strengthening this approach by implementing structured interview criteria, competency-based scoring rubrics, and work sample assessments.
Clear criteria create consistency and reduce the perception of favoritism.
4. Inclusive and Accessible Information: Communicate Transparently
Another common barrier to opportunity is information access.
If opportunities are communicated only through informal networks, some employees may never learn about them. Organizations can improve transparency by centralizing postings, broadly communicating opportunities, and making expectations easy to understand.
When employees know where to find opportunities and how to qualify, confidence in the process increases.
5. Skills-First Optimization: Build the Talent Pipeline
The final BEAM principle focuses on development.
Rather than assuming employees are already prepared for advancement, organizations should invest in helping employees build the skills needed to compete for future opportunities through mentoring, certifications, stretch assignments, coaching, and upskilling programs.
This aligns with broader workforce trends as many employers reconsider whether traditional degree requirements are truly necessary for every role. A stronger focus on skills can expand the talent pool while still maintaining high performance standards.
Why Inclusion Still Matters for Business Outcomes
Regardless of how organizations label their programs, research continues to show that employees perform better when they feel included, respected, and comfortable contributing ideas.
Workplaces with stronger psychological safety and trust tend to experience better collaboration, stronger retention, and higher engagement. Employees who believe opportunities are fair are also more likely to stay and invest in the organization’s success.
For many organizations, this is ultimately less about politics and more about building strong workplace infrastructure that supports performance.
Using BEAM as a Practical Self-Check
One of the advantages of the BEAM framework is its simplicity.
HR teams can use it as a quick self-assessment tool when evaluating programs such as leadership development, mentoring initiatives, recruiting partnerships, or internal mobility efforts.
A simple starting point is asking five questions:
-
Are opportunities open to everyone?
-
Can employees realistically access the program?
-
Are decisions based on job-related merit?
-
Is information shared clearly and broadly?
-
Are employees given opportunities to build the skills required to qualify?
Reviewing programs through this lens can reveal small adjustments that significantly improve fairness, transparency, and effectiveness.
Why This Matters Right Now
Recent enforcement actions show why many employers are reevaluating workplace programs through a merit-based lens.
In April 2026, IBM agreed to pay
$17 million to resolve allegations
tied to employment practices connected to federal contracts.
Separately, the U.S. Equal Employment Opportunity Commission recently filed suit against The New York Times alleging a promotion decision improperly considered race and sex as part of diversity-related objectives.
Neither case changes the law itself, but both signal increased scrutiny around employment decisions tied to demographic goals.
For employers, the takeaway is practical:
-
Ensure employment decisions are tied to job-related criteria
-
Document decisions consistently
-
Review programs tied to demographic outcomes
-
Make sure workplace practices align with organizational certifications and policies
This is exactly why frameworks like BEAM are gaining attention. They help organizations focus on opportunity, transparency, and merit while reducing unnecessary risk.
A Balanced Path Forward
In a workplace environment filled with uncertainty and strong opinions, many employers are simply looking for a practical path forward.
The BEAM framework offers one by focusing on something most organizations can agree on: creating workplaces where opportunity is widely available and success is earned through skill, performance, and contribution.
QUESTION:
Recently, I had to deny my employee’s PTO request due to lack of coverage. However, I had heard rumors from the staff that the employee had mentioned they were going to take their vacation anyways. Sure enough, they called out of work for that entire week, using their state-mandated sick leave to protect themselves from retaliation.
What recourse do I have when an employee uses their sick leave for vacation?
Answer:
If you have proof that your employee is using sick leave for reasons not protected under state law, you may be able to take disciplinary action for an unexcused absence. However, some states have restrictions on an employer requiring documentation for an employee’s sick leave, which may restrict an employer’s ability to receive proof of absence.
Long Answer
The key to this question is documentation. State-mandated sick leave is protected under the law, provided the employee has a qualifying reason to use it. Therefore, in order to take disciplinary action against abuse of leave, an employer needs proof that the absence was not taken for a protected reason.
Let’s start by trying to understand qualifying reasons for leave. This varies from state to state, some of which are more restrictive than others. For example, Colorado has a fairly defined list of qualifying reasons for sick leave, most of which pertain to sickness or emergencies. Meanwhile, Illinois has a paid leave, not paid sick leave, and so employees can use that leave for any reason, including vacation. If an employee uses sick leave, it’s important for an employer to be familiar with the qualifying reasons for leave specific to their state’s sick leave law.
The next hurdle is regarding proof of leave. Many employers may want to have employees submit documentation proving their need for leave, but it’s not that simple. Many states have restrictions on documentation requirements; for example, Colorado prevents employers from asking for documentation unless the leave spans four or more consecutive days. This means that, depending on the state, an employer’s ability to receive documentation regarding leave may be limited.
With all that in mind, if the employer has proof that the employee is not using sick leave for a protected reason, they are within their rights to deny the absence, or take disciplinary action for an unexcused absence. However, if that action is related to insufficient documentation, it’s important to note that some sick leave laws allow employees to attempt to remedy the situation, and employers in those states need to be sure to follow those requirements.
Depending on the state you live in, pursuing disciplinary action for suspected abuse of sick leave can be difficult. However, this tends to be for short term absences – in the case of a longer, consecutive absence, most state-mandated sick leave requirements allow employers to seek documentation to prevent abuse of the policy.
Time Off Cancellation
COMING SOON IN QUARTER 3!
isolved is introducing an enhancement to the Time Off Request workflow that will provide employees with an easier way to cancel time off requests.
Time Off Cancellation
Time Off Cancellation makes it easier for employees and administrators to manage changes to approved time off. Employees can cancel requests from the Employee Calendar or My Absences, while admins can review and respond in the same places they are already accustomed to seeing time off requests. With status updates, comments, notifications, and accurate balance adjustments, the process stays simple, seamless, and in sync.
Upcoming cancellation option view in the Classic/Administration portal for employees:
This new feature will be available to add to the workflow process for approval of the cancellation, just like other time off request processes:
Or can be set up to automatically process employee time off request cancellations without Manager/Supervisor/Admin approval needed.
This new feature is expected to be available in the Adaptive Employee Experience (AEE)/Employee Workspace portal as well, when released in Quarter 3.
EMPLOYEE HIGHLIGHT
EMPLOYEE HIGHLIGHT
EMPLOYEE HIGHLIGHT
Hello, I'm Jared Sacramento!
As the son of a midwestern bluegrass musician and a martial arts master from Africa, my multicultural family gave me a great appreciation for the differences and similarities between people from all walks of life. My family moved frequently between cities in the US and to several other countries as well, which helped shape my perspective of the world.
In college I joined a swing dancing club and decided to ditch my physics major and become a ballroom dance instructor. After years of a fun yet unpredictable lifestyle I settled down by starting my career with the federal government. First with the Department of Homeland Security, then I left to become a payroll technician with the Department of the Interior in 2014. From there I worked my way up over the years to become an HR & Payroll Training Specialist where I taught classes and webinars on HR laws & regulations. In January of 2026 I was given the opportunity to bring my experience to Vida HR as the HR Compliance Specialist.
In the Predictive Index, I’m a Guardian. My love for detailed work and taking a cautious data-based approach to things helps me navigate all manner of complex compliance issues for our clients.
A little about me:
In my free time I am a gamer, 3D Printing hobbyist, and all around nerd. You’ll find me at a local trivia night, out birdwatching, or at home enjoying one of my many nerdy hobbies.
bottom of page