Overseeing a company’s DEI strategy these days is no walk in the park. But imagine overseeing your company’s DEI strategy, as well as that of your clients’ temp or contract workforces.
That’s just part of Rebecca Perrault’s job at contingent workforce management platform Magnit. As global VP of culture, diversity, and sustainability, Perrault handles culture, diversity, and sustainability initiatives for Magnit’s hundreds of clients’ one million contingent workers. It’s a responsibility other HR execs are often reluctant to handle with contingent workers.
“In the past, it’s been kind of left off. Those workers have not been included as a part of those journeys,” Perrault told HR Brew. “It’s been very exciting over the past five years to bring them along, to be an advocate for them, and to make sure that we’re thinking about the culture for them [and] enabling them to thrive and contribute fully to an organization.”
Much of the DEI work she does with clients includes analyzing companies’ processes and raising awareness around the strategies they’re deploying, as well as examining and identifying gaps in diversity among the temporary workers who convert into full-time roles.
This conversation has been edited for length and clarity.
What’s the best change you’ve made at a place you’ve worked?
I came into an environment where diversity and inclusion were already viewed as a business imperative, which set the foundation for me to implement new policies, programs, educational resources, and technologies that promote DEI internally. Specifically, I spearheaded the launch of Magnit’s VMS-agnostic self-identification campaign, which helps organizations understand where they have made progress toward DEI goals and where there is more work to be done. Leveraging these insights, we created an internal culture of data-driven decision-making that serves as a valuable proof point for our clients.
What’s the biggest misconception people might have about your job?
That a successful DEI strategy is developed for the group instead of the individual—it should be the opposite. The role of DEI is to uplift the small voices. It’s incredibly important to think about the individual first as every worker is unique in what they need to thrive at work, and those needs can vary based on background, ethnicity, or experiences. Reaching those individuals and magnifying their voices fosters a better workplace for everyone…In my role, I have a responsibility to ensure every worker feels welcome and primed for success.
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What’s the most fulfilling aspect of your job?
The long-lasting and positive impact I can have on the people around me. I do this work because I want to make a real difference in people’s lives…Being a voice that’s influential to other leaders and working to change or open minds, that’s the definition of a great diversity, equity, and inclusion leader and a culture leader in my opinion. There’s no silver bullet for DEI challenges, but if I can be someone who empowers other people and creates an open exchange of new perspectives, that’s what real success is for me.
What trend in HR are you most optimistic about? Why?
The increasing emphasis on holistic employee well-being and belonging. Over the past few years, companies have begun to recognize that true inclusivity goes beyond representation; it involves creating an environment where every employee feels seen, heard, and valued for who they are, not just what they contribute to the bottom line. This shift toward belonging integrates aspects of psychological safety, mental health, and the recognition of diverse backgrounds into everyday workplace culture.
I’m optimistic because this trend is reshaping the narrative from traditional diversity metrics to more meaningful outcomes, like how people feel at work, how they engage, and how they grow. When employees feel they belong, they are more creative, more engaged, and better positioned to thrive, which ultimately drives not just individual success, but the overall sustainability of the organization.
What trend in HR are you least optimistic about? Why?
The superficial approach to diversity metrics, often referred to as “diversity washing.” Many organizations have been quick to set diversity targets, publicize commitments, or make performative statements without deeply embedding these commitments into their culture and systems. The focus on achieving numerical diversity goals without the foundational work to create an inclusive environment can lead to frustration, tokenism, and a lack of genuine progress.
I believe HR needs to move away from measuring diversity by the numbers and focus on building cultures of inclusion and belonging. Only then can organizations ensure that diverse talent not only enters, but thrives within the company. Until companies are ready to do the hard work of addressing systemic barriers, investing in inclusive leadership, and truly valuing diversity as a driver of innovation and resilience, I remain cautious about the current trajectory of this trend.