Diversity, Inclusion, and Equity (DEI) have emerged as central pillars of Human Resource Management (HRM) in the twenty-first century, reshaping the ways in which organizations attract, retain, and develop talent. While much of the existing scholarship and practice in DEI has been driven by developed economies, the context of emerging economies presents unique challenges and opportunities that require critical examination. This paper explores the evolving role of HRM in advancing DEI within emerging economies, where socio-cultural complexities, economic inequalities, and institutional limitations intersect with globalization and corporate transformation. Drawing upon theoretical frameworks and global literature, the study highlights how HRM policies ranging from recruitment and training to performance evaluation and career progression can act as enablers of inclusive organizational culture. Through case studies from India, South Africa, Brazil, and Southeast Asia, the paper illustrates both successes and shortcomings in implementing DEI initiatives, underscoring the importance of localized strategies rather than adopting one-size-fits-all models from the West. The findings emphasize that HRM in emerging economies must go beyond compliance with legal mandates and embrace DEI as a strategic priority for sustainable organizational growth and social equity. The paper concludes by identifying policy implications and offering recommendations for practitioners and policymakers seeking to institutionalize DEI practices that are contextually relevant and culturally adaptive.