thesis statement for diversity in the workplace

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Annual Review of Organizational Psychology and Organizational Behavior

Volume 6, 2019, review article, diversity in the workplace: a review, synthesis, and future research agenda.

• Quinetta M. Roberson 1
• View Affiliations Hide Affiliations Affiliations: Villanova School of Business, Villanova University, Villanova, Pennsylvania 19085, USA; email: [email protected]
• Vol. 6:69-88 (Volume publication date January 2019) https://doi.org/10.1146/annurev-orgpsych-012218-015243
• First published as a Review in Advance on October 31, 2018
• Copyright © 2019 by Annual Reviews. All rights reserved

Fueled by socioeconomic trends that changed the composition of organizational workforces, the term workforce diversity was coined in the 1990s. Since then, both researchers and practitioners have strived (and struggled) to understand the concept, its effects in and on organizations, and strategies for managing such effects. In this article, I provide an overview and interpretation of the current literature to examine its purpose, progress, and direction. Highlighting key conceptualizations of the construct, theoretical foundations, and empirical findings on diversity and diversity management, I discuss the evolution and current state of the field and synthesize this information to propose a future research agenda. In doing so, I seek to identify theoretical, empirical, and practice areas of opportunity for advancing scientific knowledge about the meaning, substance, and outcomes of diversity as well as the implementation of diversity science in organizations.

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Diversity in the workplace: why it matters and how to increase inclusion

Diversity in the workplace refers to the coexistence of individuals with varying characteristics, skills, and traits. It's crucial to pair diversity with inclusion, ensuring equal opportunities throughout the employee lifecycle. A diverse workforce brings unique perspectives, fostering creativity, innovation, and better product development.

An experienced recruiter and HR professional who has transferred her expertise to insightful content to support others in HR.

We live in interesting times. The Black Lives Matter and #MeToo movements, the global rise of immigration, and large-scale political changes such as Brexit and the election of Trump, shed light on – previously overlooked – minority groups and draw our attention toward equal rights, racism, feminism and socio-economic disparities.

The workplace is not unaffected by all this. Calls for greater diversity in the workplace have increased exponentially. Now is the time for HR professionals to focus on diversity in the workplace and reinforcing inclusion not just in words, but in practice. Many are expecting to see results.

But what exactly is diversity in the workplace?

Diversity is the coexistence of people with different characteristics (e.g. race, age, gender, sexual orientation), skills and personality traits. For example, at work, we can talk about a diverse team when employees come from various cultural, academic and professional backgrounds and when there’s a balance in gender, age and race. You can find more examples in our diversity in the workplace definition .

You can’t build diverse teams, though, without pairing diversity with inclusion . Nor have you “won” if you now have a diverse team, because equity and inclusion are where the real work begins. Employees feel included in their workplace when they have equal opportunities during the entire employee lifecycle: from the way they’re treated during the hiring process to how they’re being managed, trained, evaluated and promoted.

But this can’t happen automatically. To build an inclusive workplace, employers must provide those equal opportunities to all potential and existing employees. They should also revisit and improve their procedures as needed to ensure they’re respectful to all people regardless of protected characteristics.

For an inclusive workplace, employers must provide equal opportunities to all potential & existing employees. They should also improve procedures as needed to ensure they’re respectful to all regardless of protected characteristics.

Build inclusive hiring practices

Creating a safe and equitable workplace starts with hiring. That's why we've developed solutions to cultivate inclusivity and support diversity at every stage of the hiring process.

The importance of diversity and inclusion

Why do we care so much about DEI in the workplace, though? And why should we care? Is it simply the right thing to do or are there business gains associated with diversity?

It’s both. When you try to build diverse teams, you fight discrimination in the workplace. You aim to give equal opportunities to all employees – even those (or especially those) in underrepresented groups.

We can better understand the value of diversity in the workplace with some examples of what happens when companies don’t take into account diverse voices. Two diversity in the workplace articles talk about the importance of a diverse workforce when building and testing products:

• a Black person struggles to use an automatic soap dispenser because the light sensor doesn’t detect a dark-skinned hand
• Black women speak up about the extensive hair searches they have to undertake at airports, as body scanners give false alarms due to their natural Afro.

These examples prove that diversity, equity and inclusion is not just about the moral aspect of it; when you add diverse voices in your teams, you learn things you wouldn’t have known otherwise, you build better products and you increase equity in the workplace and beyond.

There are financial benefits, too, that motivate employers to boost their DEI efforts . Diverse companies:

• Reflect societies more accurately. Societies are by default diverse in age, race, gender and socio-economic class. Therefore, organizations with diverse employees are better aligned with the demographics of the area (or areas) where they operate. On a macroeconomics scope, this means that they can better predict – and adjust to – changes in the market and local consumer behavior.
• Speak to a broader audience. People usually relate to those from a similar background. So, when your employees come from various backgrounds, they can understand the needs, interests and pain points of diverse audiences, too. This gives you the opportunity to expand your messaging and promote your products and services to a larger customer base.
• Get more creative and profitable. Diversity doesn’t only refer to protected characteristics. There’s also diversity of thought – that may or may not be a result of different protected characteristics. Employees with different experiences and perspectives can bring fresh ideas and innovative solutions to the table which, in turn, benefit the entire organization.

You can start building a business case for diverse teams for your organization with studies and interesting stats.

Diversity, Equity & Inclusion in action

A quick online search will give you lots of studies and articles on the benefits of diversity in the workplace. And while talking about diversity is a good thing, because it means we’re paying attention, it’s not enough. Let’s take a deeper look at how companies, and particularly HR departments, can actively foster diversity in the workplace.

The legal aspect of diversity in the workplace

To promote diversity at work, there is legislation that protects minority or underrepresented groups from discrimination. There are also regulations that reinforce human rights in the workplace. For example, in many countries, employers can’t fire a pregnant employee and they can’t include age and gender requirements in their job ads unless it’s absolutely necessary or relevant for the role. It’s best to consult a lawyer to ensure that your company complies with all relevant legislation that applies in your specific location.

In the United States, Equal Employment Opportunity Commission (EEOC) is the regulatory body that enforces diversity in every work situation; for example, when employers hire, terminate, compensate, promote, and train employees. For more details, check our guides and learn what you need to do to comply with the law:

• What is Equal Employment Opportunity (EEO)
• EEO guidelines for employers
• How to follow EEOC regulations
• How to file an EEO-1 report
• Why EEO statements fall short

In Canada, the Human Rights Act includes a number of laws and regulations that protect people against discriminatory practices. There are also specific regulations about equal pay and the Canadian Human Rights Commission where employees can file complaints when treated unfairly.

The UK has established a similar commission, the Equality and Human Rights Commission , that provides guidance for employees and employers regarding the Equality Act 2010 .

Finally, the European Union has implemented a series of non-discriminatory directives to reinforce equity across the EU. For example, the Directive 2000/78/EC is about discrimination at work on grounds of religion or belief, disability, age or sexual orientation and the Directive 2006/54/EC provides the framework of equal treatment for men and women in matters of employment and occupation.

Anti-discrimination laws are not here to pose limitations to employers. They exist so that all people have equal opportunities at work. It’s important to have an official, legal context that ensures that companies treat employees objectively and respectfully, because we are all prone to unconscious bias . Also, sometimes for the sake of faster hiring, it’s common to pick candidates based on convenience, i.e. based on arbitrary or even superficial hiring criteria .

In this case, diversity regulations can serve as guidelines for employers who don’t just need or want to be compliant with the law, but try to actively fight all types of discrimination in the workplace. For example, take a look at these illegal interview questions – even if it’s not legally forbidden to ask them in your area, it’s still a good idea to avoid them so that you hire candidates using objective, job-related criteria.

The role of recruiters and HR

While increasing DEI is not one person’s (or one department’s) responsibility, the HR experts can take many actions to build a truly inclusive workplace. That’s because they’re in charge of everything that has to do with the human aspect of the company: from attracting and recruiting diverse candidates to setting the guidelines for fair treatment, management and compensation of all employees to ensure a fully inclusive workplace.

Here’s how recruiters and HR professionals can foster workplace diversity:

• Remove biases from hiring. From gender-neutral job descriptions to targeted, skill-based interview questions, your hiring process should be built in a way that helps you find the best people for the job – not the ones you like the most. Here are some examples from companies that are taking actions to reduce bias in recruiting , plus a few tips to get you started when you aim to create an inclusive work environment .
• Look for areas of improvement. Diversity might not always be tangible, but you can still set some goals and track your progress. For example, what’s the gender ratio at your company and by department? How many of your female employees have a leadership role ? If those numbers are not close to your goals, you might want to invest your energy into increasing diversity specifically in these areas. Rachel Bates, who was SVP of Sales & Marketing at Workable until spring 2020, describes how she successfully built a more gender-balanced sales team , while recruitment expert Matt Buckland, at one point Workable’s VP of Customer Advocacy, advises on how to hire more women in tech , a traditionally male-dominated field.
• Consider the overlooked types of diversity. When we talk about diversity, we mostly refer to race and gender. But there’s more than that. Some examples include age discrimination , bias against employees with disabilities , and rejection of candidates with non-traditional career paths . You should also keep in mind that there’s intersectionality in the workplace, i.e. overlapping biases such as age and gender discrimination . Your DEI efforts should take into account all different types of diversity that exist in your workplace – or that you’d like them to exist.
• Involve all of your team members. A recruiter alone can’t build a diverse company. Picture this: As a recruiter at your company, you might be diversifying your candidate sources and screening resumes with strictly job-related criteria. But if those who’re making the final hiring decision are biased, they could still reject good candidates because, for example, some candidates don’t have a degree from a prestigious school. It’s essential that all employees, no matter their seniority level, understand the importance of diversity in the workplace. Whether it’s through bias trainings or official anti-discrimination company policies , everyone should be aware of expectations, values and appropriate behaviors in terms of mutual respect and acceptance. For example, those who’re involved in recruiting should know how to document interview feedback to help their teams make well-rounded hiring decisions and all colleagues should know what constitutes unacceptable work behavior .

Why oppose diversity in the workplace?

“ I want to hire people I get along with because I know we’ll collaborate better. ”

“ When I’m actively looking to increase the number of female employees at my company, don’t I discriminate against male candidates? ”

“ Things like religious beliefs and sexual preferences have no place in a professional setting – they only bring controversy and distractions from work. ”

These are valid concerns, but not strong enough to dismiss DEI efforts from the workplace. In fact, it’s quite the opposite; it goes back to building an inclusive environment where all employees feel safe and respected no matter their protected characteristics, personal opinions, backgrounds, etc.

You fight the challenges of diversity in the workplace by structuring your interview process in a way that helps you hire on merit (rather than make decisions that lead to homogenous teams) by implementing affirmative action programs to support underrepresented groups when needed, and by setting the framework for approaching controversial topics at work .

Ultimately, you want to create a place where employees are treated equally and there are no privileged and underprivileged groups, and everyone feels included.

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Diversity, Equity and Inclusion in the Workplace

A majority of u.s. workers say focusing on dei at work is a good thing, but relatively small shares place great importance on diversity in their own workplace, table of contents.

• The value of DEI efforts at work
• The importance of a diverse workforce
• DEI measures and their impact
• How gender, race and ethnicity impact success in the workplace
• Acknowledgments
• The American Trends Panel survey methodology

Pew Research Center conducted this study to better understand how adults in the United States think about diversity, equity and inclusion efforts in the workplace. This analysis is based on survey responses from 4,744 U.S. adults who are working part time or full time, are not self-employed, have only one job or have multiple jobs but consider one their primary job, and whose company or organization has 10 or more people. The data was collected as part of a larger survey of workers conducted Feb. 6-12, 2023. Everyone who took part is a member of Pew Research Center’s American Trends Panel (ATP), an online survey panel that is recruited through national, random sampling of residential addresses. This way nearly all U.S. adults have a chance of selection. The survey is weighted to be representative of the U.S. adult population by gender, race, ethnicity, partisan affiliation, education and other categories. Read more about the ATP’s methodology .

Read more about the questions used for this report and the report’s methodology .

References to workers or employed adults include those who are employed part time or full time, are not self-employed, have only one job or have multiple jobs but consider one their primary job, and whose company or organization has 10 or more people.

References to White, Black and Asian adults include those who are not Hispanic and identify as only one race. Hispanics are of any race.

References to college graduates or people with a college degree comprise those with a bachelor’s degree or more. “Some college” includes those with an associate degree and those who attended college but did not obtain a degree.

References to disabled workers include those who say a disability or handicap keeps them from fully participating in work, school, housework or other activities.

All references to party affiliation include those who lean toward that party. Republicans include those who identify as Republicans and those who say they lean toward the Republican Party. Democrats include those who identify as Democrats and those who say they lean toward the Democratic Party.

Workplace diversity, equity and inclusion efforts, or DEI, are increasingly becoming part of national political debates . For a majority of employed U.S. adults (56%), focusing on increasing DEI at work is a good thing, according to a new Pew Research Center survey. But opinions about DEI vary considerably along demographic and political lines.

Most workers have some experience with DEI measures at their workplace. About six-in-ten (61%) say their company or organization has policies that ensure fairness in hiring, pay or promotions, and 52% say they have trainings or meetings on DEI at work. Smaller shares say their workplace has a staff member who promotes DEI (33%), that their workplace offers salary transparency (30%), and that it has affinity groups or employee resource groups based on a shared identity (26%). Majorities of those who have access to these measures say each has had a positive impact where they work.

Related : How Americans View Their Jobs

This nationally representative survey of 5,902 U.S. workers, including 4,744 who are not self-employed, was conducted Feb. 6-12, 2023, using the Center’s American Trends Panel . 1 The survey comes at a time when DEI efforts are facing some backlash and many major companies are laying off their DEI professionals .

Some key findings from the survey:

• Relatively small shares of workers place a lot of importance on diversity at their workplace. About three-in-ten say it is extremely or very important to them to work somewhere with a mix of employees of different races and ethnicities (32%) or ages (28%). Roughly a quarter say the same about having a workplace with about an equal mix of men and women (26%) and 18% say this about a mix of employees of different sexual orientations.
• More than half of workers (54%) say their company or organization pays about the right amount of attention to increasing DEI. Smaller shares say their company or organization pays too much (14%) or too little attention (15%), and 17% say they’re not sure. Black workers are more likely than those in other racial and ethnic groups to say their employer pays too little attention to increasing DEI. They’re also among the most likely to say focusing on DEI at work is a good thing (78% of Black workers say this), while White workers are the least likely to express this view (47%).
• Women are more likely than men to value DEI at work. About six-in-ten women (61%) say focusing on increasing DEI at work is a good thing, compared with half of men. And larger shares of women than men say it’s extremely or very important to them to work at a place that is diverse when it comes to gender, race and ethnicity, age, and sexual orientation.
• There are wide partisan differences in views of workplace DEI. Most Democratic and Democratic-leaning workers (78%) say focusing on DEI at work is a good thing, compared with 30% of Republicans and Republican leaners. Democrats are also far more likely than Republicans to value different aspects of diversity. And by wide margins, higher shares of Democrats than Republicans say the policies and resources related to DEI available at their workplace have had a positive impact.
• Half of workers say it’s extremely or very important to them to work somewhere that is accessible for people with physical disabilities. About three-in-ten workers (29%) say this is somewhat important to them, and 21% say it’s not too or not at all important. A majority of workers (76% among those who do not work fully remotely) say their workplace is at least somewhat accessible for people with physical disabilities.
• Many say being a man or being White is an advantage where they work. The survey asked respondents whether a person’s gender, race or ethnicity makes it easier or harder to be successful where they work. Shares ranging from 45% to 57% say these traits make it neither easier nor harder. But far more say being a man and being White makes it easier than say it makes it harder for someone to be successful. Conversely, by double-digit margins, more say being a woman, being Black or being Hispanic makes it harder than say it makes it easier to be successful where they work.

A majority of workers (56%) say focusing on increasing diversity, equity and inclusion at work is mainly a good thing; 28% say it is neither good nor bad, and 16% say it is a bad thing. Views on this vary along key demographic and partisan lines.

Half or more of both men and women say focusing on increasing DEI at work is a good thing, but women are more likely than men to offer this view (61% vs. 50%). In turn, men are more than twice as likely as women to say it is a bad thing (23% vs. 9%).

About two-thirds or more of Black (78%), Asian (72%) and Hispanic (65%) workers say that focusing on DEI at work is a good thing. Among White workers, however, fewer than half (47%) say it’s a good thing; in fact, 21% say it’s a bad thing. But there are wide partisan, gender and age gaps among White workers, with majorities of White Democrats, women and those under age 30 saying focusing on DEI at work is a good thing.

Workers under 30 are the most likely age group to say focusing on DEI at work is a good thing. About two-thirds (68%) of workers ages 18 to 29 say this, compared with 56% of workers 30 to 49, 46% of those 50 to 64, and 52% of those 65 and older.

Views also differ by educational attainment, with 68% of workers with a postgraduate degree saying focusing on DEI at work is a good thing, compared with 59% of those with a bachelor’s degree only and 50% of those with some college or less education.

Democratic and Democratic-leaning workers are much more likely to say focusing on DEI at work is a good thing (78%) than to say it is a bad thing (4%) or that it is neither good nor bad (18%). Views among Republican and Republican-leaning workers are more mixed: Some 30% say focusing on DEI at work is a good thing, while the same share (30%) say it’s a bad thing, and 39% say it’s neither good nor bad.

A majority of workers say their employer pays the right amount of attention to DEI

When it comes to the focus of their own employer, 54% of workers say their company or organization pays about the right amount of attention to increasing diversity, equity and inclusion. The remainder are divided between saying their employer pays too much (14%) or too little attention (15%), or that they’re not sure (17%).

Women are more likely than men to say their employer pays too little attention to increasing DEI (17% vs. 12%). In turn, men are more likely than women to say too much attention is paid to this where they work (18% vs. 10%).

Black workers (28%) are the most likely to say their company or organization pays too little attention to increasing DEI, compared with smaller shares of White (11%), Hispanic (19%) and Asian (17%) workers who say the same.

Views on this question also differ by party. While half or more of both Republican and Democratic workers say their company or organization pays the right amount of attention to DEI, Democrats are more likely than Republicans to say their employer pays too little attention to it (21% vs. 7%). In turn, Republicans are more likely than Democrats to say their employer pays too much attention to DEI (24% vs. 6%).

While a majority of workers say focusing on increasing diversity, equity and inclusion at work is a good thing, relatively small shares place great importance on working at a place that is diverse when it comes to gender, race and ethnicity, age, and sexual orientation. About three-in-ten workers say it’s extremely or very important to them to work somewhere with a mix of employees of different races and ethnicities (32%) and ages (28%), while 26% say the same about having about an equal mix of men and women. And 18% say this about having a mix of employees of different sexual orientations at their workplace.

Women are more likely than men to say it’s extremely or very important to them to work at a place that is diverse across all measures asked about in the survey. For example, there are 11 percentage point differences in the shares of women compared with men saying it is extremely or very important to them to work somewhere that has a mix of employees of different races and ethnicities (37% vs. 26%) and about an equal mix of men and women (31% vs. 20%).

Black workers are among the most likely to value racial, ethnic and age diversity in the workplace. Some 53% of Black workers say it is extremely or very important to them to work somewhere with a mix of employees of different races and ethnicities, compared with 39% of Hispanic workers and 25% of White workers who say the same; 43% of Asian workers say this is important to them. (There is no statistically significant difference between the share of Asian workers and the shares of Black and Hispanic workers who hold this view.) And while 42% of Black workers highly value working somewhere with a mix of employees of different ages, smaller shares of Hispanic (33%), Asian (30%) and White (24%) workers say the same.

When it comes to diversity of sexual orientation, 28% of Black workers and 22% of Hispanic workers say it is extremely or very important to them to work somewhere that is diverse in this way; 15% each among White and Asian workers say the same.

Workers under age 50 are more likely than those 50 and older to say racial and ethnic diversity in their workplace is extremely or very important to them (35% vs. 26%). Workers younger than 50 are also more likely to say having about an equal mix of men and women is important to them, with workers ages 18 t0 29 the most likely to say this (34% vs. 26% of workers 30 to 49, and 20% each among those 50 to 64 and 65 and older).

There are also differences by educational attainment, with larger shares of workers with a postgraduate degree than those with less education saying it’s extremely or very important to them that their workplace is diverse across all measures asked about in the survey. For example, 44% of workers with a postgraduate degree say having a mix of employees of different races and ethnicities is extremely or very important to them, compared with 34% of those with a bachelor’s degree only and 27% of those with some college or less.

Democratic workers are much more likely than Republican workers to say working somewhere that is diverse when it comes to gender, race and ethnicity, age, and sexual orientation is extremely or very important to them. In fact, about half of Democrats (49%) place great importance on having a mix of employees of different races and ethnicities where they work, compared with 13% of Republicans. And there are differences of at least 20 points between the shares of Democrats and Republicans saying it’s extremely or very important to them to work somewhere that has about an equal mix of men and women (39% of Democrats say this vs. 12% of Republicans) and a mix of employees of different ages (39% vs. 17%) and sexual orientations (27% vs. 7%).

Overall, a majority of workers say their workplace has a mix of employees of different ages (58% say this describes their current workplace extremely or very well). Smaller shares say their workplace has about an equal mix of men and women (38%) and a mix of employees of different races and ethnicities (46%) and sexual orientations (28%). These assessments do not vary much across demographic groups.

Half of workers place great importance on working at a place that is accessible for people with physical disabilities

Half of workers say it is extremely or very important to them to work somewhere that is accessible for people with physical disabilities; 29% say it is somewhat important and 21% say it is not too or not at all important to them.

Highly valuing an accessible workplace varies by gender, race and ethnicity, and party, but there is no significant difference in responses between those who do and don’t report having a disability.

About six-in-ten women (58%) say it is extremely or very important to them that their workplace is accessible, compared with 41% of men.

Black workers are more likely than workers of other racial and ethnic groups to place great importance on their workplace being accessible: 62% of Black workers say this is extremely or very important, compared with 51% of Hispanic, 48% of White and 43% of Asian workers.

A majority of Democrats (59%) say it is extremely or very important to them to work somewhere that is accessible for people with physical disabilities; 40% of Republican say the same. Some 27% of Republicans say this is not too or not at all important to them, compared with 15% of Democrats.

There is no statistically significant difference in the shares of workers who have a disability and those who do not saying it is extremely or very important to them to work somewhere that is accessible for people with physical disabilities. But workers who do not have a disability are more likely than those who do to say this is not too or not at all important to them (21% vs. 15%).

Among those who don’t work fully remotely, about three-quarters of workers (76%) say their workplace is at least somewhat accessible for people with physical disabilities, with 51% saying it is extremely or very accessible. Some 17% say their workplace is not too or not at all accessible, and 8% are not sure.

When asked whether the company or organization they work for has a series of measures that are typically associated with diversity, equity and inclusion efforts, a majority of workers say their employer has policies that ensure everyone is treated fairly in hiring, pay or promotions (61%), and 52% say there are trainings or meetings on DEI where they work.

Smaller shares say their workplace has a staff member whose main job is to promote DEI at work (33%), a way for employees to see the salary range for all positions (30%), and groups created by employees sometimes known as affinity groups or employee resource groups (ERGs) based on shared identities such as gender, race or being a parent (26%).

Responses do not vary much by most demographic characteristics. However, workers with at least a bachelor’s degree are consistently more likely than those with less education to say each of these five measures is available where they work.

Workers tend to see positive impact from policies and resources associated with DEI where they work

Among those whose workplace offers each policy or resource, a majority of workers say each measure has had a somewhat or very positive impact where they work. About a third or fewer workers say each resource has had neither a positive nor negative impact, and about one-in-ten or fewer say each of these has had a somewhat or very negative impact.

Democrats and Republicans are about equally likely to say their workplace has these measures in place, but Democrats are more likely than Republicans to say the impact of each has been positive by margins ranging from 10 to 32 points (among those who say their workplace has these measures). For example, 66% of Democrats who say their workplace has a way for employees to see the salary range for all positions say this has had a somewhat or very positive impact, compared with 56% of Republicans who say this. And while about three-quarters of Democrats (74%) say having a staff member whose main job is to promote DEI at work has had a positive impact, fewer than half of Republicans (42%) say the same.

Women are more likely than men to say each of these policies and resources has had a very or somewhat positive impact where they work. This is mainly driven by gender differences among Republicans: There are double-digit differences in the shares of Republican women and Republican men who say many of these resources have had a positive impact. For example, 58% of Republican women say having a staff member whose main job is to promote DEI at work has had at least a somewhat positive impact where they work, compared with 31% of Republican men who hold this view. The same share of Republican women (58%) say having affinity groups or ERGs has had a positive impact, compared with 38% of Republican men who say the same.

Among Democrats, majorities of both men and women offer positive assessments of these resources in their workplace, but Democratic women are more likely than Democratic men to say having trainings or meetings on DEI at work have had a positive impact (72% vs. 65%).

While there are differences by race, ethnicity and age on overall attitudes about DEI in the workplace, there are no consistent differences along these dimensions in how workers with access to these policies and resources at their workplace assess their impact.

About half of workers who have participated in DEI trainings in the last year say they’ve been helpful

Out of all workers, about four-in-ten (38%) have participated in a DEI training in the last year. A similar share (40%) did not participate or say their workplace does not offer these trainings, and 21% are not sure if their employer offers these trainings.

Looking only at those whose company or organization has trainings or meetings on DEI, about three-quarters (73%) say they have participated in such trainings in the past year. And assessments of these trainings tend to be positive, with 53% of workers who’ve participated saying they were very or somewhat helpful. About a third (34%) give a more neutral assessment, saying the trainings were neither helpful nor unhelpful, and 13% say they were very or somewhat unhelpful.

While men and women are about equally likely to have participated in trainings on DEI in the past year, women are more likely than men to say the trainings have been at least somewhat helpful (60% vs. 46%).

Republicans and Democrats are also equally likely to say they’ve participated in these trainings in the past year, but Democrats are far more likely than Republicans to say the trainings have been helpful (66% vs. 36%). About one-in-five Republicans say they’ve been unhelpful (19%), compared with 9% of Democrats.

While both Democratic men and women offer similar assessments of the DEI trainings they’ve participated in, there are gender differences among Republican workers. Republican women are more likely than Republican men to say the trainings they’ve participated in have been helpful (47% vs. 28%). Conversely, 22% of Republican men, compared with 14% of Republican women, say the trainings have been unhelpful.

Few workers are members of affinity groups or ERGs at work

While 26% of workers say there are affinity groups or employee resource groups (ERGs) where they work, members of these groups account for a very small share of workers overall. Just 6% of workers say they are members of an affinity group or ERG, with 58% of workers saying these groups are either not available at their workplace or that they aren’t a member. Another 37% say they are not sure if their workplace offers these groups.

Among workers who say there are affinity groups or ERGs at their workplace, 22% say they are personally a member. Women are more likely than men to be members of these groups (28% vs. 16%). And 28% of non-White workers say they are a member of an affinity group or ERG, compared with 18% of White workers. 2

When asked about the impact a person’s gender, race or ethnicity has on their ability to succeed at work, workers tend to say these characteristics neither make it easier nor harder to be successful at their workplace.

Still, when it comes to gender, workers are more likely to say being a man makes it easier to be successful where they work than to say it makes it harder (36% vs. 6%). In contrast, a larger share says being a woman makes it harder to be successful than say it makes it easier (28% vs. 11%).

Men and women have different views on the impact gender has on a person’s ability to succeed where they work. Some 44% of women say being a man makes it at least a little easier to be successful, including 24% who say it makes it a lot easier. This compares with 29% of men who say being a man makes it at least a little easier to be successful.

Similarly, 34% of women say being a woman makes it harder to be successful where they work, compared with 21% of men.

Women under age 50 are especially likely – more so than women ages 50 and older or men in either age group – to say being a man makes it easier to be successful where they work and that being a woman makes it harder. For example, 38% of women ages 18 to 49 say being a woman makes it harder to be successful where they work. This compares with 29% of women 50 and older, 25% of men younger than 50, and an even smaller share of men 50 and older (13%).

When it comes to views about how race or ethnicity affects people’s ability to succeed at work, 51% of Black workers say being Black makes it harder to be successful where they work. This is significantly higher than the shares of Asian (41%), Hispanic (23%) and White (18%) workers who say the same about the impact of being Black.

Similarly, about four-in-ten Asian workers (39%) say being Asian makes it harder to be successful in their workplace, a higher share than workers of other racial and ethnic groups who say the same about being Asian.

Hispanic, Black and Asian workers are about equally likely to say being Hispanic makes it harder to be successful where they work. A smaller share of White workers say the same about being Hispanic.

When asked about the impact of being White in their workplace, workers across racial and ethnic groups are more likely to say it makes it easier than to say it makes it harder to be successful. This is especially the case among Black and Asian workers. About half of Black (52%) and Asian (51%) workers say being White makes it easier to be successful where they work, compared with 37% of Hispanic and 24% of White workers who say the same about being White.

Previously released findings from this survey found that Black workers are more likely than White, Hispanic and Asian workers to report that they have experienced discrimination or have been treated unfairly by an employer in hiring, pay or promotions because of their race or ethnicity at some point in their careers (though not necessarily where they currently work). Women are also more likely than men to say they’ve experienced such discrimination because of their gender.

There are large partisan gaps in views of whether gender, race or ethnicity make it easier or harder to be successful at work. Some 47% of Democratic workers say being a man makes it at least somewhat easier to be successful at their workplace, compared with 25% of Republican workers. Democrats are also more likely than Republicans to say being a woman makes it harder to succeed (37% vs. 17%).

Democratic and Republican women are more likely than their male counterparts to say being a woman makes it harder – and being a man makes it easier – to be successful where they work. The differences between Republican women and Republican men are particularly striking. About a quarter of Republican women (26%) say being a woman makes it harder to be successful, compared with 10% of Republican men. And while 36% of Republican women say being a man makes it easier to be successful where they work, just 16% of Republican men say the same.

Democratic workers are more than three times as likely as Republican workers to say being White makes it easier to succeed where they work (48% vs. 13%), and they are also more likely than Republicans to say being Black, Hispanic or Asian makes it harder. About four-in-ten Democrats (39%) say being Black makes it harder for someone to succeed at their workplace, compared with just 9% of Republicans. Similarly, 30% of Democrats say being Hispanic makes it harder to succeed, compared with 8% of Republicans. And while smaller shares in both parties say being Asian makes it harder to succeed, Democrats are more likely than Republicans to say this (16% vs. 6%). These partisan differences remain when looking only at Democrats and Republicans who are White.

• For details, see the  Methodology  section of the report. The analysis in this report is based on U.S. workers who are employed full time or part time, who are not self-employed, and who have only one job or have multiple jobs but consider one their primary job (99% of workers who are not self-employed have one job or a primary job). Additionally, the analysis is restricted to workers at companies or organizations with at least 10 employees as certain federal requirements such as non-discrimination mandates apply to larger workplaces. ↩
• Non-White adults include Black, Hispanic, Asian and other races besides White, as well as people who identify as more than one race. The sample sizes among Black, Hispanic and Asian workers who have affinity groups or ERGs at work are too small to analyze separately. ↩

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How to write a Diversity Statement & Samples

What is a diversity statement in higher education.

• When do you need a diversity statement?

How to write a good Diversity Statement?

Diversity statement writing tips, how long should a diversity statement be, how to write a diversity statement if you are white, adapting your diversity statement to job application.

There are two types of diversity statements that are regularly used, and they are very different in terms of who is writing it, and how it is being used.

The first type of diversity statement is in relation to different types of applications in the higher education context; while the second type of Diversity Statement is in relation to the type of “diversity position” an organization position herself in the context of equity, diversity, and inclusion .

In this article, we are focusing on the first type of diversity statement which is related to the higher education sector .

Creating a diverse environment is not a top-down process, it is an environment that is co-created by the people who participate in it. In an academic environment, the people are the students, faculties, staff, senior administrators, and also the principal. In order to hire or add new members to the community, the institution typically prefers to hire or recruit new members who appreciate diversity and inclusion. A diversity statement is a form of an artifact that allows the new member to express their view on diversity.

The most common situation that you need to write a diversity statement includes:

Undergraduate and Graduate admissions Diversity Statement

Top tier schools have more student applicants than they need, so they get to be picky and select only the ones that fit their target student profile. Diversity and Inclusion views of the student have become an important factor to gauge the quality of students, such as in Law school.

Fellowship, Grants, and Awards Diversity Statement

When a graduate student wants to apply for a fellowship, it is common that a diversity statement is required as part of the application package. A fellowship provides financial support to graduate students to pursue graduate studies without associated teaching or research responsibilities (as they are in a teaching or research assistantship). Fellowships are generally merit-based  internal or external awards to support a student in a full-time course of study. 

Similarly, a diversity statement is often required for a grant application. Grants are need-based awards that do not need to be repaid as long as the student maintains eligibility. For certain funds, disbursement is dependent on enrollment status. Grants tend to be need-based and are available to students based on criteria such as family income. Federal and state government are the primary sources of grants, The Pell Grant is a well-known federal grant program. State-funded grants ordinarily go to students pursuing an education in that state.

Postdoctoral and Faculty Position Job Application Diversity Statement

Faculty job postings are increasingly asking for diversity statements, in addition to research and teaching statements. Diversity statements have become an integral part of the materials submitted as part of an application for employment. They are just as important as the resume, cover letter and writing sample. A diversity statement is a personal essay that is a depiction of your past experiences and explains how these experiences have contributed to your personal and professional growth. It allows the applicant the opportunity to explain to a search committee the distinct qualities and commitment s/he can bring to the table.

Promotion to Tenure position with a diversity statement

It has become more popular to list a diversity statement as a requirement for tenure promotion in higher education.  A  tenured  post is an indefinite academic appointment that can be terminated only for cause or under extraordinary circumstances , such as financial exigency or program discontinuation. Tenure is a means of defending the principle of academic freedom, which holds that it is beneficial for the society in the long run if scholars are free to hold and examine a variety of views . A tenure assignment is an important process because it can seldom be reversed once assigned, knowing the point of view of a tenure candidate is becoming an important factor in tenure assignments.

You can write a diversity statement using a systematic approach.

• Research on the requirement
• Know your values
• Describe your experience
• Detail your future plan
• Draft, Revise, Revise, and Revise

Define your views on Diversity and Inclusion

When you write your diversity statement, you are to write what you believe. You shouldn’t write something that you don’t believe and otherwise, you are making a false statement or making a false representation of yourself. There are some questions that can help you to start.

• What do equity, diversity, and inclusion mean to you ?
• What quality of your personal experience inform your academia experience y?
• Why do you think diversity and inclusion are important and the benefits of diversity ?
• Why is diversity important to you or the classes you teach?
• in your new role of student, faculty, professor, how do you think you can help with diversity and inclusion
• Describe your values regarding diversity, inclusion, and equity in your professional life ?
• Why do you think DEI is important in Higher ed? How about in your domain?
• How do you work to ensure your classes are inclusive and welcoming to all students?
• Do you belong to any types of diversity ?
• Do you do any service or work with diverse or underrepresented populations? If so, what?
• Did you have any challenges with your gender identities ?
• Does your research connect to diversity efforts or our understanding of diverse populations? If so, how?
• Are you personally diverse in any way that might be relevant to your work? For example, were you a first-generation student, or were you a woman in STEM who aims to expands opportunities for these populations?
• What would you like to do in future departments related to diversity and equity?

After you have a good idea of how you define diversity and what diversity means to you, you can start by writing them down.

Another way to learn more about diversity is to learn what are the trending news in diversity in the workplace . You can learn the latest development of diversity and inclusion in different sectors or in the corporate world.

Describe your Diversity experience

After you draft out your beliefs and your point of views, now is your time to describe your personal experience about diversity. You can write about initiatives or actions that you have taken to promote diversity and inclusion. If you are part of a diverse group, talk about your experience and how it has impacted you.

If you have participated in any social or professional groups that promote diversity and inclusion, write about why you have decided to join such a group and the impact it has on you, and on the community.

Describe your future plan around Diversity and Inclusion

Write, review, and revise your diversity statement.

Draft, review, revise, having someone to proofread for you. I think you know what I mean.

Here are some tips on writing a diversity statement in academic or job application purposes.

Use Concrete Examples in Diversity Statements

Use actual, real examples in your life. Whether it is a mistake you realize you have made before, or you are a victim of discriminations. Tell your story with examples that the reader may be able to relate to.

Tell your own Story

Be sure you are telling your story, not generically as a group or just things you think the readers want to hear. Speak as yourself and tell your own story why you believe diversity and inclusion are important in your expected role, and how it can impact the institution or future team if diversity. If you don’t have tons of experience, then say it that you look forward to the opportunities to learn more. You don’t need to know everything, but it is an opportunity to be open-minded.

Don’t limit to your future role, think about Outreach

When you talk about your future plan to promote diversity, think about outreach, rather than reactive plans only. An example could be (if time permits), you want to join and participate in future diversity and inclusion initiatives in the new workplace. Or, how on your own, promote awareness of diversity.

Do Not Contradict yourself

Well, yes and do not contradict yourself. It is important to be admitted or get a new job, but be sure that you are telling the truth and it is really what you believe in, or what you have experienced personally.

Have a strong commitment with your diversity statement

First, check if there is a requirement of length to the diversity statement. Some applications require more serious thoughts and answers, and they need 2-3 pages to know you.

In general, I would recommend anything between 100-150 words would be enough to share your belief, experience, and future plan about diversity. It is an important topic, but a lot can be said within 150 words or 3 paragraphs.

A white person can experience diversity or even discrimination as well. Diversity doesn’t limit to a racial diversity only, it could be gender, age, and disability. You can think of the perspectives that you have experienced diversity discrimination or any other experience that you have witnessed diversity discrimination.

It is more important to show your awareness of the needs and impact of having a diverse environment and your beliefs or values on how to improve the situation.

In addition, a white person can be a champion or a leader in diversity and inclusion as well. In many cases, there are advantages in doing so.

It is not yet a popular ask for diversity statements in a job application , however, it is never a bad thing to summarize and put it on your application or resume to reflect who you are. Companies value team working and they embrace diversity in culture, work habits, age, skills, and gender. Knowing that you are ready and have experience with a diverse working environment is going to be a plus for your job application. Why not right?

What is a Diversity Statement?

The first type of diversity statement is in relation to different types of applications in the higher education context; while the second type of Diversity Statement is in relation to the type of “diversity position ” an organization position herself in the context of equity, diversity, and inclusion. more on How to write a diversity statement?

How to Write a Diversity Statement if You Are White?

A white person can experience diversity or even discrimination as well. Diversity doesn’t limit to a racial diversity only, it could be gender, age, and disability. More on this at Writing a Diversity Statement

There is not hard answer to the question. First, you should follow the requirement guidelines. Some institution may need 250 words, while some may need a 5 page essay.

More importantly, is the content. You should try the best to communicate the what, how, and your ideas to make diversity and inclusion a part of your focus in future work. Read more at How to write a great diversity statement ?

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13 Great Diversity and Inclusion Statement Examples To Inspire You in 2024

A recent survey found that 60% of HR professionals said their company focused on more than just the compliance aspects of DEI, compared to 71% in a previous survey. This decline is concerning for workplace DEI, especially given the proven business benefits of investing in DEI initiatives.

What is a diversity and inclusion statement? 

What should a good diversity and inclusion statement include.

• Start with the actual statement: A diversity and inclusion statement should be short and to the point. As such, you want your organization’s stance on DEIB to be the first thing visitors to your page see.
• Add data: If you have data available on your company’s current diversity and inclusion progress, include it within your statement. This proves your DEI position and demonstrates that you walk the proverbial talk. Elements to consider in that regard can be the percentage of women or people of color holding leadership positions in your organization or info about the gender pay gap (if there is one). 
• Be transparent: Nothing is wrong with admitting that your organization isn’t quite there yet regarding its DEIB goals or that you should have started working on them a bit sooner, as long as this doesn’t become a standard company line with little intention of improving or achieving these goals. 
• Specify your commitments: Define your commitments, whether in brief or in detail. In the DEI statement examples included in this article, some companies published their main DEIB commitments with in-depth descriptions of each initiative, while others opted for more concise descriptions.
• Add resources that enrich your DEI statement: Some (large organizations) have resources they use to help support their DEI work that they include on their statement page. Consider including documents and other material on representation and pay, workforce diversity reports, racial equity strategies, employee resource groups , etc. Additionally, including candidate or employee testimonials can further enrich the statement. 
• Ensure your website is accessible: Inclusivity should extend to the physical workplace and your owned media. Ensure that your webpage has been developed to be accessible to people with different needs, preferences, and disabilities and that it meets the Web Content Accessibility Guidelines .

What we like about this statement

3. BMW Group

DEI statement top tip Make your DEI statement evocative by including emotive words that help bring your text to life.

4. Girls Who Code

What we like about this page

6. John Lewis

• They give visitors the option to ‘skip the definitions’ and click on what the company is doing pretty much at the top of the page.
• They know that they have blind spots and will, therefore, miss things. They simply ask page visitors to tell them what they believe is missing so they can add these things.
• The company aims to make legal contracts frictionless, collaborative, and accessible. As a nice touch, they have created their entire website, including their DEI page, in the style of a typical contract.

DEI statement top tip A DEI statement is a serious and public commitment, but it doesn’t have to be dry and unimaginative. Personalize your DEI statement to your brand using language or a layout that illustrates your company’s work.

8. LEGO Group

10. Ubisoft

11. Virgin Atlantic

12. Workday

How to write a DEI statement: Best practices

• Come up with a strong title. This doesn’t mean you must spend hours developing a clever title. But try to have something other than ‘Diversity and Inclusion at X’. Virgin Atlantic’s ‘Be Yourself – whoever you are…’ is an excellent example of a strong title that says it all without being too creative. Apple’s ‘We Belong. Together.’ is another strong yet simple title.
• Keep things short and sweet. Try to encapsulate the essence of your organization’s DEI statement in one or two sentences. P&G, Juro, and Ubisoft have done this very well. 
• Link it back to your mission & values. We see this in most of this article’s diversity and inclusion statement examples. For example, Juro, Workday, LEGO Group, and WWF have achieved this well.    
• Consider your target audience. Based on your company’s DEI goals, consider who you are targeting as a company. Are you internally focused on your employees, or has your company also prioritized the social communities, your customers, suppliers, and partners? Highlight your target audience when crafting your DEI statement. 
• Add your company’s unique view. Adding your organization’s unique sauce to the DEI statement is one way to set yourself apart. This could be achieved through including company-specific language (as used in the LEGO, BMW Group, and WWF examples) but also conveyed through your sincerity (such as Ubisoft and Adobe) or in the form of specific focus areas (as with John Lewis and its focus on its Partners). Importantly, it should reflect your company’s identity.
• Be honest. Sounds obvious? Perhaps it is. But with so many eyes on your organization’s DEI statement (employees, candidates, customers, business partners, etc.), it can be tempting to write something that paints an unreal picture of your actual DEI status. Being honest about where you are and where you want to be will ring truer.

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The Importance of Diversity and Inclusion in the Workplace

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Diversity and inclusion (D&I) in the workplace let employers who value their employees’ unique needs, perspectives, and potential outperform their competitors.

Diversity and inclusion (D&I) is about much more than headcounts and policies. When implemented properly, it allows for different perspectives and experiences to enhance work culture as well as overall performance.

Embracing the varied backgrounds and unique traits of your employees can create a healthy workplace environment while adding a competitive advantage, ultimately driving businesses forward. According to the International Labour Organisation (ILO), companies with more inclusive work cultures and policies  experience  a 59% increase in innovation, along with a 62.6% increase in productivity and profitability.

These outcomes are important because economic conditions are changing quickly, and new business opportunities are continually arising. Still, many organisations need to do more to achieve a healthy balance of people from diverse backgrounds working for them.

Understanding D&I

Diversity : Diversity refers to making space for all genders, races, and ethnicities – but it is also more than skin deep. The term also includes different cultures, backgrounds, and people who have varied life experiences. Diversity is about welcoming these differences within a secure, positive, and supportive environment. It entails going beyond simple tolerance, to ensure that people appreciate and value each other.

Inclusion: Inclusion is an organisational practice in which resources are made available for diverse employees to thrive in their work environment. In particular, it means providing opportunities for employees of all backgrounds to improve themselves professionally through learning, growth, and advancement. Many companies have diverse workforces without that diversity making itself apparent in the upper echelons of management. Policies that promote inclusion are intended to remedy that disparity.

Taken as a whole, the D&I initiative is the intentional and sustained effort to build a diverse workforce by tapping into the true potential of all employees while embracing differences in opinions, perspectives, and skill sets.

Today’s employees expect their leaders to foster supportive work environments that value their unique identities and viewpoints. One of the best places to begin improving a workplace is with existing managers and employees, by setting up a diversity and inclusion program to raise awareness and train staff.

Advantages of D&I in the workplace

A more diverse and inclusive workforce makes good business sense because it helps companies hire the best people and retain them. As they are given opportunities to succeed and made to feel welcome, these same employees will be more likely to perform well and produce high-quality work.

D&I significantly impacts business success in both the short and long term, as it can:

Foster teams that thrive in crises – A diverse workforce breeds creative output. In the current world of economic uncertainty, a diverse workforce can help solve complex problems and create new business opportunities.

Improve the company’s relationship with its customers – Your existing and potential customers come from different backgrounds. Having a diverse workforce can help you become better positioned to understand and serve customers with different needs, thereby driving your business forward.

Increase talent attraction and retention – People want to stay with companies that embrace who they are. By the same token, companies that aren’t committed to D&I will lose a huge portion of today’s workforce. Removing workplace biases can also improve efficiency from an HR perspective by reducing turnover. According to a  Talos360 survey , 86% of HR professionals felt they had experienced bias in their careers, and a resounding 98% think a diverse recruitment strategy is essential.

Build strong teams and enhance collaboration – Diversity can help build stronger teams by bringing together people with different backgrounds but similar interests, skills and ideas. Diverse team-building leads to better collaboration when working together on projects or tasks. People from other departments within a company, like marketing or sales, will find it easier to collaborate since they have similar goals in mind when working on projects together instead of each focusing separately on their own individual tasks.

Improve productivity in the workplace – Diversity helps groups of employees come up with new and innovative ideas to help solve problems more efficiently, leading to better outcomes for businesses and employees alike. On average, inclusive workplaces are more productive and less stressful and have more engaged employees. They are also better for business because they respond to customer needs more effectively than non-inclusive workplaces.

Embracing the principles

D&I is gaining traction in the workplace because organizations are coming to realize that diversity is a strength. It represents an integral part of a healthy company’s culture and identity, enabling an environment where all employees are given equal opportunities to thrive. Diversity training is, therefore, a necessary and valuable addition to any organization’s training program.

Diverse perspectives support better business practices because they encourage creative solutions and the ability to adapt. Diversity provides access to different ideas, experiences, and skills, which can help organizations succeed in the long run. A diverse workforce also allows for a more effective feedback process.

Inclusion is also important because it provides equality in the workplace – meaning that everyone has access to the same opportunities regardless of their gender, race, or any other differences. Companies with an inclusive workplace environment have lower turnover rates, enhanced employee engagement, and an increased probability of sustained growth and profitability. In these uncertain times, with companies learning to navigate the new normal, it is more important than ever to focus on building and nurturing a diverse workforce.

Connexus Global is a fast-growing organization that embraces a diverse workforce to better serve our clients. If your business is searching for diverse talent, we can help.  Contact us today  to get started.

James Egremont

Managing Director

Consumer & Industrial Markets

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THESIS PROPOSAL Managing workforce Diversity in the international organization: A theoretical and realistic perspective

This research proposal discusses the thesis topic of workforce diversity and how it is managed at an organizational level with a specific focus on German organizations.

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Please cite as: Al Ariss, A., & Guo, G. C. Job allocations as cultural sorting in a culturally diverse organizational context. International Business Review (2015), http://dx.doi.org/10.1016/j.ibusrev.2015.09.010

Akram AL ARISS

This study addresses the inadequacy of the career and diversity literatures in explaining the dynamics of job allocations in a culturally diverse organizational context. In order to better understand this topic, we conducted a qualitative study involving personal interviews with 50 Emiratis and international employees who worked in managerial positions in the United Arab Emirates (UAE). The purpose of the study was to explore the unique challenges associated with managing a culturally diverse workforce and explore the role of culture in allocating jobs among employees with diverse cultural backgrounds. Despite the perceived value of having a culturally diverse workforce, our findings indicate a lack of effective diversity management strategies for dealing with challenges and issues associated with a high level of cultural diversity in the participating organizations. This study provides insights into the impact of cultural/nationality-based stereotypes on job allocations as well as on organizational outcomes. Based on the findings, we discussed implications for research and practice and as well as for policy makers.

Mustafa Ozbilgin

Diversity management has been extensively studied in domestic settings. However, domestic diversity management research is inadequate for understanding diversity management concerns of global firms at the level of their strategic decision making and cross-national coordination activities. The aim of this paper is to examine Japanese global firms in the automotive industry with a view to reveal their reasons for adoption, diffusion and implementation of global diversity management activities. The field research assumes a multi-party, multi-layered approach, incorporating interviews with decision leaders in key institutional actors, including diversity managers, trade union and employers’ association representatives and, subject specialist scholars. The research also involves documentary analysis of policy documents and corporate data. The paper provides a) a literature review on diversity management that identifies its key tenets and global and domestic versions, b) a conceptual framework of influences which shape the diversity management approach that a firm may take, c) an elaboration of the research methods and techniques and d) a case study of global diversity management in the Japanese automobile industry from a multi-stakeholder perspective. Research findings reveal that despite their global outlook, the automotive companies still retain multinational rather than global approaches to diversity management. The paper explains why this may be the case and proposes some remedies for overcoming current tensions in effective implementation of global diversity management activities.

Ajay Prakash

Aroush Khan

Workforce diversity is a primary concern for most of the businesses. Today's organisations need to recognise and manage workforce diversity effectively. Many articles have been written on this topic but there is no specific definition of workforce diversity. The main purpose of this article is to review the literature of workforce diversity. What is workforce diversity? What are the benefits of workforce diversity in organisations, what management can do to enhance work force diversity in organisations? What are the disadvantages of workforce diversity? .This questions would be main purpose of this article.

Lena Elisabeth Kemper

In response to demographic change organizations in Germany and Japan have recently begun to adapt their human resource management practices to embrace employees with diverse backgrounds: e.g. females, foreigners, or older workers (aged fifty and older). Based on a survey of 209 organizations we compare the current situation of diversity management practices in the two countries. Our findings indicate that, due to institutional differences, the scope and focus of diversity management varies significantly. Japanese diversity management focuses primarily on gender, whereas German organizations adopt a broader approach. While Japanese organizations consider communication and HR initiatives more important, German organizations assign a higher importance to practices integrating diversity in everyday work.

Human Factors and Ergonomics in Manufacturing

Brian D'Netto

shatrughna yadav

Corporate culture is like a tree which has diversified his business in different perspectives. In that context to managing the workplace diversity becomes one of the most important issues to ensuring the organizational effectiveness. Diversity Management is an important tool for fostering creativity and innovation through managing diverse workforce. Managing diversity is simply managing the individual in workplace. Diversity transforms the homogenous to heterogeneous workforce. In the recent years, employing heterogeneous workforces is important for competitive organization but to manage the diversified workforce is major challenge for management. This paper provides an overview of issues and challenges occur in the managing diversity. It also aims to investigate the gaps between theories and practices in the organization. This study emphasizes that it is need to develop a model and framework in the Indian context to manage the diversity effectively.

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Stakeholder Capitalism Still Makes Business Sense

• Paul Polman
• Andrew Winston

Five years after the Business Roundtable’s call for companies to pursue more than just profit, enthusiasm has dwindled. Here’s why they should recommit.

Five years ago, 181 CEOs issued a new statement on the purpose of a corporation, pledging to serve five stakeholders: customers, employees, suppliers, communities, and shareholders. but even then, it lagged behind what’s needed. Their commitment mattered and drove progress. But more recently, especially in the U.S., enthusiasm for many stakeholders’ sustainability priorities — such as climate change or DEI (diversity, equity, and inclusion) — has seemingly stalled. The authors reflect on what has happened since the statement, and where we’re going. Ultimately, they argue, that given the stress on our largest natural and societal systems, we need accelerated action — deeper work to build better, more regenerative businesses — and bold, decisive leadership to ensure a sustainable and equitable future for all.

On the surface, it was a big deal. The members of the Business Roundtable (BRT), 181 CEOs of the biggest companies in the U.S., issued a statement redefining the “purpose of a corporation.” After decades of obsession with short-term profits and investor returns, they committed to serving five stakeholders: customers, employees, suppliers, communities (including the environment), and shareholders.

• Paul Polman was the CEO of Unilever from 2009 to 2019 and helped develop the UN Global Goals. He is a coauthor of Net Positive .
• Andrew Winston is one of the world’s leading thinkers on sustainable business strategy. His books include Green to Gold , The Big Pivot , and Net Positive . AndrewWinston

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