research topics on diversity in the workplace

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• 04 Mar 2024
• Research & Ideas

Want to Make Diversity Stick? Break the Cycle of Sameness

Whether on judicial benches or in corporate boardrooms, white men are more likely to step into roles that other white men vacate, says research by Edward Chang. But when people from historically marginalized groups land those positions, workforce diversification tends to last. Chang offers three pieces of advice for leaders striving for diversity.

• 27 Feb 2024

Why Companies Should Share Their DEI Data (Even When It’s Unflattering)

Companies that make their workforce demographics public earn consumer goodwill, even if the numbers show limited progress on diversity, says research by Ryan Buell, Maya Balakrishnan, and Jimin Nam. How can brands make transparency a differentiator?

• 02 Jan 2024
• Cold Call Podcast

Should Businesses Take a Stand on Societal Issues?

Should businesses take a stand for or against particular societal issues? And how should leaders determine when and how to engage on these sensitive matters? Harvard Business School Senior Lecturer Hubert Joly, who led the electronics retailer Best Buy for almost a decade, discusses examples of corporate leaders who had to determine whether and how to engage with humanitarian crises, geopolitical conflict, racial justice, climate change, and more in the case, “Deciding When to Engage on Societal Issues.”

10 Trends to Watch in 2024

Employees may seek new approaches to balance, even as leaders consider whether to bring more teams back to offices or make hybrid work even more flexible. These are just a few trends that Harvard Business School faculty members will be following during a year when staffing, climate, and inclusion will likely remain top of mind.

• 21 Nov 2023

Cold Call: Building a More Equitable Culture at Delta Air Lines

In December 2020 Delta Air Lines CEO Ed Bastian and his leadership team were reviewing the decision to join the OneTen coalition, where he and 36 other CEOs committed to recruiting, hiring, training, and advancing one million Black Americans over the next ten years into family-sustaining jobs. But, how do you ensure everyone has equal access to opportunity within an organization? Professor Linda Hill discusses Delta’s decision and its progress in embedding a culture of diversity, equity, and inclusion in her case, “OneTen at Delta Air Lines: Catalyzing Family-Sustaining Careers for Black Talent.”

• 31 Oct 2023

Beyond the 'Business Case' in DEI: 6 Steps Toward Meaningful Change

Diversity and inclusion efforts that focus on business outcomes alone rarely address root causes. Jamillah Bowman Williams, a visiting fellow at the Institute for the Study of Business in Global Society, offers tips for companies navigating their next stage of the DEI journey.

• 24 Oct 2023

When Tech Platforms Identify Black-Owned Businesses, White Customers Buy

Demand for Black-owned restaurants rises when they're easier to find on Yelp. Research by Michael Luca shows how companies can mobilize their own technology to advance racial equity.

• 16 Oct 2023

Advancing Black Talent: From the Flight Ramp to 'Family-Sustaining' Careers at Delta

By emphasizing skills and expanding professional development opportunities, the airline is making strides toward recruiting and advancing Black employees. Case studies by Linda Hill offer an inside look at how Delta CEO Ed Bastian is creating a more equitable company and a stronger talent pipeline.

• 10 Oct 2023

In Empowering Black Voters, Did a Landmark Law Stir White Angst?

The Voting Rights Act dramatically increased Black participation in US elections—until worried white Americans mobilized in response. Research by Marco Tabellini illustrates the power of a political backlash.

• 26 Sep 2023

Unpacking That Icky Feeling of 'Shopping' for Diverse Job Candidates

Many companies want to bring a wider variety of lived experiences to their workforces. However, research by Summer Jackson shows how hiring managers' fears of seeming transactional can ultimately undermine their diversity goals.

• 14 Sep 2023

Working Moms Are Mostly Thriving Again. Can We Finally Achieve Gender Parity?

The pandemic didn't destroy the workplace advancements moms had achieved. However, not all of the positive changes forced by the crisis and remote work have stuck, says research by Kathleen McGinn and Alexandra Feldberg.

• 12 Sep 2023
• What Do You Think?

Who Gets the Loudest Voice in DEI Decisions?

Business leaders are wrestling with how to manage their organizations' commitment to diversity, equity, and inclusion. If you were a CEO, which constituency would you consider most: your employees, customers, or investors? asks James Heskett. Open for comment; 0 Comments.

• 08 Aug 2023

Black Employees Not Only Earn Less, But Deal with Bad Bosses and Poor Conditions

More than 900,000 reviews highlight broad racial disparities in the American working experience. Beyond pay inequities, research by Letian Zhang shows how Black employees are less likely to work at companies known for positive cultures or work-life balance.

• 26 Jul 2023

STEM Needs More Women. Recruiters Often Keep Them Out

Tech companies and programs turn to recruiters to find top-notch candidates, but gender bias can creep in long before women even apply, according to research by Jacqueline Ng Lane and colleagues. She highlights several tactics to make the process more equitable.

• 18 Jul 2023

Diversity and Inclusion at Mars Petcare: Translating Awareness into Action

In 2020, the Mars Petcare leadership team found themselves facing critically important inclusion and diversity issues. Unprecedented protests for racial justice in the U.S. and across the globe generated demand for substantive change, and Mars Petcare's 100,000 employees across six continents were ready for visible signs of progress. How should Mars’ leadership build on their existing diversity, equity, and inclusion efforts and effectively capitalize on the new energy for change? Harvard Business School associate professor Katherine Coffman is joined by Erica Coletta, Mars Petcare’s chief people officer, and Ibtehal Fathy, global inclusion and diversity officer at Mars Inc., to discuss the case, “Inclusion and Diversity at Mars Petcare.”

• 05 Jul 2023

How Are Middle Managers Falling Down Most Often on Employee Inclusion?

Companies are struggling to retain employees from underrepresented groups, many of whom don't feel heard in the workplace. What do managers need to do to build truly inclusive teams? asks James Heskett. Open for comment; 0 Comments.

• 01 Jun 2023

A Nike Executive Hid His Criminal Past to Turn His Life Around. What If He Didn't Have To?

Larry Miller committed murder as a teenager, but earned a college degree while serving time and set out to start a new life. Still, he had to conceal his record to get a job that would ultimately take him to the heights of sports marketing. A case study by Francesca Gino, Hise Gibson, and Frances Frei shows the barriers that formerly incarcerated Black men are up against and the potential talent they could bring to business.

• 31 May 2023

Why Business Leaders Need to Hear Larry Miller's Story

VIDEO: Nike executive Larry Miller concealed his criminal past to get a job. What if more companies were willing to hire people with blemishes on their records? Hise Gibson explores why business leaders should give the formerly incarcerated a second chance.

From Prison Cell to Nike’s C-Suite: The Journey of Larry Miller

VIDEO: Before leading one of the world’s largest brands, Nike executive Larry Miller served time in prison for murder. In this interview, Miller shares how education helped him escape a life of crime and why employers should give the formerly incarcerated a second chance. Inspired by a Harvard Business School case study.

• 08 May 2023

How Trump’s Anti-Immigrant Rhetoric Crushed Crowdfunding for Minority Entrepreneurs

When public anxiety about immigration surges, Black, Asian, and Hispanic inventors have a harder time raising funds for new ideas on Kickstarter, says research by William Kerr. What can platforms do to confront bias in entrepreneurial finance?

Articles on Diversity in the workplace

Displaying all articles.

How ‘benevolent sexism’ undermines Asian women with foreign accents in the workplace

Ivona Hideg , York University, Canada ; Samantha Hancock , Western University , and Winny Shen , York University, Canada

Smashing the ‘concrete ceiling’: Black women are still missing from corporate leadership

Oludolapo Makinde , University of British Columbia

Mental health needs to be a cornerstone of equity, diversity and inclusion initiatives

Keshav Krishnamurty , York University, Canada

Diversity in the workplace isn’t enough: Businesses need to work toward inclusion

Steven Smith , Saint Mary’s University ; Katelynn Carter-Rogers , St. Francis Xavier University , and Vurain Tabvuma , Saint Mary’s University

‘Overwhelmingly Anglo-Celtic ’: new report shows diversity still lacking on Australian free-to -air TV news

Dimitria Groutsis , University of Sydney and Joanne Crawford , University of Sydney

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Diversity impact on organizational performance: Moderating and mediating role of diversity beliefs and leadership expertise

Jamshid ali turi.

1 Department of Management Studies, Bahria Business School, Bahria University, Islamabad, Pakistan

Sudhaishna Khastoori

2 Department of Management Sciences, SZABIST, Larkana, Pakistan

Shahryar Sorooshian

3 Department of Business Administration, University of Gothenburg, Gothenburg, Sweden

Nadine Campbell

4 Business school, Western Sydney University, Sydney, Australia

Associated Data

The data has been sent to the SZABIST center of research in Shaheed Zulfikar Ali Bhutto Institute of Science and Technology, 79 Clifton Road, Karachi 75600, Pakistan. To obtain the archive, should use the main author's name followed by the year 2021, "Ali Turi / Khastoori - 2021. Data set, the contact information for the SZABIST center of research is: Tel: (021) 358-21538-42 (EXT # 407) Fax: (021) 35830446 Email: kp.ude.tsibazs@ofni .

The current research examines the impact of four independent diversity variables, gender, age, educational background, and ethnicity, on the moderating role of diversity beliefs and the mediating role of leadership expertise to measure organisational performance in Pakistan. A self-administered questionnaire using a 6-point Likert scale approach was adopted to collect the responses from 176 employees. Quantitative analysis was done using SPSS, and SMART-PLS3 were used for was used to comprehend the objectives of the research. The findings indicate that age diversity, diversity beliefs, and leadership expertise have a statistically significant impact on organisational performance. Moreover, moderating variable diversity belief did not affect organisational performance, but leadership expertise plays a significant mediating role in organisational performance. Our study provides critical theoretical contributions to research diversity and organisational performance in Pakistan and examines the impact of workforce diversity on organisational performance with leadership expertise as mediator and diversity beliefs as a moderator.

1. Introduction

Diversity has many meanings, applications, and implications. Some organisations see it as an asset from which innovation and competitive advantages can springboard, while others see it as a hindrance, constrain, and biases. Traditionally, diversity included religion, language, age, gender, ethnicity, education, cultural and personality orientation [ 1 ]. Today, the concept of diversity has evolved to encompass strategic targets to improve organisational performance and effectiveness [ 2 ]. Therefore, organisations promote workforce diversity to bolster organisational performance [ 3 ]. However, many studies suggest that diversity exists in different forms with different intensities. If not managed properly, it has the potential to harm morale, intensify turnover and result in substantial communication problems.

The lack of diversity training and understanding of diversity beliefs, especially in developing countries with rigid social and cultural bonds, leads to organisational bias. To overcome these organisational biases, E-Vahdati et al. [ 4 ] recommended that firms should emphasise corporate governance, accountability, ethics, trust, and diversity. Moreover, organisations also need diversity for rational decision-making and promoting a conducive environment, where everyone’s beliefs are respected, leading to employees self-reflecting on the positive benefits [ 5 , 6 ]. However, if workforce diversity is mismanaged, this could lead to emotional conflicts, perceived organisational politics, miscommunication, power struggle, and higher employee turnover. As a result, having a diverse workforce would become an inhibitor for organisational development [ 7 , 8 ].

Muhammad Ali Jinnah, the founder of Pakistan, believed that diversity management involves four key concepts. One is democratisation which would guarantee cooperation amongst its citizens. Two, consistent social equity and equivalence through egalitarian Islamic values. Three, stringent laws with no room for bias or discrimination. Four, protectionism for minorities, women, and other disadvantaged groups [ 9 ]. Despite this, Pakistan is among the lowest-ranked diverse countries in the world. It ranked in the 22nd percentile for gender diversity and female economic activity in emerging economies due to its religious and cultural norms. Additionally, Pakistan’s sectoral diversity falls in the bottom five [ 10 ].

Previous studies on diversity focused on culture and ethnicity, but elements such as age, gender, and education have not been fully explored. Therefore, there is a need to examine different elements of diversity in different settings to understand its applications and managerial implications for sustainable organisational performance [ 11 – 13 ]. However, the subjective nature of diversity has left many practitioners ill-equipped to manage diversity effectively or determine which components play a role in diversity management and diversity-related issues [ 14 ].

The contradictory research results on diversity need to be further examined to increase our comprehension and better explain this phenomenon. Previous research has considered various diversity dimensions to identify their impact on organisational performance. For example, García-Granero et al. [ 15 ] and Georgakakis [ 16 ] explored the relationship between top management team functional diversity and the firm’s performance with the moderating role of top management (CEO) attributes. Other studies have used negative descriptors such as discrimination and racial prejudice to explore diversity.

However, no studies have examined the projectized environments or considered the role of leadership expertise and diversity beliefs. This research’s main queries are to determine how leadership expertise adds to organisational performance, value diversity beliefs, and organisational performance? Therefore, our contribution to the diversity literature will help us better understand and assess the impact of diversity on organizational performance by examining leadership expertise as a mediating variable and determining the extent to which diversity and organizational performance are related, using diversity beliefs as a moderating variable within Pakistan.

2. Literature review and hypotheses

Diversity is considering, recognising, and respecting others’ opinions and differences irrespective of their culture, gender, age, social status, race, physical capability, and so on [ 7 , 17 ]. It is used to find opportunities, face challenges, and explore new avenues [ 18 ]. Furthermore, diversity can be used to enhance knowledge and skill levels, help to understand behaviour, conflicts and fill the gaps within the organisation [ 7 , 19 ]. While there are many facets to diversity, this research aims to look more especially at gender, age, ethnicity, and educational diversity.

2.1 Gender diversity

Gender diversity represents the gender identities of men and women. It describes the emotional difference and experience publicly and culturally attached to men and women within any firm [ 20 ]. Research has found that a moderate level of gender diversity boosts the competitive edge, whereas greater levels of gender diversity reduce organizational performance. Other studies have shown that organisational success depends upon gender equality and equity [ 21 , 22 ];. Although western organisations have been moving closer to gender equality, Pakistan is way behind [ 21 ]. The gender-oriented inequities within the Pakistani workplace are reinforced by personal biases and stereotypes, referring that the status of men is perceived as superior to women. Many organisations prefer hiring male employees because they perceive men as better performers [ 23 ].

2.2 Age diversity

Age diversity is the ability of an organisation to accept different age groups. The business environment can only grow and succeed when various age groups within an organisation come with diverse experiences [ 24 – 26 ]. Recently, age diversity issues have gained significance because professionals are choosing to work past retirement age, and young adults are working part-timers while completing their studies [ 27 – 29 ]. Many organisations are welcoming this trend because they need skilled employees with experience and young talent with an innovative mindset for new ventures better organisational performance [ 30 , 31 ]. However, In Pakistan, young people face more discrimination in the labour market than old workers [ 32 ], as cultural norms are founded on respect for their elders.

2.3 Ethnic diversity

Ethnic diversity refers to differences in religion, language, and cultural background. Employees from different backgrounds working in the same organisation represent different lifestyles, cultures, beliefs, and skills that can improve strategic decisions [ 14 ]. Due to these perceived attributes and globalisation, organisations are focusing on multiplicity diversity building, but many companies struggle to produce and implement policies that reduce ethnic discrimination, which negatively impacts organisational performance [ 32 – 35 ]. Pakistani laws espouse that all citizens are equal irrespective of their religion, language, gender, or caste, but for minorities in Pakistan, this is a farfetched dream. According to EEOC data, ethnic diversity violations cost companies $112.7 million per annum due to ethnic diversity violations [ 3 ].

2.4 Educational diversity

Educational diversity denotes differences in knowledge, training, skills, experience, and qualification [ 18 , 36 ]. Some organisations refuse to employ highly qualified workers because they do not believe highly educated individuals are better performers, while others see employees with less education, skills, and training underperform [ 22 ]. The lowest level of education affects the earnings of rural workers in Pakistan, but old earners who receive more education earn more in urban areas. Organisations use educational diversity to have a mix of soft and hard-tech skills [ 37 ], and employees consider having educational diversity to significantly increase their ability in obtaining desirable jobs [ 38 , 39 ]. Age, gender, ethnicity, and educational diversity add to the synergetic pragmatism of the projects and organisation [ 30 , 40 ]. These findings lead us to the stance that H1 : Diversity has a significant positive impact on project performance .

2.5 Leadership expertise

Leadership expertise plays a crucial role in organisational performance, as it creates new directions, new philosophies, optimism, boost enthusiasm and cooperation among employees, and devises appropriate visions and strategies. Furthermore, leadership expertise considers diversity an organisational strength and promotes inclusion and diversity using various leadership styles as one leadership style may not work in diverse teams. The leader-member exchange (LMX) theory explains this approach best. It is a relationship-based approach with a dyadic relationship between the leader and their employees [ 41 ].

According to LMX [ 41 ], a leader uses a specific leadership style for each team member based on their mindset. The leaders share more knowledge and information, delegate responsibilities, and encourage participation in decision-making with some members and not others. LXM theory allows leaders to develop in-groups and spend more resources on the members they expect to perform better. This relationship between a leader and members gradually develops and reaches a high degree of dependence, mutual trust, and support. As a result, productivity increases. That eventually enhances employee retention, loyalty, and sustainable organisational growth.

Previous results maintain that effective diversity management at the workplace adds to both organisational and organisational performance [ 7 , 40 ]. Diversity, which has become an integral part of every organisation and project in this unified world, needs better leadership expertise to manage it at the micro and macro levels [ 34 , 42 ]. Research supports that a leader’s expertise, i.e., leading employees with respect regardless of their caste and creed, leading them with self-assurance, positively shaping their behaviour, results in enhanced employee performance, which eventually reflects increased organisational performance [ 43 ]. The findings lead us to H2 : Diversity with leadership expertise has a positive impact on organisational performance .

2.6 Role of diversity beliefs as a moderating variable

Diversity beliefs mean understanding that everyone is unique, and there is a need to recognise individual differences. These differences include race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies [ 11 ]. Today, globalisation is one of the driving forces of diversity within organisations. However, accommodating diversity beliefs in terms of spiritual, cultural, and political views sometimes challenges a diverse organisation [ 12 , 25 ]. Staff needs to be reminded that they should not impose their opinions on others as their personal and ethnic beliefs are independent of their work obligations [ 27 , 44 ]. The employment practices linked with unbiased diversity beliefs can lead to constructive organisational results [ 11 , 26 ].

These diversity beliefs can be polarised perceptions or preferences towards homogeneity or heterogeneity [ 7 , 17 ]. A leader’s diversity beliefs may be one of the factors influencing organisational performance. Manoharan and Singal [ 42 ] found diversity positively affects organisational performance when supported by positive beliefs and values. Kundu and Mor [ 45 ] concluded that a generally positive view of workforce diversity could positively impact organisational and new venture (project) performance. Additionally, the perception of employees about workforce diversity is positively linked with organisational performance [ 46 ], and employees perceive their organisation more favourably when diversity management is perceived as positive [ 18 ]. However, due to organisational variations and cultural settings, diversity needs to be managed differently [ 14 , 47 ]. As such, we hypothesise that H3 : Diversity beliefs moderates the relationship between leadership expertise and organisational performance .

Furthermore, organisations bring people from different cultures to boost creativity, knowledge, and rational problem-solving approaches. Consequently, the leaders in this 21 st century have become highly alarmed with diversity management in organisations [ 48 ]. It is believed that diversity at the workplace positively impacts organisational performance, and the leadership expertise mediates this relationship. According to prior research [ 8 , 49 ], organisational leaders play a vital role in forming and promoting the workplace culture, free of prejudice and personal biases. The workforce mainly follows leaders to set the perspective wherein they would work in an organisational setting. Thus, forming such an environment that imitates respect, ethical behaviour, understanding, and encouraging cross-cultural values improves organisational performance. However, this relationship is moderated by the diversity beliefs. Everyone in the organisation does not hold the same values and beliefs. Still, a true leader who can determine the varied beliefs of employees and manage diversity in a way that is convincing for each team member can help organisations reach new heights [ 50 ]. The research findings lead to the hypothesis that H4 : Diversity significantly impacts organisational performance with the mediation of leadership expertise and moderation of diversity beliefs .

The Conceptual Model ( Fig 1 ) was developed based on the relationship between four dimensions of diversity most relevant to the Pakistani context, the leadership expertise, diversity beliefs, and organisational performance. This conceptual framework indicates the impact of workforce diversity on organisational performance in the presence of leadership expertise as mediating variable and diversity beliefs as moderating variable in the services sector and projectized organisations in Pakistan’s major cities.

3. Methodology

A quantitative approach using a correlational study was undertaken to determine the extent of a relationship constructs under investigation. A structured questionnaire was adopted from previous studies [ 51 , 52 ] to collect primary data using a survey, keeping in mind the objectives of the studies. The study used a 6-point Likert scale for grading the responses with the scale (1 = strongly disagree, 2 = disagree, 3 = partially disagree, 4 = partially agree, 5 = agree, 6 = strongly agree). The target population of the study was the project management professionals, working in the major cities of Pakistan. These cities were selected because many of the national and international developmental projects take place here. Organizations were selected from the services sector. The questionnaires were self-administered.

Additionally, a muti-level sampling procedure was adopted to make the respondent selection process more accurate and precise. In the first phase, stratified random sampling was applied to select the strata of the potential respondents. In the second phase, the quota sampling technique was applied to select the qualifying organizations, and in the third phase, convenient sampling was used to collect data. A total of 550 questionnaires were distributed, and 482 were returned. Questionnaires were assessed and screened for completeness. A total of 17 questionnaires were discarded as more than 10% of the values were missing. A further 12 were removed because of outliers. The remaining 451 were analysed using SPSS and Smart PLS.

4. Results and findings

4.1 participant demographics.

Table 1 contains the demographic details of the respondents. Among 176 respondents, 97 were male, and 79 were female. Most of the respondents were aged 30–35, had more than 5years’ experience working for their organisation, and held a bachelor’s degree or higher. This indicates that the participants were well educated and possessed sufficient skills and knowledge to answer all the survey questions proficiently.

4.2 Instrument validity

Table 2 indicates the loading factors for all the items are in the acceptable range of greater than 0.70. The average variance extracted (AVE) falls between 0.612–0.678 for the constructs, indicating a high-reliability level. Moreover, the composite reliability (CR) values range from 0.862 to 0.947 and are highly consistent and satisfy the convergent validity criteria. Furthermore, predictive accuracy, effect size, and predictive relevance were conducted for the goodness of fit, and their values fell in an acceptable range.

*OL = Organisational Leadership; AD = Age Diversity; ED = Ethnic Diversity; GD = Gender Diversity; EDD = Educational Diversity LE = Leadership Expertise; DB = Diversity Beliefs.

4.3 Discriminant validity: Fornell-Larcker Criterion

Discriminant validity of the constructs was checked using Fornell-Larcker Criterion. Discriminant validity confirms correlation among constructs if the values do not exceed 0.85 and the square root of AVEs is greater than the correlation of other constructs. Table 3 maintains that all values are less than 0.85, and their square root of AVEs was greater than their constructs’ off-diagonal values. These details satisfy the discriminant validity requirements.

*AD = Age Diversity; DB = Diversity Beliefs; ED = Ethnic Diversity; EDD = Educational Diversity GD = Gender Diversity; LE = Leadership Expertise; OP = Organisational Performance.

4.4 Discriminant validity: HTMT Criterion

HTMT refers to the average of the correlations of indicators between different constructs relative to the average of the correlations of indicators within the same construct. It measures the discriminant validity between the construct of the instrument. While conservative cut-off values are 0.9 is advocated a more stringent ratio of 0.85 as it offers the best criterion compared to all other methods of assessing discriminant validity [ 53 ]. Thus, any inter-construct ratio greater than 0.85 would be considered as having poor discriminant validity. The HTMT ratios obtained in this study, as shown in Table 3 , indicate no discriminant validity problems between the constructs.

4.5 Hypothesis testing

The path estimation or hypothetical relations was performed to observe the significant relationship in the inner path model. The entire hypothetical path in the framework was examined through the regression coefficient (β). Using the PLS Bootstrap technique, the value of β was checked to observe the proposed hypotheses in the structural model. Table 4 demonstrates the path coefficient assessment result where out of 10 direct hypotheses, six were supported, and four were not supported. The supported hypotheses were significant at least at the level of 0.05, have expected positive sign directions, and consist of a path coefficient value (β) ranging from 0.181 to 0.515.

Additionally, Table 5 shows that all six direct relationships were significant as the p-value is less than 0.05 and the t-value is higher than 1.96, depicted in Fig 2 . However, the other four hypotheses were unsupported because the p-value was higher than 0.05, and the t-values were less than 1.96.

In the case of moderating hypothesis, DB does not moderate the relationship between LE and OP. Therefore, it confirms that DB does not play any significant moderating role in the relationship between LE and OP.

4.6 Mediation hypothesis

For the mediating analysis, the bootstrapping technique was applied [ 54 ]. The mediation analysis results are presented in Table 6 and in Fig 3 , where among the four mediating hypotheses, three were supported, and one was not supported. The mediating path AD -> LE -> OP, ED -> LE -> OP, and EDD -> LE -> OP was significant as p < .005 and the values of LL and UL do not have zero (0) in between, which confirmed a mediating effect. However, the other mediating path GD -> LE -> OP was not significant as p < .005, and the zero (0) exists between LL and UL. In addition, among the three hypotheses, the AD -> LE -> OP path was partially mediated as the direct hypothesis was significant. However, the other two significant paths were fully mediated as their direct relationships were not significant.

5. Discussion

After many years of research on workplace diversity, there is considerable misperception over what diversity is. The broad definitions state that diversity seeks inclusion but does not identify the difference between social diversity where individuals of different races, ethnicity, religious beliefs, socio-economic status, language, geographical origin, gender, and/or sexual orientation bring their different knowledge, background, experience, and interest to increase organisational performance. Similarly, functional diversity where individuals with a variety of educational and training backgrounds are not examined. As a result, organisations are left confused about how to manage diversity to maximise organisational performance [ 55 – 58 ].

The present research provides a better understanding of the prevailing diversity scenario in Pakistan’s service sector and projectized organisations. The research indicates that three diversity variables, ethnic, gender, and education, do not significantly impact organisational performance. In contrast, age diversity has a significant impact on organisational performance.

The moderating hypothesis indicates that diversity beliefs play no significant role in improving organisational performance. This study challenges previous findings in the literature review sections, which proclaims that diversity and diversity beliefs significantly affect organisational performance. Therefore, organisations prefer to engage the workforce with diverse social, cultural, and ethnic backgrounds, bringing multi-facet experiences, learning, tacit and explicit knowledge to the organisation, boom effectiveness, and efficiencies, face challenges, and accept future challenges. This may be due to regional and cultural factors, that diversity beliefs are not promoting organisational performance, which may be explored in the future. Moreover, this study indicates that leadership expertise plays a significant mediating role, and diversity beliefs play a significant moderating role in organisational performance.

5.1 Theoretical implications

Our study provides critical theoretical contributions to research diversity and organisational performance. There is a gap in the current literature on the impact of workforce diversity on organisational performance, with leadership expertise as mediating variable and diversity beliefs as moderating variable in the services sector and projectized organisations in Pakistan. Specifically, we determined that leadership expertise mediates age, ethnicity, and educational diversity, and organisational.

Second, we contribute to research on the effective path by which diversity influences organisational performance by exploring the mediating role of leadership expertise. That is, our study not only examined that leadership expertise positively influences organisational performance. Building on these studies, our research uses leader-member exchange theory as an effective path and organisational performance as a goal. Drawing on the leader-member exchange theory, we determine that leadership expertise can impact diversity and enhance organisational performance. Our results suggest that leadership expertise is a crucial mechanism for diversity management and improving organisational performance in Pakistan.

Finally, our research explored the value of incorporating the moderator, diversity beliefs, and the mediator leadership expertise into a single theoretical model helps us better to understand the relationship between diversity and organisational performance. Our study showed that diversity beliefs do not moderate the relationship between leadership expertise and organisational performance. However, there were direct relationships between age diversity and leadership expertise, age diversity and organisational performance, diversity beliefs and organisational performance, and ethnic diversity and leadership expertise. Additionally, this study also found that there is partial and no mediation between age diversity, gender diversity, and organizational performance.

5.2 Practical implications

In addition to the theoretical contributions, our research informs practitioners in several ways. First, our results show that age, ethnicity, and educational diversity directly contributes to organisational performance via leadership expertise. There was also a direct relationship between age and ethnic diversity and leadership expertise. These findings emphasise the relevance of diversity management in light of globalisation.

Leaders should employ leader-member exchange procedures to help sustain organisational performance in an increasingly diverse workforce. That is, leadership styles need to change based on the mindset of the various groups within the organisation. The leaders share more knowledge and information, delegate responsibilities, and encourage participation in decision-making with some members and not others. LXM theory allows leaders to develop in-groups and spend more resources on the members they expect to perform better. However, this study added to the body of knowledge, that leadership expertise may not contribute to well managed and effective group development, due to social, religious, and cultural limitations of the locality/respondents.

5.3 Limitations and future research directions

This study has several limitations. First, it focused on age, gender, ethnic, and education diversity management and did not take into account other demographic diversity practices implemented within the organisations. Previous research recognises that a broad spectrum of demographic diversity influences organisational performance [ 55 ]. Future research should investigate a broader range of demographic diversity to understand better what constitutes a comprehensive approach to diversity management. Second, the research is quantitative, and its moderate response rate may limit the generalisability of the results [ 59 ]. Future research could combine qualitative and quantitative methods to leverage both structured and unstructured data to enhance the depth of insights and provide more specific practical outcomes [ 60 ]. Third, the generalisability of findings should be interpreted with caution. Every society has its own culture, norms, and social values, and previous research has identified that organisational culture may influence the findings related to diversity management [ 61 ].

6. Conclusions

Workplace diversity is becoming one of the most popular ways to evaluate organisational performance. Thus, conducting training and creating awareness regarding diversity will lead to value generation, better productivity, and vitality. Managing diversity at the workplace considers leveraging and respecting cultural differences in employees’ competencies, ideas, and innovativeness to persuade them to contribute towards a common goal and do it in a way that gives a competitive edge to organisations. Hence, it is recommended to encourage a more diversified workforce and create awareness to increase organisational performance. In addition, this research has focused on diversity beliefs as a moderating variable. However, future research can be conducted that how leadership expertise can mediate between age and gender diversity and organizational performance. Additionally, organisational justice as a moderator between diversity dimensions and organisational performance needs to be explored. Moreover, in the current paper, the social traits of diversity have been studied, providing opportunities or gaps to study functional diversity traits in the future.

Ethical consent

The study was approved by the ethical committee of the SZABIST Larkana Campus. The consent was informed, and the information was collected through an approved structured questionnaire. Moreover, the authors declare that they have no conflict of interest.

Funding Statement

The author(s) received no specific funding for this work.

Data Availability

• PLoS One. 2022; 17(7): e0270813.

Decision Letter 0

16 Dec 2021

PONE-D-21-09151Diversity Impact on Organizational performance: Moderating and Mediating role of Diversity Beliefs and Leadership ExpertisePLOS ONE

Dear Dr. Sorooshian,

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Comments to the Author

1. Is the manuscript technically sound, and do the data support the conclusions?

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Reviewer #1: No

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Reviewer #1: The study is interesting, and the results are useful for diversity related research. However, the manuscript needs to be thoroughly checked for language including grammar. Detailed review comments are attached.

Reviewer #2: Dear Authors

You get a minor revision, make a revision immediately, pay attention to the marked reviews, the introduction is quite clear but there are some things that need to be improved, the methods, data processing and others are quite good

See reviewer comments as an attachment file.

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Submitted filename: PLOS Review_2021.docx

Submitted filename: PS Paper-01.docx

Author response to Decision Letter 0

24 Jan 2022

General: The whole paper was revisited and the help of the expert/native speaker was also incorporated. Additionally, some technical quality improvements are also considered.

Reviewer #1: The study is interesting, and the results are useful for diversity related research. However, the manuscript needs to be thoroughly checked for language including grammar. Detailed review comments are attached.

Suggestion accepted and incorporated . Thanks for your appreciation, the whole paper was revisited and the suggestions were incorporated

Reviewer #2: You get a minor revision, make a revision immediately, pay attention to the marked reviews, the introduction is quite clear but there are some things that need to be improved, the methods, data processing and others are quite good

Suggestion accepted and incorporated. Thanks for your appreciation, the whole paper was revisited and the suggestions were incorporated

Submitted filename: reviewers comments and responses.docx

Decision Letter 1

21 Jun 2022

Diversity Impact on Organisational Performance:

Moderating and Mediating Role of Diversity Beliefs and Leadership Expertise in Pakistan

PONE-D-21-09151R1

Dear Dr. Shahryar Sorooshian,

We’re pleased to inform you that your manuscript has been judged scientifically suitable for publication and will be formally accepted for publication once it meets all outstanding technical requirements.

Within one week, you’ll receive an e-mail detailing the required amendments. When these have been addressed, you’ll receive a formal acceptance letter and your manuscript will be scheduled for publication.

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If your institution or institutions have a press office, please notify them about your upcoming paper to help maximize its impact. If they’ll be preparing press materials, please inform our press team as soon as possible -- no later than 48 hours after receiving the formal acceptance. Your manuscript will remain under strict press embargo until 2 pm Eastern Time on the date of publication. For more information, please contact gro.solp@sserpeno .

María del Carmen Valls Martínez, Ph.D.

Reviewers' comments:

1. If the authors have adequately addressed your comments raised in a previous round of review and you feel that this manuscript is now acceptable for publication, you may indicate that here to bypass the “Comments to the Author” section, enter your conflict of interest statement in the “Confidential to Editor” section, and submit your "Accept" recommendation.

Reviewer #2: All comments have been addressed

Reviewer #3: All comments have been addressed

2. Is the manuscript technically sound, and do the data support the conclusions?

Reviewer #2: Yes

Reviewer #3: Yes

3. Has the statistical analysis been performed appropriately and rigorously?

4. Have the authors made all data underlying the findings in their manuscript fully available?

The PLOS Data policy requires authors to make all data underlying the findings described in their manuscript fully available without restriction, with rare exception (please refer to the Data Availability Statement in the manuscript PDF file). The data should be provided as part of the manuscript or its supporting information, or deposited to a public repository. For example, in addition to summary statistics, the data points behind means, medians and variance measures should be available. If there are restrictions on publicly sharing data—e.g. participant privacy or use of data from a third party—those must be specified.

5. Is the manuscript presented in an intelligible fashion and written in standard English?

6. Review Comments to the Author

Reviewer #2: Based on the results of the previous reviewer's comments, which generally have to be revised by the author. Well done.

Reviewer #3: The study is very interesting, and the overall results are useful for related research areas. Therefore, I recommend to publish this article in its current form.

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Reviewer #2: No

Reviewer #3:  Yes:  Dr. Asad Ali

Acceptance letter

15 Jul 2022

Diversity Impact on Organizational performance: Moderating and Mediating role of Diversity Beliefs and Leadership Expertise

Dear Dr. Sorooshian:

I'm pleased to inform you that your manuscript has been deemed suitable for publication in PLOS ONE. Congratulations! Your manuscript is now with our production department.

If your institution or institutions have a press office, please let them know about your upcoming paper now to help maximize its impact. If they'll be preparing press materials, please inform our press team within the next 48 hours. Your manuscript will remain under strict press embargo until 2 pm Eastern Time on the date of publication. For more information please contact gro.solp@sserpeno .

If we can help with anything else, please email us at gro.solp@enosolp .

Thank you for submitting your work to PLOS ONE and supporting open access.

PLOS ONE Editorial Office Staff

on behalf of

Dr. María del Carmen Valls Martínez

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Researching Diversity in the Workplace

Introduction, workforce diversity faqs, academic studies.

These FAQs cover recommended sources to use to research diversity in the workplace.

• Executive (C-Suite) Diversity & Compensation Data Sources
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Related Resources

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Below are a selection of books available at Stanford on the topic of race and diversity in the workplace and in management.

Tip: These links will take you to the SearchWorks page. See the left hand column for access information; eBooks will have a link to access online, print books will list the book's home library.

As with any topic, there are thousands of articles written about diversity in organizations and business from a variety of disciplines. Below are just a handful of recent reviews (literature reviews, meta-analysis) on this topic.

• A review of perceived diversity in teams: Does how members perceive their team's composition affect team processes and outcomes? Shemla, M., Meyer, B., Greer, L., & Jehn, K. A. (2016). A review of perceived diversity in teams: Does how members perceive their team's composition affect team processes and outcomes? Journal of Organizational Behavior, 37, S89-S106. DOI: 10.1002/job.1957
• Academy of Management Review | Special Topic Forum: Diversity at a Critical Juncture This link will take you to the articles in the July 2019 (vol 44, issue 3) edition of the Academy of Management Review.
• Diversity in the workplace: A review, synthesis, and future research agenda Roberson, Q. (2019). Diversity in the workplace: A review, synthesis, and future research agenda. Annual Review of Organizational Psychology and Organizational Behavior, 6 . 69-88. https://doi.org/10.1146/annurev-orgpsych-012218-015243
• Inclusive workplaces: A review and model Shore, L. M., Cleveland, J.N., & Sanchez, D. (2018). Inclusive workplaces: A review and model. Human Resource Management Review, 28 (2), 176-189. https://doi.org/10.1016/j.hrmr.2017.07.003
• Journal of Management Studies | Special Issue: Diversity Perspective on Management: Towards More Complex Conceptualizations of Diversity in Management Studies This link will take you to the articles in the December 2021 (vol 58, issue 8) edition of the Journal of Management Studies.
• Reinvigorating research on gender in the workplace using a positive work and organizations perspective Warren, M. A., Donaldson, S. I., Lee, J. Y., & Donaldson, S. I. (2019). Reinvigorating research on gender in the workplace using a positive work and organizations perspective. International Journal of Management Reviews, 21 (4), 498-518. https://doi.org/10.1111/ijmr.12206
• Sixty years of discrimination and diversity research in human resource management: A review with suggestions for future research directions Carmen, M., Triana, P., Gu, O. C., Orlando R., &, Colella, A. (2021). Sixty years of discrimination and diversity research in human resource management: A review with suggestions for future research directions. Human Resource Management, 60 (1), 145-204. DOI: 10.1002/hrm.22052
• Team creativity/innovation in culturally diverse teams: A meta‐analysis Wang, J., Cheng, G. H., Chen, T., & Leung, K. (2019). Team creativity/innovation in culturally diverse teams: A meta‐analysis. Journal of Organizational Behavior, 40 (6), 693-708. DOI: 10.1002/job.2362

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Business Source Complete Access: UCI Geography: Global Thousands of business articles from news, trade, and scholarly publications, including titles like  Profiles in Diversity Journal , and  Black Enterprise.  

Ethnic NewsWatch Access: UCI Full-text newspapers, magazines, and scholarly journals of the ethnic and minority press, providing researchers access to essential, often overlooked perspectives, including ethnicity in the workplace, including titles like the  Journal of Business Diversity , and  Minority Business Entrepreneur .  

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Journal of Diversity Management An open access peer reviewed journal that contributes to the understanding of how to create and maintain a positive work environment where the similarities and differences of individuals are valued, so that all can reach their potential and maximize their contributions to an organization’s strategic goals and objectives. 

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Survey of Business Owners Part of the US Federal 5-year Economic Census.  Comprehensive information on selected economic and demographic characteristics for businesses and business owners by gender, ethnicity, race, and veteran status.  

Equal Employment Opportunity Commission  ​A US Federal government branch  responsible for enforcing federal anti-discrimination laws.  Its Employment Statistics includes Job Patterns For Minorities And Women In Private Industry. D ata in aggregated format for major geographic areas and by industry group for private employers (EEO-1) are available, with more granular data available at data.gov.  

Bureau of Labor Statistics Information about national labor force statistics with demographic characteristics available from the US Federal government's Current Population Survey (CPS). Data on the labor force characteristics of employed and unemployed persons, plus hours of work and earnings, also are available. 

BLS releases annual Reports with the following titles:

• Characteristics of Minimum Wage Workers
• Highlights of Women's Earnings
• Labor Force Characteristics by Race and Ethnicity
• A Profile of the Working Poor
• Women in the Labor Force: A Databook

Focus:  Women

The Institute for Women’s Policy Research (IWPR) Conducts and communicates research to inspire public dialogue, shape policy, and improve the lives and opportunities of women of diverse backgrounds, circumstances, and experiences.  IWPR produces reports as well as data and tools for researchers.  

Catalyst.org Catalyst is a global nonprofit to build workplaces that work for women.  It generates a list of  women CEOs in the S&P 500 , and it offers overview reports and statistics on many aspects of women in business, with an international perspective. (The UCI Libraries does not have access to any premium supporter content.)

Women In the Workplace Survey The largest annual study of the state of women in corporate America.  A partnership between LeanIn.Org and McKinsey & Company.  

International Labour Organization A United Nations agency that works to set labor standards, develop policies and devise programs promoting decent work for all women and men.  Produces Publications on Equality and Discrimination.  

Focus:  Minorities

Minority Business Development Agency An agency of the U.S. Department of Commerce that promotes the growth of minority-owned business through the mobilization and advancement of public and private sector programs, policy, and research.  Has a repository of publications on programs, technologies and data useful to MBE's., including business data on racial and ethnic populations in the United States.

Congressional Black Caucus Foundation Publishes reports addressing key public policy issues affecting the global black community including economic independence, public health, education and leadership.  Reports include a special focus on Small Business & Entrepreneurship.

Focus:  LGBTQ+

Human Rights Campaign A US national lesbian, gay, bisexual, transgender and queer civil rights organization.  Under Resources , it produces content including: A Workplace Divided , a survey on the national climate for LGBTQ workers, as well as the  Corporate Equality Index , a national benchmarking tool on corporate policies and practices pertinent to LGBTQ employees.

Catalyst.org Catalyst is a global nonprofit to build workplaces that work for women.  It includes reporting on LGBTQ+ rights. (The UCI Libraries does not have access to any premium supporter content.)

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19 Diversity and Inclusion Discussion Topics

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Diversity and inclusion are about creating workplaces where everyone feels valued, respected, and included. D&I is about ensuring that everyone benefits from the same opportunities and experiences.

There is no doubt that D&I is essential. However, it has become a buzzword that has been used too often without understanding its meaning. This blog post will discuss 19 different topics related to D&I. These are not all-inclusive, but they cover some of the most common issues we have seen in organizations, such as sexual harassment and unconscious bias.

Diversity and Inclusion Topics 2024

Here is a list of diversity and inclusion discussion topics that you can look through to enhance your knowledge:

1. Generational Diversity

Generational diversity is the difference between people who came up during the Civil Rights era and those who did not experience this period. For example, managers may have different perspectives on race relations, employees equity, or gender equality in organizations. It can lead to problems when creating an environment where everyone can feel welcome.

2. Gender Diversity

Gender diversity is about ensuring that both genders are represented equally across all aspects of the workplace. It includes both biological sex as well as inclusive workplace ideas. You must consider transgenders who progress for equal representation.

3. Sexual Orientation Diversity

Sexual orientation diversity refers to people from many different sexual orientations, including heterosexuality, homosexuality, bisexuality, etc. The goal here is to encourage that employees’ sexuality in a workplace is treated fairly and in the most effective ways without any stereotypes or harassment.

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4. Intentional Inclusion and Inclusion Training

Intentional inclusion means that you want to include people who do not fit into your traditional definition of what it means to become a part of your workplace. For example, if you are a company focused on hiring just white males, you might have trouble attracting diverse candidates as co-workers.

However, you should develop a workplace culture that has a deeper level of support for inclusive leaders, managers, and other people. Organizations can achieve it through open communication in the organization. Keep in mind that inclusion training is a key to the success of any business.

5. Micro-aggressions

Micro-aggressions are everyday slights, snubs, or insults directed at someone based on their marginalized group membership such as race, ethnicity, community, religion, age, disability status, etc. They are practices focused on subtle things like being told, “you don’t look like one of us” or “You speak with such authority.” In general, they focus on conversations that have baseless arguments.

6. Cultural Competence and Diversity Initiatives

Cultural competence is about learning about other cultures so that you can better understand them and appreciate their perspectives. It is about leaders becoming aware of how their own workplace culture influences how leaders interact with people from other organizations.

To create a sense of cultural competence, organizations need to offer support and training to their leaders to encourage equality and discourage sexual harassment, inappropriate behavior, or any other type of employee misconduct. Organizations should also divulge resources to aid in the representation of different cultural groups that span generations and focus on training leaders.

7. Culture Fit: Having a Diverse Workforce

Culture fit is about finding out whether or not an individual fits in with the organizational culture. It is about whether or not they share the organization’s values and whether or not they can contribute to the team’s success.

Leaders should set aside resources for teaching employees how to lead a culturally-fit mentality in an organization, regardless of their communities. They must take precedence in older generations. However, companies should put proper training and abundant resources to discourage harassment of those who decide to take part.

8. Racial Equity and Diversity Training

Racial equity is about fairness and justice for racial minorities. It is about discussing racism and unconscious bias head-on within an inclusive workplace. While the conversation should not be based on lived experiences, you should research how to create proper training for diverse groups based on the latest research.

Just as same, you must carry out the training on the importance of racial equity. Keep in mind that equity and diversity training are core elements in making racial equity a success. Companies should also train their workers to cope with workplace harassment.

9. Age Diversity

Age diversity is about ensuring that older workers are included in decision-making processes and that younger employees are given opportunities to learn from them. While there is no diversity training, in this case, it’s important to remember those other areas that require training within an organization.

10. Disability Diversity

Disability diversity is about ensuring that people with disabilities are included in all aspects of life. It is about providing access to buildings, programs, and activities so that people with disabilities can participate in their full swing. It is also an integral part of diversity training.

11. Religion Diversity

Unlike other forms of diversity training, religion is all about having a choice. Religion diversity is about understanding the beliefs and practices of various religions. It is about respecting religious freedom, making inclusion efforts, and creating an inclusive workplace where people of all backgrounds can practice their faith.

12. Ethnic Diversity

Ethnic diversity is about recognizing the cultural contributions of ethnic groups within society. It is about appreciating the unique ways people from different countries express themselves through art, music, food, clothing, language, etc.

13. LGBTQ + Inclusion

LGBTQ + Inclusion is about treating everyone equal regardless of gender identity and expression, sexual orientation, gender presentation, and more.

14. A Focus on the Multigenerational Workforce

You need diverse talent for the success of your business. This section will talk about how companies need to address working with the multigenerational workforce. As we’ll see, the multigenerational workforce presents many challenges and provides some exciting opportunities.

15. The Challenges of Working With Millennials

Millennials have grown up in a world where technology has become ubiquitous. They’re used to getting information and expect immediate responses. They want to become involved in decisions and feel valued when they do something well. Moreover, millennials don’t like being told what to do.

It doesn’t mean that millennials aren’t willing to work hard. Rather, they want to understand the purpose behind current events. If they don’t understand the reason, they may look elsewhere for employment.

The good news is that millennials will make great employees because they bring a lot of energy and enthusiasm to the workplace. They’re creative thinkers and problem solvers. They enjoy learning new things and are eager to share their knowledge.

However, they also have a short attention span, and they often get bored. Your employee won’t perform as well if you give too much direction or tell them what to do.

If you’re looking for someone who will follow orders without question, then millennials are not suitable for your team. But if you’re looking for someone with high energy and creativity, then millennials are perfect for your organization.

16. Unconscious Bias in the Workplace

Unconscious bias can have adverse impact on the performance of any group of individuals. It occurs when people hold certain beliefs about other groups without even realizing it.

For example, you believe that all females are emotional and weak. You wouldn’t realize that belief unless you were asked to evaluate a woman for a job.

When you evaluate her based on those beliefs, she might fail to meet your expectations. She may seem less competent than another candidate.

You may assume that she’s not qualified for the position because she lacks experience. Or maybe you think that she isn’t cut out for leadership roles because she seems too soft.

These assumptions are unconscious biases that affect everyone. The main difference between men and women is that women hold to higher standards than men. So if you’re evaluating candidates for a job, try to avoid making judgments based on gender stereotypes.

It’s important to note that these stereotypes exist regardless of whether you’re aware of them. For instance, studies show that more men are hired for for manual labor jobs while more women are hired for analytical skill based positions.

So if you’re hiring for a job that requires physical strength, you’d better hire a man. On the other side, if you’re hiring for an analyst role, you’d better select a woman.

Apart from that, many other types of bias can influence how people judge others.

There are racial biases, age biases, religious biases, sexual orientation biases, and so on. All of these factors contribute to the way we perceive others.

Unfortunately, these biases are difficult to eliminate because they’re embedded deep within our brains. So it’s essential to recognize them and take steps to minimize their effects. Organizations need to stop inappropriate behavior against different groups or particular gender.

17. Supporting Gender Identity and Expression

Gender identity refers to one’s internal sense of being male or female. A person’s gender expression is how they present/themselves to the world.

Some people express themselves through clothing, hairstyles, makeup, or body modifications. Others prefer to present themselves differently.

Regardless of which option they choose, every individual has the right to express their gender.

It includes choosing to present as transgender or nonbinary. Transgender and nonbinary individuals often face discrimination in society. They also struggle with issues such as depression and anxiety.

Raising awareness is not enough. Organizations and legal authorities need to take strict action against the violation of the right of transgender and nonbinary.

18. Shifting From Diversity and Inclusion to Diversity, Equity, and Inclusion

The term diversity encompasses all differences among groups. It includes race, ethnicity, religion, culture, ability, sexual orientation, and socioeconomic status. Equity is about fairness. It contains equal treatment under the law, access to education and employment opportunities, and fair wages.

And last but not least, inclusion is about recognizing and celebrating differences. As part of your D&I efforts, consider using inclusive language when referring to any group.

For example, instead of saying “women” or “men,” say “people who identify as women” or “people who identify as men.”

Also, remember that everyone deserves respect. That means treating everyone equally and avoiding stereotyping. It is necessary to achieve a healthy balance among diverse backgrounds within a company.

If someone identifies as a member of a particular group, don’t assume that s/he shares the same beliefs or values as members of another group.

Instead, ask questions to learn more about why this person feels like s/he does.

19. Implicit Bias

In the last, be aware of implicit bias. Implicit bias is unconscious prejudice against people based on characteristics that aren’t visible.

It’s easy to unintentionally discriminate against people based on appearance, sex, and gender. It’s a collective responsibility of everyone to try their best to avoid discriminating against people.

Above you can find 19 different discussion topics on diversity and inclusion. All these factors somehow points in the direction that everyone, men, women, and transgenders must be treated equally regardless of their genders, race, ethnicity, culture, religious beliefs, sexual orientation and appearance. Note that, only those organizations that ensure a diverse and inclusive workspace wins the competition and race.

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122 Workplace Diversity Essay Topic Ideas & Examples

🏆 best workplace diversity topic ideas & essay examples, 👍 good essay topics on workplace diversity, 🥇 most interesting workplace diversity topics to write about, 📌 simple & easy workplace diversity essay titles, ❓ workplace diversity research questions.

• Managing Diversity in the Workplace In the hospitality industry, the success of product differentiation and customer service improvement efforts depends on the competencies of the employees.
• Workplace Diversity Consciousness Diversity consciousness refers to being aware and respecting the differences that exist among people of varying backgrounds. We will write a custom essay specifically for you by our professional experts 808 writers online Learn More
• Cultural Diversity Management in the Workplace To understand the management of cultural diversity in the hospitality industry, the following areas are discussed, the reasons for managing cultural diversity in the work place, the benefits of managing cultural diversity in the work […]
• Cultural Diversity & Communication in the Workplace When she arrives at the workplace, she finds that she is the only woman in that office. She is unable to follow the American accent in the language.
• Diversity in Society, Community, and Workplace As a leader, the best way to be sure that the benefit of having diversity and overcoming the challenges is by promoting synergy.
• Diversity, Inclusion, and Belonging in the Workplace Thus, the paper aims to provide a reflection on the three critical workplace factors and analyze their role and importance in the organization.
• Managing Diversity at Workplace In the workplace, diversity, if properly managed, optimises the willingness and ability of all employees to contribute to the organisational success by encouraging each employee to draw fully on the talents, different points of view, […]
• KPMG and Cable Bahamas Ltd.’s Workplace Diversity First, it is necessary to define diversity in the context of the workplace in companies. Finally, it is notable that many subsidiaries and companies working in the Bahamas are open to diversity and promote it […]
• State-Level Culture and Workplace Diversity Policies The authors of this article explored how the culture of different states of the United States influences the decision-making of company leaders regarding the policy of diversity in enterprises.
• Nursing Workplace Diversity and Inclusion Of particular interest for this study is the introduction and interpretation of the concepts of diversity and inclusion in the context of nursing practice.
• Cultural Diversity at the Workplace: Challenges and Benefits Bowing is a common greeting in Japan, as well as a way of saying “welcome,” “goodbye,” “a prayer at a place of worship,” “thank you,” and “grace during mealtime”.
• Workplace Diversity and Organizational Leadership The purpose of this annotated bibliography is to examine academic literature related to the subject of workforce diversity in order to draw conclusions about the related effects, practical implications, and future projections.
• Workplace Diversity: The Global Social Event Additionally, the event is associated with the transformation of the culture of modern society towards the values of personal characteristics and skills.
• Social Justice, Diversity and Workplace Discrimination It also includes the fair distribution of the national wealth and resources among all citizens and the unbiased treatment of all individuals.
• Aspects of Diversity in the Workplace The importance of social and cultural intelligence. The importance of a non-discrimination policy.
• Accomplishing Workplace Diversity One needs to be highly aware of vast cultural and linguistic differences among patients, which can be more easily overcome through a presentation of a diverse set of workers in the workplace.
• Age Diversity and Conflicts in the Workplace The problem of the generation gap has always affected workplace relationships globally due to the differences in the circumstances under which people belonging to different age groups developed their values.
• AT&T Diversity in the Workplace AT&T is an American multinational company that offers telecommunications solutions to retail and enterprise consumers. It is among the largest employers in the United States.
• Recognizing the Impact of Diversity on the Workplace: A Training Plan Before introducing the training series that would help employees to recognize the impact of diversity in the workplace, it is crucial to define diversity.
• Diversity in the Workplace: Benefits and Advantages One of the benefits of the diversity in the workplace is the achievement of enhanced organizational flexibility. This approach is associated with some weaknesses as the funds invested can exceed the gains as the employee […]
• Cultural Diversity and Conflict in the Health Care Workplace Dealing with these problems and the issues that they involve is necessary to ensure the quality of health care delivered by the organization.
• IBM: Issues in Democratic Principles & Diversity in the Workplace In consequence, employees have the freedom and “…right to influence the conditions of work as well as the policy of the workplace”.
• Gender Diversity in the Workplace and Social Changes This is a research paper, seeking to understand and discuss the benefits of gender diversity at the workplace and how far the firefighting industry has come in appreciating the trend.
• Managing Diversity: People Skills for a Multicultural Workplace They wonder, and the culture of gays, lesbians and trans-gender is viewed as ‘abnormal.’ by other co-workers who are a majority.hence discrimination, bullying and isolation what makes it more difficult for gays, lesbians, and trans-genders […]
• Workplace Flexibility in Managing Diversity Though the objective of diversity management is also the utilization of all available talents it is said that there is a shift in the orientation of this policy from the concept of equal opportunities.
• HR Management: Diversity in the Workplace The key notion of the article follows the mentioning, that despite the increase of study on favoritism, the charge of diversity, and multiculturalism in companies, the literature is not successful to address the more crucial […]
• Diversity in the Workplace: A Melting Pot of Conflict An example of conflict as a positive force is that the creation and resolution of conflict may lead the company to constructive problem-solving.
• Workplace Diversity in American Countries According to Scott and Sims, successful companies have realized that diversity is a strength that enables them to understand varying needs of customers in the market.
• Gender Parity and Cultural Diversity at Workplace I believe that a combination of equal treatment and teamwork encourages cooperation in the workplace and minimizes instances of gender and cultural bias.
• Diversity in the Workplace: Advantages and Disadvantages The process of globalization influences every aspect of human life, and the workplace is not an exception. Every organization aims to involve people from different countries in the working process to improve creativity and seek […]
• Workplace Diversity and Its Benefits for Business In the present worldwide economy, different individuals from different corners of the globe are finding themselves working in the same office environment with a shared objective, be it in the short-term or the long-term.
• Workplace Diversity: Values and Challenges The majority of the multicultural companies are embracing cultural diversity as a resourceful strategy to support new and unique ideas. Young people are also eager and prepared to work in a global setting due to […]
• Ethnocentrism and Diversity in the Workplace In general, communication with a stranger goes down to the anticipation and the prediction of the answers. On the contrary, when communicating with strangers, the individuals involved in the communication are more cautious of the […]
• Workplace Diversity and Challenges of Leadership However, the importance of attaining diversification strategy within the organization was due to two broad reasons: retaining competitiveness of the organizations after employing the diversity strategy and morally, diversification of the organization is the right […]
• Equality and Diversity: Benefits in the Workplace It is essential to understand the importance of diversity and equality in the workplace because the world is becoming more diverse and many organisations are learning to manage employees from different cultural and ethnic backgrounds.
• Disability and Diversity in the Workplace For instance, the American Association of People with Disabilities is a non-profit organization that concentrates on the rights of people with disabilities.
• Workplace Diversity Consciousness: Barriers and Programs This situation will affect the performance of every employee at the workplace. Every barrier to effective communication will affect the level of performance.
• Workplace Diversity in Silicon Valley According to Hubbard, diversity pays and it helps to cater the customer’s demands, it helps to comprehend the heartbeat of the marketplace and enhances the quality of goods and services.
• Workplace Diversity: Human Performance Enhancement Strategy The existence of a gap between the ongoing actions and expectations of the organization worsens the state of discrimination based on gender and ethnicity among other aspects.
• Managing Cultural Diversity in the Workplace It holds that while the department’s leaders may have the option of mitigating such clashes by reducing the diversity composition of the department, complying with the concerns of the quality of life and social justice […]
• Diversity in the Workplace Within the Department of Health The embracement of such factors through the implementation of appropriate leadership and management strategies were seen to improve the engagement of the employees in teamwork thereby promoting positive perception of the differences amongst cultures that […]
• Strategies of Managing Workplace Diversity Addressing the issues of the diversity at the workplace and maintaining comfortable and harmonious working process for the employees of all kinds is one of the highest and most important priorities for the managers these […]
• AT&T Diversity in the Workplace Most notably, AT&T manages its workforce through a HRM team that consists of the corporate executive of the company, the human resource department staffs, the strategic business units heads, and members from delivery and business […]
• Diversity Training Program in the Workplace According to Colquitt, Conlon, Wesson, Porter and Ng, the next perspective is anchored on the organisational response to the impact of the legal and political environment, which introduce diversity training programs when they have lost […]
• Importance of Diversity at the Workplace To do so, organisations are called upon to ensure that they cerate awareness of the need for diversity at the workplace to their employees.
• Diversity and Inclusion in Relation to Music in the Workplace Most of the employees have complained that the genres of music that is played in the office do not apply to their cultural affiliation and they fail to represent the majority of the employees’ listening […]
• Diversity and Discrimination in the Workplace: The Role in Activities of an Organization Women, African Americans, Latinos and Asians have been the main victims of workplace discrimination in the United States. So long as the activities are not related to work performance and creativity, they amount to discrimination.
• Workplace Diversity: Transparency’ and Team Spirit’ Principles Based on the content presented in the articles Rethinking Diversity in Public Organizations for the 21st Century: Moving Toward a Multicultural Model and The Ideal of Diversity in Organizations, I have stood a chance to […]
• Workplace Diversity Benefits and Challenges The second one is that managers are supposed to implement diversity friendly policies which recognize the diversity of the employees. The most challenging aspect of diversity in my organization is to convince every person that […]
• Challenges and Benefits of Workplace Diversity A company that limits itself in terms of diverse employee demographics runs the risk of being unable to understand the quirks and cultural norms in specific ethnic and racial markets resulting in the creation of […]
• Effects of Diversity of Workforce at the Workplace Normally, if an organization is shifting from a homogenous culture to a diverse one, members of the former may dislike the change. In the process of implementing a diverse workplace, an organization may need to […]
• Implementation of a Diversity Management Strategy in the Workplace The management of this organization has realized the importance of increasing diversity in the workforce. This has been achieved through positive efforts by the organizational management to improve the diversity of employees in the organization.
• Gender and Diversity in the Workplace The modern world of human resource management seems to have changed significantly and as policies and regulations change, the need to reconsider workplace gender equity and diversity has received considerable attention across organizations.
• Increasing Diversity in the Workplace They have conformed to the traditional way of life, and therefore are rigid to some of the changes that take place in the external environment. Technology is one of the leading factors that have contributed […]
• Strategies of Workplace Diversity Management Additionally, it is crucial to train employees on the importance of diversity within the workforce and how it can be harnessed for the betterment of the company. This has helped in addressing the challenges and […]
• The Importance of Interactionism and Diversity in the Workplace Various corporations and government agencies tend to improve their competitive advantage as there is a need to comprehend the importance of management strategies to manage diversity in the workplace. So, it is rather important to […]
• Concept of Diversity in Workplace When the manager understands the diversity of his or her workforce, he/she will know how to use the diverse workforce to maximize the benefits of the organization rather than to let it divide the workers.
• Developing the Cultural Diversity at the Workplace The managers have to present clients with a diverse representation in the firm thus the need to ensure sharing of common grounds between the client and the server.
• Cultural Awareness and Diversity in the Workplace Employees can do research about the culture of their work mates during their free time in order to enhance their cultural knowledge and understanding.
• Managing Workplace Diversity: Issues and Challenges
• Workplace Diversity and Public Policy: Challenges and Opportunities for Psychology
• Workplace Diversity and Group Relations: An Overview
• The Impact of Workplace Diversity on Organisations
• Understanding the Dilemmas of Managing Workplace Diversity
• Increasing Workplace Diversity: Evidence From a Recruiting Experiment at a Fortune 500 Company
• Defining the Domain of Workplace Diversity Scholarship
• Workplace Diversity and Job Satisfaction Dependence
• The Psychological Benefits of Creating an Affirming Climate for Workplace Diversity
• Developing an Instrument for Measuring Attitudes Toward and Perceptions of Workplace Diversity
• Harnessing Demographic Differences in Organizations: What Moderates the Effects of Workplace Diversity?
• Workplace Diversity: Emerging Issues in Contemporary Business
• Transsexuals and Workplace Diversity: The “Change” Management
• Changing Attitudes Over Time: Assessing the Effectiveness of a Workplace Diversity Course
• Prospects and Challenges of Workplace Diversity in Modern Day Organizations
• The Elusive Effects of Workplace Diversity on Innovation
• Workplace Diversity Management in Australia: What Do Managers Think and What Are Organisations Doing?
• Strategies for Addressing the Challenges and Opportunities of Workplace Diversity
• Workplace Diversity Management in a Multicultural Society
• Linking Workplace Diversity to Organizational Performance: A Conceptual Framework
• The Deceptively Simple Economics of Workplace Diversity
• Workplace Diversity and Inclusion: Policies and Best Practices for Organisations Employing Transgender People in India
• Support of Workplace Diversity Policies: The Role of Race, Gender, and Beliefs About Inequality
• Walking the Talk on Diversity: CEO Beliefs, Moral Values, and the Implementation of Workplace Diversity Practices
• Cross-Level Effects of Workplace Diversity on Sales Performance and Pay
• Workplace Diversity in South Africa: Its Qualities and Management
• Workplace Diversity: A Social-Ecological Framework and Policy Implications
• The Scope and Impact of Workplace Diversity in the United Arab Emirates
• Religion as an Aspect of Workplace Diversity: An Examination of the US Context and a Call for International Research
• Workplace Diversity in the United States: The Perspective of Peter Drucker
• Exploring Workplace Diversity and Organisational Effectiveness: A South African Exploratory
• The Effect of Workplace Diversity Management in a Highly Male-Dominated Culture
• A Longitudinal Evaluation of Senior Managers’ Perceptions and Attitudes of a Workplace Diversity Training Program
• Why Is There a Lack of Workplace Diversity Research on Asian Americans?
• Blowback, Backlash, and Other Forms of Resistance to Workplace Diversity Initiatives That Support Sexual Minorities
• Effects of Workplace Diversity Management on Organizational Effectiveness
• Managing Workplace Diversity: Performance of Minority Employees
• Workplace Diversity and Intercultural Communication: A Phenomenological Study
• Diversity in the High-Tech Workplace: Diversity and Performance in R&D
• Advancing Workplace Diversity Through the Culturally Responsive Teamwork Framework
• What Are the Problems and Challenges of Managing Diversity in the Workplace?
• What Are Workplace Diversity and Group Relations?
• What Are the Areas of the Definition of Workplace Diversity Scholarship?
• How Can Diversity and Ethics Be Managed in the Workplace?
• What Are the Psychological Benefits of Creating a Diversified Workplace Climate?
• What Is the Development of a Tool to Measure Attitudes and Perceptions of Diversity in the Workplace?
• How Are Diversity and Inclusion Used in the Workplace?
• What Are the Perspectives and Challenges of Diversity in the Workplace in Modern Organizations?
• What Is the Impact of Workplace Diversity on Innovation?
• What Strategies for Addressing the Challenges and Opportunities of Diversity in the Workplace?
• How Can Diversity Be Managed in the Workplace in a Multicultural Society?
• What Is the Relationship Between Workplace Diversity and Organizational Performance?
• What Does Diversity Analysis Look Like in the Workplace?
• What Does Diversity Look Like in the Workplace?
• What Is the Difference Between Defining Diversity in the Workplace and Managing It?
• What Is the Purpose of Effective Leadership and Diversity in the Workplace?
• What Do Equity and Diversity Look Like in the Workplace?
• What Equal Opportunity and Job Diversity?
• What Is Globalization and Job Diversity?
• How Different Cultures Helped Shape Our Nation and Promote Diversity in the Workplace?
• How Can Considerations of Diversity Affect Conflict in the Workplace?
• How Are Human Resource Management and Diversity in the Workplace Interrelated?
• How Can Diversity Be Managed in the Workplace?
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21 Essential DEI Topics to Discuss in the Workplace

You found our list of the best DEI topics.

DEI topics refer to discussions and strategies about workplace diversity, equity, and inclusion. For example, subjects include intersectionality, gender equality, or addressing microaggressions. The purpose of these topics is to ensure each team member feels valued. These elements are also known as “diversity topics for work.”

These DEI topics are similar to the benefits of diversity , inclusion moment ideas , and diversity and inclusion survey topics .

This list includes:

• diversity topics for work
• DEI business strategies
• cultural diversity issues
• DEI discussion themes

Let’s get started!

List of DEI topics

From inclusive leadership to microaggressions, here are diversity topics to discuss.

1. Inclusive Leadership

Inclusive leadership plays a large role in improving workplace diversity. Inclusive leaders encourage diversity and value each individual team member. By focusing on this process, firms can help folks with diverse backgrounds feel welcome.

Examples of inclusive leadership include active listening, cultural competence, and equitable policies. One key benefit of this practice is all team members feel heard and respected. Promoting open dialogue helps showcase diverse voices. Including employees in workplace discussions can offer unique ideas and insights. Having such conversations leads to more innovative solutions and boosts employee engagement.

2. Gender Equality

Gender equality is an important DEI topic. By addressing gender disparities, companies can create a more equitable workplace. Embracing equality fosters a sense of fairness while enhancing creativity, innovation, and collaboration.

To improve workplace gender equality, it is important to examine policies and practices. Certain policies may inadvertently cause bias or discrimination. Fair policies include equal opportunities for career advancement and transparent pay scales.

Companies can also hold regular training sessions to encourage workers to learn more about gender-related issues. Embracing diverse principles allows workers to have equal opportunities to grow.

Here is a list of women in leadership programs .

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3. Microaggressions

Microaggressions are one of the most essential DEI discussion themes. This topic can have a significant impact on workplace diversity. Microaggressions occur when colleagues make negative comments based on race, gender, sexuality, or other identity. These comments or actions are often subtle and unintentional.

By openly discussing microaggressions, organizations can create awareness. Educating employees fosters a more inclusive work environment. When covering this topic, start by providing examples of microaggressions and their potential impact. You can create channels for employees to speak up when they witness or experience microaggressions. Plus, you can offer training programs to promote sensitivity and empathy.

4. Intersectionality

Intersectionality recognizes that gender, class, race, and sexuality shape individual identities. By discussing intersectionality, organizations can better understand employees’ unique challenges.

For this topic, consider hosting workshops or training sessions. Having open discussions where employees can share their perspectives is also valuable. These steps will help build awareness and promote respect for different backgrounds.

By discussing intersectionality, teams create a more inclusive work environment. Employees who feel understood are more likely to be engaged and contribute their best work. Plus, understanding intersectionality can improve workplace relationships. This understanding may also prevent microaggressions.

5. Cultural Sensitivity

Understanding and appreciating different cultures is key to making workplaces more diverse and inclusive.  Inclusivity should extend beyond race to include gender, religion, and other identities. 

Improving cultural sensitivity is a continuous effort.  It is important to have open conversations about diversity. Be sure to encourage employees to share experiences without judgment. Ongoing training on topics like unconscious bias and privilege helps raise awareness.

To further awareness of cultural backgrounds, host workshops and training sessions. You can also do fun activities like attending cultural festivals or visiting museums. Company policies can foster a sense of belonging as well, such as celebrating diverse holidays.  By encouraging cultural sensitivity, organizations can promote collaboration and innovation. 

Check out this list of culture building activities .

6. Racial and Ethnic Identities

Discussing racial and ethnic backgrounds is crucial to promoting diversity and inclusion. When companies try to understand their employees’ ethnic backgrounds, staff members feel valued and recognized. This open dialogue helps break down barriers and stereotypes.

Firms can take several steps to understand racial diversity. Examples include diverse hiring practices, training programs, and mentorship programs. Companies can also celebrate diversity by acknowledging cultural events and holidays.

By encouraging conversations about race and ethnicity, companies can also identify and address potential biases. Embracing diversity offers different perspectives and enhances overall creativity.

Here is a guide from SHRM on how to talk to employees about race at work .

7. Neurodiversity

Discussing neurodiversity recognizes and values the natural differences in individuals’ brains. When talking about neurodiversity in the workplace, teams should appreciate and include individuals with conditions like autism, ADHD, and dyslexia. By embracing neurodiversity, companies can benefit from these individuals’ unique strengths and perspectives.

To make the workplace more inclusive, it is important to support diverse ways of thinking and working. This support includes providing accommodations tailored to the needs of neurodiverse employees. Examples include flexible work arrangements, clear communication, quiet spaces, and task prioritization support. These accommodations can enhance productivity and job satisfaction.

Promoting awareness about neurodiversity helps break down stigmas related to neurological differences. Teaching employees about different brain functioning styles creates a culture of acceptance. Discussing neurodiversity also opens up opportunities for innovation.

8. Unconscious Bias

Unconscious bias is one of the top cultural diversity issues. Unconscious bias occurs when individuals unintentionally make decisions based on stereotypes. This process happens to all individuals, which is why it is important to address. Openly acknowledging biases sets the stage for a more inclusive environment.

Overcoming unconscious bias requires continuous effort, including education, accountability, and self-reflection. Organizations must prioritize these initiatives as part of their DEI efforts.

Creating a safe space for open dialogue allows individuals to reflect on assumptions. This reflection can lead to more fair decision-making. You can use strategies like blind hiring, hiring panels, and data analysis to combat these biases.

Discussing unconscious bias actively contributes to building a more inclusive work environment.

9. Anti-Discrimination Policies

Anti-discrimination policies are crucial for promoting diversity and inclusion at work. These policies ensure a fair environment where leaders value employees for their abilities. Examples include equal pay, family leave, and accommodation policies.

With these rules in place, organizations commit to fairness and respect. Employers benefit from a positive culture while complying with ethical and legal standards.  For employees, these policies mean improved opportunities, belonging, and satisfaction. T aking tangible actions to implement and enforce anti-discrimination policies is essential. This process creates inclusive workplaces that value and celebrate differences.

10. Equal Opportunities

Firms looking to improve their corporate social responsibility should focus on equal opportunities. Creating equal opportunities means giving all individuals an equal chance to succeed. Employees should have access to opportunities regardless of background, race, or gender.

Organizations can increase inclusivity by creating policies that value every employee’s unique perspectives. For instance, firms can review recruitment practices, hold diversity trainings, and establish mentorship programs.

Promoting equal opportunities attracts diverse talent, leading to increased creativity and innovation. Employees feel valued and engaged when they see fair opportunities for career advancement.

11. Diverse Recruitment

Diverse recruitment is one of the best DEI business strategies. Companies should actively seek out candidates from different backgrounds. Diverse hiring brings a range of perspectives, experiences, and skills to the table.

Diverse recruitment involves widening the channels for job postings. Firms can also partner with diverse organizations or educational institutions. Further, managers should use blind hiring practices to reduce unconscious biases. In addition, companies can invest in training and development programs.

Maintaining a diverse and supportive team requires regular effort. Hiring folks from different backgrounds is an important step. However, firms also need to create an inclusive culture.

12. Religious Acceptance

Accepting different religions is crucial for enhancing workplace diversity. Creating an environment where employees feel comfortable having different religions is key to diversity. Embracing religious diversity encourages different perspectives and cultivates respect.

To improve religious acceptance, start by writing inclusive policies. Examples include flexible scheduling for holidays and dress code modifications. Further, provide your team with resources to learn about different religious backgrounds.

13. Age Diversity

Age diversity in the workplace recognizes the value of a multigenerational workforce. Embracing age diversity brings different perspectives, experiences, and skills. Having different generations in the office fosters innovation and collaboration.

Inclusive recruitment strategies and mentorship programs can boost age diversity. Further, trainings on different work styles and generational differences can improve connections.

Knowledge sharing is a key benefit, allowing cross-generational learning. Age-diverse teams improve problem-solving by approaching challenges from various angles. This diversity strengthens customer connections by understanding different age groups’ preferences.

14. Employee Resource Groups

Employee Resource Groups, or ERGs, are a valuable tool. These groups bring together individuals with shared characteristics, like race, gender, sexuality, or disabilities. ERGs aim to foster inclusivity and drive positive change.

To set up an ERG, start by assessing employee interest. Then, set clear goals for diversity strategies and programs. ERGs can provide resources and encourage connections between companies and staff.

Joining an ERG offers benefits for both individuals and organizations. Employees connect with like-minded colleagues, discuss relevant issues, and seek support. ERGs also provide networking and development opportunities. From an organizational perspective, ERGs offer insights into the concerns and needs of different groups. These programs also suggest ways to improve policies and practices for equity.  ERGs play a vital role in improving workplace diversity.

Here is a list of employee resource group best practices .

15. LGBTQ+ Inclusion

Talking about LGBTQ+ inclusion in the workplace is crucial for enhancing diversity. Open conversations help address unique challenges faced by LGBTQ+ employees. These talks can lead to policies that protect employees’ rights and create a culture of acceptance.

This support can boost employee engagement, retention, and productivity. Discussions can happen through training, workshops, or ERGs. Organizations should prioritize LGBTQ+ inclusion as part of broader diversity efforts.

16. Socioeconomic Inclusion

Including individuals from diverse socioeconomic backgrounds boosts workplace diversity. The biggest barrier for folks with different financial situations is equal opportunities. Folks in a higher bracket may have more connections or opportunities. Thus, organizations should promote fair hiring practices and offer reasonable compensation.

Another step firms can take is offering tailored programs for underrepresented groups. An example could be hosting an open-invitation networking event. Businesses can also offer mentorship programs and provide financial literacy training.

Actively seeking talent from diverse backgrounds broadens perspectives. Hiring individuals from all walks of life can improve productivity and innovation.

17. Workplace Accessibility

Making workplaces accessible is one of the more essential diversity topics for work. This process means creating an environment where all employees can actively participate. One example of workplace accessibility is making spaces usable for workers with disabilities. In addition, firms should provide necessary accommodations and offer equal promotion opportunities.

Companies can start by assessing areas that need improvement. For instance, firms can install ramps or elevators for wheelchair users and ergonomic workstations. Another example is investing in assistive technologies for those with visual or hearing impairments. Clear policies on reasonable accommodations and open communication are also important. Creating an accessible workplace often assists the entire team.

Here is a list of National Disability Employment Awareness Month Ideas for work .

18. Mental Health Awareness

Talking about mental health is important to improve diversity at work. Openly discussing mental health challenges helps create an inclusive and supportive environment. Recognizing and addressing these challenges makes individuals from diverse backgrounds feel valued and understood.

Companies can provide mental health resources, encourage open dialogue, and implement supportive policies. For instance, offering mental health days can help employees feel comfortable taking care of themselves. Prioritizing mental health awareness enhances employee well-being.

Check out this list of Mental Health Awareness Month ideas for the office .

19. Inclusive Language

Using inclusive language is an essential part of creating a welcoming environment at work. This language helps each team member feel respected and included. Examples of inclusive language include gender-neutral terms, person-first language, and inclusive greetings.

Avoiding exclusive terms or assumptions about colleagues’ characteristics promotes fairness. Having thoughtful discussions also ensures each team member feels comfortable contributing. Inclusive language shows that companies value diversity. Further, this process prevents unintentional exclusion or hurtful communication.

20. Pay Equity

Talking about pay equity ensures that companies pay all employees fairly for their work, regardless of gender or race. Addressing any differences in pay creates an equal and just workplace. Pay equity discussions help identify and correct any differences.

By tackling this issue, companies promote a sense of fairness among employees. In addition, when members receive equal pay for equal work, it fosters a more motivated and satisfied workforce. Pay equity also aligns with the principles of fairness and helps build trust within the organization.

21. Feedback Culture

Having a feedback culture for DEI initiatives helps the workplace share their thoughts and experiences. When teams feel comfortable giving feedback, the organization can understand what is working well and what needs improvement.

To create a feedback culture, here are a few steps you can take:

• Create feedback channels, including anonymous ones.
• Have regular discussions about DEI initiatives.
• Create an environment that welcomes and uses constructive feedback.

This open communication helps the organization grow and become even better at supporting diversity.

Read this guide on open-door policies .

Final Thoughts

Discussing DEI topics in your workplace leads to an inclusive environment. This practice also encourages creativity and different perspectives. Diversity includes cultures, backgrounds, experiences, and even thought processes. By discussing DEI initiatives, companies can create an inclusive environment where every voice matters. Workplaces can foster innovation, improve performance, and boost employee satisfaction.

Next, check out our posts on DEI dashboards ,  useful DEI tips , and powerful DEI quotes .

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FAQ: DEI topics

Here are frequently asked questions about DEI topics.

Why are DEI topics important in business?

DEI topics are essential in business because they facilitate diverse viewpoints. These perspectives pave the way for greater innovation. Additionally, encouraging a broader range of talent from different backgrounds aids in company growth.

What are some effective strategies for promoting diversity and inclusion in the workplace?

Promoting diversity in the workplace needs effective strategies.

Here are some of the best tips:

• Create feedback channels and have open discussions.
• Review policies and procedures.
• Hold trainings to discuss DEI topics.
• Encourage and support ERGs.

By following these steps, you can create a more equitable company.

Can discussing DEI topics affect a company's performance?

Discussing DEI topics positively impacts companies’ performance. These talks create environments that cultivate different thoughts and ideas. Innovative problem-solving techniques ultimately boost productivity and financial performance.

How do you build an inclusive work environment?

Companies must make a conscious effort to build an inclusive work environment. By making DEI discussions a priority, firms can make offices more welcoming. Examples include writing more flexible policies, improving hiring practices, and creating accommodating workspaces.

What are the main challenges in discussing DEI topics in a corporate setting?

Discussing DEI topics in a corporate setting comes with several challenges.

Here are a few challenges to keep in mind:

• Topics are sensitive and may have a strong effect on employees.
• Workers may be resistant to changing policies or recognizing internal issues.
• Organizations may face time or budget constraints.

Leaders should take the time to approach DEI topics thoughtfully and regularly. Then, teams will become more comfortable with these talks.

Author: Michael Alexis

CEO at teambuilding.com. I write about my experience working with and leading remote teams since 2010.

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106 Workplace Diversity Essay Topics

🏆 best essay topics on workplace diversity, ✍️ workplace diversity essay topics for college, 🎓 most interesting workplace diversity research titles, 💡 simple workplace diversity essay ideas, ❓ workplace diversity research questions.

• Diversity and Inclusion in the Workplace
• Cultural Diversity in the Workplace
• Workplace Diversity Is an Essential Concept
• Globalization and Cultural Diversity in the Workplace
• Stresses and Diversity at the Workplace
• Managing Cultural Diversity in the Workplace
• Diversity and Inclusivity in the Workplace
• Cultural Diversity in The Workplace The most apparent benefit of cultural diversity is that colleagues with different worldviews propose different solutions to the same problem
• Workplace Diversity & Inclusion: Personal Philosophy The effective personal philosophy should be based on uniting the traditional and new approaches in order to compete within the market and address the employees’ interests.
• Diversity in a Workplace as a Social Issue The work provides a study of a discrimination social issue and the challenges and benefits that it has on the diverse workforce.
• Diversity Management in the Workplace The possibility of consulting with consulting organizations to train employees on gender discrimination and gender rights in the workplace is being considered.
• Workplace Diversity Management and Its Benefits Managing workplace diversity has long ceased to be an optional practice but a business priority for most organizations operating in different parts of the world.
• Management Issues: Diversity in the Workplace This paper will set out to discuss diversity in the workplace with emphasis on how to create a non-discriminative workplace.
• Ethics and Diversity in the Workplace and Management The United Nations General Assembly has declared the new millennia and this century to be the century where diversity should be celebrated.
• Diversity: The Value at the Workplace Diversity is about understanding and appreciating differences, and it is essential for organizations to have a diverse workforce to make the best decisions.
• Diversity Issues in Secondary Education Workplace This paper investigates diversity in the secondary education workplace, determines the ideal way to change it, and assesses if the change will be sustainable.
• The Impact of Workplace Diversity on Organizations Companies need to devise means of effectively managing their diverse workforce by enacting managers with a positive perception of the implementation of employee diversity.
• Diversity at the Workplace: Ethical Dilemma Ethical dilemmas at the workplace involving racism must address the essence of diversity and God’s appreciation for the differences inherent amongst all people.
• Workplace Diversity, Inclusion and Obstacles to It The paper aims to discuss the author’s views on diversity, inclusion, and obstacles based on his personal experience and workplace experience.
• Organizational Leadership Styles and Workplace Diversity This paper states that the most productive style of leadership relies on the diversity of the worker’s personalities or their level of experience.
• Religious Diversity in the Workplace: The Case for Alternative Dispute Resolution This article is devoted to assessing alternative dispute resolution as an arbitration technique that can address issues related to religious diversity in the workplace.
• Assessing Diversity in the Workplace This paper discusses two articles devoted to the topic of the importance of assessing diversity in the workplace.
• Workplace Diversity and Inclusion Diversity is a topic that has received increased attention in recent years. The impact of equal employment opportunity programs on the nation’s workforce is undeniable.
• Diversity and Intercultural Communication in the Workplace The article argues society must ensure comfortable and humane coexistence for all individuals, regardless of their belonging to other social or cultural groups.
• Media Workplace Diversity: An Argument in Favor Successful organizations that emphasize having a diverse work environment can prove that people learn to unite their differences to make a close-neat team.
• A Diversity Training Program at the Workplace There are several methods that can be used in a diversity training program, and it is important to choose them wisely according to the company’s features.
• African American Females Diversity in the Workplace The US labor market is overwhelmed with a variety of discriminative practices, one of the most common causes of discrimination is the one associated with a part-time job.
• Workplace Diversity and Intercultural Communication The research mainly focuses on intercultural communication experiences between non-native English-speaking women and native English speakers.
• Diversity in the Workplace: Analysis and Evaluation Diversity contributes to the improvement of the relationships between the staff, knowledge management, and, therefore, the production process.
• The Value of Diversity in a Workplace In the broad-spectrum sense, homogeneity is no more the norm of organizations and biasness is deliberately eradicated in the place of work.
• Managing Diversity and Creating Equal Opportunity at Workplace Even though, law protects employee from discrimination but discrimination in restaurant still happen to each individual especially to women.
• Diversity in the Workplace, Teamwork and Leadership One characteristic that every employee in organization shares is the need to evaluate individual and group performance based on skills and competencies.
• Managing Diversity in the Workplace Diversity issues are important in the US because of the level of democracy the US enjoys. In other words, it is within the spirit of democracy and liberty that everyone is allowed to be oneself.
• AT&T Company’s Diversity at Workplace In the case of AT&T Company, workplace diversity is being exercised, especially at the point of recruitment. This paper is an in-depth interview with a senior HR manager from AT&T.
• Workplace: Cultural Diversity in Businesses This essay analyzes elements of managerial strategies used to ensure that employees from different origins are comfortable in their roles in the organization.
• Workplace Diversity Input to Business Improvement The ideas of diversity and inclusion can have the significant positive impact on business and contribute to the company’s competitive advantage.
• Diversity in Workplace Communication Comprehensive knowledge of the cultural, ethnic, and gender differences between staff members can enable managers to communicate freely with their employees.
• Diversity in the Workplace: Bridging the Gap The present study attempts to identify the relation between diversity and the management perception and satisfaction in the organization.
• Strategies for Addressing the Challenges and Opportunities of Workplace Diversity
• Managing the Employment Relationship Diversity in the Workplace
• Co-Worker Similarity, Workplace Diversity, and Voluntary Turnover
• The Links Between Workforce Diversity, Goal Clarity, and Employee Job Satisfaction in Public Sector Organizations
• How Different Cultures Helped Shape Our Nation and Promote Diversity in the Workplace
• Workplace Diversity: Why It’s Good for Business
• Workplace Diversity and Inclusion: Policies and Best Practices for Organizations Employing Transgender People in India
• Reasons Behind the Rise of Workplace Diversity
• Workplace Diversity Influence on Employee Retention in Organizations During the COVID-19
• What Makes a Workplace Diversity Program Successful?
• Effective Management of Diversity in Contemporary Workplace
• 10 Amazing Benefits of Cultural Diversity in the Workplace
• The Growing Need for Diversity in the Workplace
• What Is Workplace Diversity and How Can You Put It Into Practice at Your Organization?
• Workplace Diversity: How Companies Can Encourage Inclusivity
• Top Challenges of Diversity in the Workplace and How to Address Them
• Workplace Diversity: A Key to Improve Productivity
• Six Misunderstood Concepts About Diversity in the Workplace and Why They Matter
• Why Workplace Diversity Is Important for Every Organization
• Diversity in the Workplace: Positive and Negative Impacts on Performance Outcomes
• 15 Ways to Improve Diversity and Inclusion in the Workplace
• Workplace Diversity: How Diversity Element Affects Employee Satisfaction
• Managing Workplace Diversity: Issues and Challenges
• The Deceptively Simple Economics of Workplace Diversity
• Diversity and Cross-Cultural Differences in the Workplace
• Impact of Workplace Diversity on Employee Performance
• Workplace Diversity Within the Engineering Profession
• Corporate Social Responsibility and Gender Diversity in the Workplace
• Managing Workplace Diversity Within HR Management
• Workplace Diversity: What It Is, Why It’s Important and How It Affects the Workplace
• How to Promote Diversity and Inclusion in the Workplace
• Exploring Workplace Diversity and Organizational Effectiveness
• Workplace Diversity and Time off for Religious Observances
• Physical and Mental Diversity in the Workplace
• The Threats and Opportunities From Diversity in the Workplace
• Prospects and Challenges of Workplace Diversity in Modern-Day Organizations
• Why Diversity and Inclusion in the Workplace Are Essential for Success
• Managing Diversity in the Workplace: 7 Tips for Success
• The Evolution and Future of Diversity at the Workplace
• Diversity in the Workplace: Benefits, Challenges, and Solutions
• The Connection Between Workplace Diversity and Employee Retention
• Does Workplace Diversity Actually Impact a Business?
• Workplace Diversity: Current Issues and Emerging Trends
• What Are the Benefits of Workplace Diversity?
• How to Build, Manage and Promote Workplace Diversity?
• What Is Workplace Diversity and How Can Employers Drive Inclusion?
• How to Use Communication to Manage Workplace Diversity?
• What Are the Ways to Promote Workplace Diversity?
• How Can Managers Successfully Manage Workplace Diversity?
• What Are the Types of Workplace Diversity?
• Why Is It Important to Promote Workplace Diversity?
• Does Workplace Diversity Relate to Management?
• How Does Globalization Affect Workplace Diversity?
• What Is the Biggest Issue With Workplace Diversity?
• Are There Negative Effects of Workplace Diversity?
• How Is Workplace Diversity Linked to Discrimination?
• Why Is Workplace Diversity So Important in Global Business Today?
• Does Workplace Diversity Affect Performance?
• How Can Workplace Diversity Make a Company More Competitive in a Global Market?
• What Are the Principles of Workplace Diversity?
• How Does Workplace Diversity Contribute to Competitiveness?
• Why Is Leadership Important for Workplace Diversity and Inclusion?
• How Does Workplace Diversity Help the US Economy?
• What Is the Key Value of Workplace Diversity?
• Does Workplace Diversity Increase Job Satisfaction?
• How Does Workplace Diversity Increase Productivity?
• Are There Economic Benefits of Workplace Diversity?
• How Do Corporate Social Responsibility and Workplace Diversity Build Better Businesses?

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These essay examples and topics on Workplace Diversity were carefully selected by the StudyCorgi editorial team. They meet our highest standards in terms of grammar, punctuation, style, and fact accuracy. Please ensure you properly reference the materials if you’re using them to write your assignment.

This essay topic collection was updated on January 9, 2024 .

Women in the Workplace 2023

Women in the Workplace

This is the ninth year of the Women in the Workplace report. Conducted in partnership with LeanIn.Org , this effort is the largest study of women in corporate America and Canada. This year, we collected information from 276 participating organizations employing more than ten million people. At these organizations, we surveyed more than 27,000 employees and 270 senior HR leaders, who shared insights on their policies and practices. The report provides an intersectional look at the specific biases and barriers faced by Asian, Black, Latina, and LGBTQ+ women and women with disabilities.

About the authors

This year’s research reveals some hard-fought gains at the top, with women’s representation in the C-suite at the highest it has ever been. However, with lagging progress in the middle of the pipeline—and a persistent underrepresentation of women of color 1 Women of color include women who are Asian, Black, Latina, Middle Eastern, mixed race, Native American/American Indian/Indigenous/Alaskan Native, and Native Hawaiian or Pacific Islander. Due to small sample sizes for other racial and ethnic groups, reported findings on individual racial and ethnic groups are restricted to Asian women, Black women, and Latinas. —true parity remains painfully out of reach.

The survey debunks four myths about women’s workplace experiences and career advancement. A few of these myths cover old ground, but given the notable lack of progress, they warrant repeating. These include women’s career ambitions, the greatest barrier to their ascent to senior leadership, the effect and extent of microaggressions in the workplace, and women’s appetite for flexible work. We hope highlighting these myths will help companies find a path forward that casts aside outdated thinking once and for all and accelerates progress for women.

The rest of this article summarizes the main findings from the Women in the Workplace 2023 report and provides clear solutions that organizations can implement to make meaningful progress toward gender equality.

State of the pipeline

Over the past nine years, women—and especially women of color—have remained underrepresented across the corporate pipeline (Exhibit 1). However, we see a growing bright spot in senior leadership. Since 2015, the number of women in the C-suite has increased from 17 to 28 percent, and the representation of women at the vice president and senior vice president levels has also improved significantly.

These hard-earned gains are encouraging yet fragile: slow progress for women at the manager and director levels—representation has grown only three and four percentage points, respectively—creates a weak middle in the pipeline for employees who represent the vast majority of women in corporate America. And the “Great Breakup” trend we discovered in last year’s survey  continues for women at the director level, the group next in line for senior-leadership positions. That is, director-level women are leaving at a higher rate than in past years—and at a notably higher rate than men at the same level. As a result of these two dynamics, there are fewer women in line for top positions.

To view previous reports, please visit the Women in the Workplace archive

Moreover, progress for women of color is lagging behind their peers’ progress. At nearly every step in the pipeline, the representation of women of color falls relative to White women and men of the same race and ethnicity. Until companies address this inequity head-on, women of color will remain severely underrepresented in leadership positions—and mostly absent from the C-suite.

“It’s disheartening to be part of an organization for as many years as I have been and still not see a person like me in senior leadership. Until I see somebody like me in the C-suite, I’m never going to really feel like I belong.”

—Latina, manager, former executive director

Four myths about the state of women at work

This year’s survey reveals the truth about four common myths related to women in the workplace.

Myth: Women are becoming less ambitious Reality: Women are more ambitious than before the pandemic—and flexibility is fueling that ambition

At every stage of the pipeline, women are as committed to their careers and as interested in being promoted as men. Women and men at the director level—when the C-suite is in closer view—are also equally interested in senior-leadership roles. And young women are especially ambitious. Nine in ten women under the age of 30 want to be promoted to the next level, and three in four aspire to become senior leaders.

Women represent roughly one in four C-suite leaders, and women of color just one in 16.

Moreover, the pandemic and increased flexibility did not dampen women’s ambitions. Roughly 80 percent of women want to be promoted to the next level, compared with 70 percent in 2019. And the same holds true for men. Women of color are even more ambitious than White women: 88 percent want to be promoted to the next level. Flexibility is allowing women to pursue their ambitions: overall, one in five women say flexibility has helped them stay in their job or avoid reducing their hours. A large number of women who work hybrid or remotely point to feeling less fatigued and burned out as a primary benefit. And a majority of women report having more focused time to get their work done when they work remotely.

The pandemic showed women that a new model of balancing work and life was possible. Now, few want to return to the way things were. Most women are taking more steps to prioritize their personal lives—but at no cost to their ambition. They remain just as committed to their careers and just as interested in advancing as women who aren’t taking more steps. These women are defying the outdated notion that work and life are incompatible, and that one comes at the expense of the other.

Myth: The biggest barrier to women’s advancement is the ‘glass ceiling’ Reality: The ‘broken rung’ is the greatest obstacle women face on the path to senior leadership

For the ninth consecutive year, women face their biggest hurdle at the first critical step up to manager. This year, for every 100 men promoted from entry level to manager, 87 women were promoted (Exhibit 2). And this gap is trending the wrong way for women of color: this year, 73 women of color were promoted to manager for every 100 men, down from 82 women of color last year. As a result of this “broken rung,” women fall behind and can’t catch up.

Progress for early-career Black women remains the furthest behind. After rising in 2020 and 2021 to a high of 96 Black women promoted for every 100 men—likely because of heightened focus across corporate America—Black women’s promotion rates have fallen to 2018 levels, with only 54 Black women promoted for every 100 men this year.

While companies are modestly increasing women’s representation at the top, doing so without addressing the broken rung offers only a temporary stopgap. Because of the gender disparity in early promotions, men end up holding 60 percent of manager-level positions in a typical company, while women occupy 40 percent. Since men significantly outnumber women, there are fewer women to promote to senior managers, and the number of women decreases at every subsequent level.

Myth: Microaggressions have a ‘micro’ impact Reality: Microaggressions have a large and lasting impact on women

Microaggressions are a form of everyday discrimination that is often rooted in bias. They include comments and actions—even subtle ones that are not overtly harmful—that demean or dismiss someone based on their gender, race, or other aspects of their identity. They signal disrespect, cause acute stress, and can negatively impact women’s careers and health.

Years of data show that women experience microaggressions at a significantly higher rate than men: they are twice as likely to be mistaken for someone junior and hear comments on their emotional state (Exhibit 3). For women with traditionally marginalized identities, these slights happen more often and are even more demeaning. As just one example, Asian and Black women are seven times more likely than White women to be confused with someone of the same race and ethnicity.

As a result, the workplace is a mental minefield for many women, particularly those with traditionally marginalized identities. Women who experience microaggressions are much less likely to feel psychologically safe, which makes it harder to take risks, propose new ideas, or raise concerns. The stakes feel just too high. On top of this, 78 percent of women who face microaggressions self-shield at work, or adjust the way they look or act in an effort to protect themselves. For example, many women code-switch—or tone down what they say or do—to try to blend in and avoid a negative reaction at work. Black women are more than twice as likely as women overall to code-switch. And LGBTQ+ women are 2.5 times as likely to feel pressure to change their appearance to be perceived as more professional. The stress caused by these dynamics cuts deep.

Women who experience microaggressions—and self-shield to deflect them—are three times more likely to think about quitting their jobs and four times more likely to almost always be burned out. By leaving microaggressions unchecked, companies miss out on everything women have to offer and risk losing talented employees.

“It’s like I have to act extra happy so I’m not looked at as bitter because I’m a Black woman. And a disabled Black woman at that. If someone says something offensive to me, I have to think about how to respond in a way that does not make me seem like an angry Black woman.”

—Black woman with a physical disability, entry-level role

Myth: It’s mostly women who want—and benefit from—flexible work Reality: Men and women see flexibility as a ‘top 3’ employee benefit and critical to their company’s success

Most employees say that opportunities to work remotely and have control over their schedules are top company benefits, second only to healthcare (Exhibit 4). Workplace flexibility even ranks above tried-and-true benefits such as parental leave and childcare.

As workplace flexibility transforms from a nice-to-have for some employees to a crucial benefit for most, women continue to value it more. This is likely because they still carry out a disproportionate amount of childcare and household work. Indeed, 38 percent of mothers with young children say that without workplace flexibility, they would have had to leave their company or reduce their work hours.

But it’s not just women or mothers who benefit: hybrid and remote work are delivering important benefits to most employees. Most women and men point to better work–life balance as a primary benefit of hybrid and remote work, and a majority cite less fatigue and burnout (Exhibit 5). And research shows that good work–life balance and low burnout are key to organizational success. Moreover, 83 percent of employees cite the ability to work more efficiently and productively as a primary benefit of working remotely. However, it’s worth noting companies see this differently: only half of HR leaders say employee productivity is a primary benefit of working remotely.

For women, hybrid or remote work is about a lot more than flexibility. When women work remotely, they face fewer microaggressions and have higher levels of psychological safety.

Employees who work on-site also see tangible benefits. A majority point to an easier time collaborating and a stronger personal connection to coworkers as the biggest benefits of working on-site—two factors central to employee well-being and effectiveness. However, the culture of on-site work may be falling short. While 77 percent of companies believe a strong organizational culture is a key benefit of on-site work, most employees disagree: only 39 percent of men and 34 percent of women who work on-site say a key benefit is feeling more connected to their organization’s culture.

Not to mention that men benefit disproportionately from on-site work: compared with women who work on-site, men are seven to nine percentage points more likely to be “in the know,” receive the mentorship and sponsorships they need, and have their accomplishments noticed and rewarded.

A majority of organizations have started to formalize their return-to-office policies, motivated by the perceived benefits of on-site work (Exhibit 6). As they do so, they will need to work to ensure everyone can equally reap the benefits of on-site work.

Recommendations for companies

As companies work to support and advance women, they should focus on five core areas:

• tracking outcomes for women’s representation
• empowering managers to be effective people leaders
• addressing microaggressions head-on
• unlocking the full potential of flexible work
• fixing the broken rung, once and for all

Sixty percent of companies have increased their financial and staffing investments in diversity, equity, and inclusion over the past year. And nearly three in four HR leaders say DEI is critical to their companies’ future success.

1. Track outcomes to improve women’s experience and progression

Tracking outcomes is critical to any successful business initiative. Most companies do this consistently when it comes to achieving their financial objectives, but few apply the same rigor to women’s advancement. Here are three steps to get started:

Measure employees’ outcomes and experiences—and use the data to fix trouble spots. Outcomes for drivers of women’s advancement include hiring, promotions, and attrition. Visibility into other metrics—such as participation in career development programs, performance ratings, and employee sentiments—that influence career progression is also important, and data should be collected with appropriate data privacy protections in place. Then, it’s critically important that companies mine their data for insights that will improve women’s experiences and create equal opportunities for advancement. Ultimately, data tracking is only valuable if it leads to organizational change.

Take an intersectional approach to outcome tracking. Tracking metrics by race and gender combined should be table stakes. Yet, even now, fewer than half of companies do this, and far fewer track data by other self-reported identifiers, such as LGBTQ+ identity. Without this level of visibility, the experiences and career progression of women with traditionally marginalized identities can go overlooked.

Share internal goals and metrics with employees. Awareness is a valuable tool for driving change—when employees are able to see opportunities and challenges, they’re more invested in being part of the solution. In addition, transparency with diversity, equity, and inclusion (DEI) goals and metrics can send a powerful signal to employees with traditionally marginalized identities that they are supported within the organization.

2. Support and reward managers as key drivers of organizational change

Managers are on the front lines of employees’ experiences and central to driving organizational change. As companies more deeply invest in the culture of work, managers play an increasingly critical role in fostering DEI, ensuring employee well-being, and navigating the shift to flexible work. These are all important business priorities, but managers do not always get the direction and support they need to deliver on them. Here are three steps to get started:

Clarify managers’ priorities and reward results. Companies need to explicitly communicate to managers what is core to their roles and motivate them to take action. The most effective way to do this is to include responsibilities like career development, DEI, and employee well-being in managers’ job descriptions and performance reviews. Relatively few companies evaluate managers on metrics linked to people management. For example, although 61 percent of companies point to DEI as a top manager capability, only 28 percent of people managers say their company recognizes DEI in performance reviews. This discrepancy may partially explain why not enough employees say their manager treats DEI as a priority.

Equip managers with the skills they need to be successful. To effectively manage the new demands being placed on them, managers need ongoing education. This includes repeated, relevant, and high-quality training and nudges that emphasize specific examples of core concepts, as well as concrete actions that managers can incorporate into their daily practices. Companies should adopt an “often and varied” approach to training and upskilling and create regular opportunities for coaching so that managers can continue to build the awareness and capabilities they need to be effective.

Make sure managers have the time and support to get it right. It requires significant intentionality and follow-through to be a good people and culture leader, and this is particularly true when it comes to fostering DEI. Companies need to make sure their managers have the time and resources to do these aspects of their job well. Additionally, companies should put policies and systems in place to make managers’ jobs easier.

3. Take steps to put an end to microaggressions

Microaggressions are pervasive, harmful to the employees who experience them, and result in missed ideas and lost talent. Companies need to tackle microaggressions head-on. Here are three steps to get started:

Make clear that microaggressions are not acceptable. To raise employee awareness and set the right tone, it’s crucial that senior leaders communicate that microaggressions and disrespectful behavior of any kind are not welcome. Companies can help with this by developing a code of conduct that articulates what supportive and respectful behavior looks like—as well as what’s unacceptable and uncivil behavior.

Teach employees to avoid and challenge microaggressions. Employees often don’t recognize microaggressions, let alone know what to say or do to be helpful. That’s why it’s so important that companies have employees participate in high-quality bias and allyship training and receive periodic refreshers to keep key learnings top of mind.

Create a culture where it’s normal to surface microaggressions. It’s important for companies to foster a culture that encourages employees to speak up when they see microaggressions or other disrespectful behavior. Although these conversations can be difficult, they often lead to valuable learning and growth. Senior leaders can play an important role in modeling that it is safe to surface and discuss these behaviors.

4. Finetune flexible working models

The past few years have seen a transformation in how we work. Flexibility is now the norm in most companies; the next step is unlocking its full potential and bringing out the best of the benefits that different work arrangements have to offer. Here are three steps to get started:

Establish clear expectations and norms around working flexibly. Without this clarity, employees may have very different and conflicting interpretations of what’s expected of them. It starts with redefining the work best done in person, versus remotely, and injecting flexibility into the work model to meet personal demands. As part of this process, companies need to find the right balance between setting organization-wide guidelines and allowing managers to work with their teams to determine an approach that unlocks benefits for men and women equally.

Measure the impact of new initiatives to support flexibility and adjust them as needed. The last thing companies want to do is fly in the dark as they navigate the transition to flexible work. As organizations roll out new working models and programs to support flexibility, they should carefully track what’s working, and what’s not, and adjust their approach accordingly—a test-and-learn mentality and a spirit of co-creation with employees are critical to getting these changes right.

Few companies currently track outcomes across work arrangements. For example, only 30 percent have tracked the impact of their return-to-office policies on key DEI outcomes.

Put safeguards in place to ensure a level playing field across work arrangements. Companies should take steps to ensure that employees aren’t penalized for working flexibly. This includes putting systems in place to make sure that employees are evaluated fairly, such as redesigning performance reviews to focus on results rather than when and where work gets done. Managers should also be equipped to be part of the solution. This requires educating managers on proximity bias. Managers need to ensure their team members get equal recognition for their contributions and equal opportunities to advance regardless of working model.

5. Fix the broken rung for women, with a focus on women of color

Fixing the broken rung is a tangible, achievable goal and will set off a positive chain reaction across the pipeline. After nine years of very little progress, there is no excuse for companies failing to take action. Here are three steps to get started:

Track inputs and outcomes. To uncover inequities in the promotions process, companies need to track who is put up for and who receives promotions—by race and gender combined. Tracking with this intersectional lens enables employers to identify and address the obstacles faced by women of color, and companies can use these data points to identify otherwise invisible gaps and refine their promotion processes.

Work to de-bias performance reviews and promotions. Leaders should put safeguards in place to ensure that evaluation criteria are applied fairly and bias doesn’t creep into decision making. Companies can take these actions:

• Send “bias” reminders before performance evaluations and promotion cycles, explaining how common biases can impact reviewers’ assessments.
• Appoint a “bias monitor” to keep performance evaluations and promotions discussions focused on the core criteria for the job and surface potentially biased decision making.
• Have reviewers explain the rationale behind their performance evaluations and promotion recommendations. When individuals have to justify their decisions, they are less likely to make snap judgments or rely on gut feelings, which are prone to bias.

Invest in career advancement for women of color. Companies should make sure their career development programs address the distinct biases and barriers that women of color experience. Yet only a fraction of companies tailor career program content for women of color. And given that women of color tend to get less career advice and have less access to senior leaders, formal mentorship and sponsorship programs can be particularly impactful. It’s also important that companies track the outcomes of their career development programs with an intersectional lens to ensure they are having the intended impact and not inadvertently perpetuating inequitable outcomes.

Practices of top-performing companies

Companies with strong women’s representation across the pipeline are more likely to have certain practices in place. The following data are based on an analysis of top performers—companies that have a higher representation of women and women of color than their industry peers (Exhibit 7).

This year’s survey brings to light important realities about women’s experience in the workplace today. Women, and particularly women of color, continue to lose the most ground in middle management, and microaggressions have a significant and enduring effect on many women—especially those with traditionally marginalized identities. Even still, women are as ambitious as ever, and flexibility is contributing to this, allowing all workers to be more productive while also achieving more balance in their lives. These insights can provide a backdrop for senior leaders as they plan for the future of their organizations.

Emily Field is a partner in McKinsey’s Seattle office; Alexis Krivkovich and Lareina Yee are senior partners in the Bay Area office, where Nicole Robinson is an associate partner; Sandra Kügele is a consultant in the Washington, D.C., office.

The authors wish to thank Zoha Bharwani, Quentin Bolton, Sara Callander, Katie Cox, Ping Chin, Robyn Freeman, James Gannon, Jenn Gao, Mar Grech, Alexis Howard, Isabelle Hughes, Sara Kaplan, Ananya Karanam, Sophia Lam, Nina Li, Steven Lee, Anthea Lyu, Tess Mandoli, Abena Mensah, Laura Padula, David Pinski, Jane Qu, Charlie Rixey, Sara Samir, Chanel Shum, Sofia Tam, Neha Verma, Monne Williams, Lily Xu, Yaz Yazar, and Shirley Zhao for their contributions to this article.

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• Society and culture
• Equality, rights and citizenship

Inclusion at Work Panel: report on improving workplace diversity and inclusion

A report from the independent Inclusion at Work Panel setting out how organisations can improve diversity and inclusion practices through evidence.

Report on the Inclusion at Work Panel’s recommendations for improving diversity and inclusion (D&I) practice in the workplace

Annex a: inclusion confident scheme user research findings by workshop, annex b: summary of roundtables held for the inclusion at work panel.

The ‘Inclusion at Work Panel’ was established in June 2023, under action 69 of the Inclusive Britain plan , to tackle bias, ensure fairness and promote inclusive workplaces.

Made up of leaders from the private and public sector, and advised by a leading Harvard academic, the Panel set out to identify effective and ineffective D&I practice, explaining what works, why, and how. 

The panel assessed the evidence on D&I initiatives from peer-reviewed academic research as well as the latest available survey data on D&I practices in UK workplaces. They found that the benefits of D&I in the workplace are widely accepted and significant resources are committed by organisations in pursuit of inclusion. However, organisations continue to adopt D&I interventions that have been shown to have little or no impact, and in some cases are counterproductive or unlawful.

The Inclusion at Work Panel’s report sets out how employers can do away with ineffective, divisive, and poor quality D&I practices, and instead focus resources on interventions backed by the evidence that represent value for money.

The panel concluded its work in December 2023 with its final report published on 20 March 2024.

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18 Diversity, Equity & Inclusion (DEI) Activities for the Workplace

Dr. steve aldana.

• Last updated Mar 18, 2024
• Leave a comment

DEI activities can foster a healthy, productive workplace where employees feel valued. Of course, it’s important to choose activities that truly foster diversity, equity, and inclusion. The following explores qualities that make good activities and lists 18 fun and effective DEI activities to consider for your company. 

Benefits of DEI Activities

How to choose dei activities, 18 fun and effective dei activities for the workplace.

• DEI activities offer benefits such as attracting and retaining top talent, greater profitability, and increased productivity
• Choose DEI activities that prioritize wellness, are holistic in nature, and are tailored to your company and its unique employees
• Fun and effective DEI activity ideas include:

DEI stands for Diversity, Equity, and Inclusion, and the goal of DEI is to foster healthy work environments where everyone feels accepted, heard, and valued. 

While many companies have adopted DEI initiatives, DEI activities are specific team-building sessions designed to introduce a diverse community to one another, take interest in each other’s cultural and ethnic backgrounds, and celebrate differences while working toward common goals. 

Research shows that many employees want their employers to implement DEI activities:

• 56% of employees say focusing on DEI at work is a good thing ( Pew Research )
• 76% of employees and job seekers say diversity is important when considering job offers ( LinkedIn )
• 80% of employees want to work for companies that value DEI issues ( LinkedIn )

DEI activities also influence business outcomes, as businesses with greater diversity outperform their peers:

• Diverse companies have 2.5 times more cash flow per employee and inclusive teams are 35% more productive. Moreover, diverse teams make better decisions 87% of the time ( LinkedIn )
• Companies in the top quartile for ethnic diversity are 36% more profitable than those in the bottom quartile ( McKinsey & Company )
• 20% of employees at companies that have DEI initiatives intend to stay for a long time ( Catalyst )

Thus, the benefits of DEI activities include: 

• Attract and retain top talent
• Gain a competitive advantage
• Greater profitability
• Increased productivity
• Better decisions

“Study after study has illustrated that having a strong commitment to diversity, equity, and inclusion makes good business sense because it’s proven those organizations simply perform better,” says Rhonda Moret, Founder of Elevated Diversity , which helps companies embed DEI into their cultures. “Whether from a financial perspective, retention, innovation, creativity, and engagement, there are just so many elements that having a strong DEI program or approach supports.”

The benefits of DEI for employees and companies are clear. However, that doesn’t mean you should search the web and implement any and every activity idea you find. It’s important to choose diversity activities that resonate with your employees and promote understanding and compassion. 

Choosing good activities can prove challenging when DEI elements are new and unfamiliar to your company. Consider the intention behind your program and provide a measure of understanding and grace – if you don’t get it 100% right the first time around, use it as a teaching opportunity that helps your organization grow. 

“It goes back to leaning into inclusion. That’s what it’s all about, so no one feels excluded, and some activities may have an undesirable effect without intending it,” says Moret. 

Consider DEI activities that feature these qualities: 

1. Prioritize Wellness

Diversity and inclusion activities should prioritize wellness and make employees feel comfortable, confident, and accepted. Consider how participating in each activity would make you feel and understand that wellness should meet people where they are on their journey to health, no matter where that is.

“DEI ties back to mental wellbeing as well,” says Moret. “If employees are comfortable and confident in their roles, the benefits are numerous.”

2. Holistic

DEI isn’t limited to identity – race, ethnicity, religion, politics, etc. – it also encompasses mental wellbeing, physical wellbeing, social wellness, and individual hobbies and interests.

3. Tailored

No two DEI programs are identical, so DEI activities should be tailored to each company and its unique employees. 

“DEI at its very core is designed to connect people, not parse them into silos. It’s so different because each organization has its own DNA,” says Moret. “DEI doesn’t have to be standalone; it has to be woven throughout the organization and how that organization behaves.”

Consider the following DEI activities for your organization. 

1. Wellness Programs

Wellness programs foster DEI with individual and team-building activities: 

• Diversity : Celebrate diversity as teams work together toward shared goals
• Equity : Good wellness programs help all employees thrive
• Inclusion : Wellness programs are inclusive regardless of identity or ability

Like other DEI initiatives, a well-structured wellness program can inspire a positive culture change. It’s no surprise, then, that many companies are adding wellness elements to their missions, visions, and policies. 

“Wellness programs fit in with DEI. It’s not a far leap from one to the other when you’re looking at it from the employee perspective,” says Moret. 

Wellness programs should incorporate variety and feature a diverse offering of rewards, educational topics, and resources so they’re relevant to every employee. For example, WellSteps offers modification options for all activities so that no matter one’s situation, they can participate and succeed. 

A wellness program can also be a vessel to provide DEI training, programs, and resources. Custom campaigns and rewards activities can be created, discussion boards can be included, and participation and engagement can be tracked in a wellness program. 

In addition, wellness programs come with built-in privacy protection, as they must comply with HIPAA, ADA, and other regulations to prevent disclosure of protected health information (PHI). This level of privacy enables employers to gather employee feedback in a discreet and aggregate form that offers a true representation of perspectives and feelings. 

The best wellness programs incorporate the six pillars of wellness, and each lends to DEI:

• Physical Wellness: Physical wellness initiatives are inclusive for people of all abilities and encourage diversity
• Mental and Emotional Wellness: Nurtures self-esteem, improves relationships, and cultivates a positive mindset
• Nutritional Wellness: Programs can infuse cultural considerations with healthy dietary decisions. 
• Occupational Wellness: Focuses on finding satisfaction and fulfillment in work. DEI initiatives reduce work-related stress and lead to greater job satisfaction
• Financial Wellness: Varied income levels can unintentionally make employees feel superior or inferior – not equal. Gaining control of personal finances can lend a sense of equity at different income levels
• Social Wellness: At the core of DEI, employees should feel a strong support network, engage in positive social interactions, and enjoy a sense of community and belonging

Ultimately, the goal of a wellness program is to encourage wellness for all. 

2. Provide DEI Training

Offer training programs that focus on developing a growth mindset, starting with your senior leaders, to ensure this group fully understands and embraces an inclusion-forward leadership style. Elevated Diversity recommends equipping employees with the tools and resources they need, tailored to nurture a culture of curiosity and inclusion. 

3. Create a DEI Knowledge and Resource Center

Develop a DEI knowledge and resource center that provides insightful resources and tools and inspires genuine curiosity about different cultures, backgrounds, and identities. 

4. Host a Speaker Series

Host a DEI presentation series that features speakers from different backgrounds and cultures. Elevated Diversity recommends setting “ground rules” before each session to create a safe and inclusive environment for open discussions, questions, and dialogue to enhance learning and understanding. 

5. Unconscious Bias Training

Unconscious bias training teaches employees to recognize and address hidden biases in the workplace. Be aware that unconscious bias training requires commitment to be effective, but with the right approach, it can reduce bias and prejudice, help employees feel included, and even improve performance reviews in just a few weeks ( Harvard Business Review ).

6. I Am, But I Am Not

This group activity helps break down stereotypes in the workplace:

• Have each person in the group create two columns on a sheet of paper
• In the first column, they should write down something about who they are (for example, their ethnicity, gender, age, or where they’re from)
• I am from Hawaii, but I don’t surf
• I am a man, but I don’t like sports
• I am a woman, but I’m not afraid of spiders
• Next, go around the room and have each person read one of their statements, then discuss why it’s important to avoid stereotypes and truly get to know one another

7. Film Discussion

Watch a film, either as a group or independently, then discuss how the film portrays its characters. Good discussion questions can center around: 

• Race and gender issues
• Physical and mental disabilities
• Religious representations
• Cultural depictions
• Stereotypes
• How viewers felt watching the film
• What the film got right and what it got wrong, and why

8. Disability Awareness Training

Disability awareness training helps company leadership and employees better understand the challenges faced by those with physical and developmental disabilities. That understanding can lead to a more inclusive workplace as businesses improve accessibility and provide the resources everyone needs to succeed.

9. Diversity Flower

This is another fun DEI activity that encourages healthy discussion:

• Divide your employees into teams and have each team draw a flower with petals (on a piece of paper or whiteboard)
• On each petal, have team members write something unique about themselves
• Once the flowers are complete, have the teams exchange their flowers and discuss what makes the other team unique

10. Culturally Inspired Meals

Host a food festival, luncheon, or potluck in which employees share their favorite cultural dishes. This can be a great DEI icebreaking initiative as employees not only get to sample delicious foods they might not have tried before, but they can also discuss the traditions behind those foods and why they are meaningful to their peers. 

11. Start a Book Club

Start a book club featuring books that portray various people and cultures, then host discussions around those differences. Don’t limit discussions to plot points; rather, talk about how the books impact readers. How do they feel about what happened in the books and how characters were depicted and treated? Do they agree with the protagonists’ or antagonists’ actions? Why or why not? 

12. Inclusive Language Training

Inclusive language training helps leadership and employees become mindful of the words they use in their interactions. Some words and phrases have inherent (and often unintentional) bias, so inclusive language training teaches employees how to choose words that have a positive impact on their coworkers. 

13. Volunteer Days

Schedule volunteer days in which each employee chooses a cause and explains why it’s important to them. For example, one employee might pick a project to clean up their neighborhood, while another might opt for a bake sale that supports medical research.

Volunteer days not only help employees understand what’s important to their coworkers, they can grant first-hand experience that illustrates why those causes matter. Moreover, working together toward shared goals can lend a sense of solidarity between employees.

14. DEI Calendar

Create a DEI calendar filled with cultural holidays and even special personal dates (birthdays, work anniversaries, etc.). Make sure your calendar represents something about everyone in your workplace. 

Then, hold in-office celebrations to commemorate each holiday or personal date. You can theme the workday around a cultural holiday with food, music, and a small party, for example, and you can recognize employees on their special days. 

15. Diversity Appreciation Wall

Set up a bulletin or magnet board and encourage employees to post photos, artwork, statements, and related media that illustrates the pride they have in their cultures and personal identities. A diversity appreciation wall showcases and embraces diversity in the office, and it can serve as an excellent DEI icebreaker when employees ask one another about the interesting things they post on the board. 

16. DEI Quotes

Search for quotes that inspire diversity, equity, and inclusion, then post them throughout your workplace and include them in internal memos and emails. You can also post a DEI quote of the day in a prominent location to encourage acceptance and discussion. 

17. Virtual Tours

Ask employees to lead virtual tours that explore their cultural and ethnic backgrounds or their interests. You can find virtual tours online and take them as a group, and employees can share how the places on the tour impact their lives today. 

18. Revisit Your Corporate Mission and Vision Statements

Elevated Diversity recommends revisiting your mission and vision to ensure these statements are inclusive and support a culture of wellbeing.

Before you do, get feedback from employees across various functional areas, roles and responsibilities, and diversity dimensions. Ask them to review your statements and evaluate whether they’re aligned with your core values and represent commitment to diversity, equity, and inclusivity. Once you’ve revised your statements, distribute them throughout your company to affirm your commitment to DEI. 

At WellSteps, we understand how to design wellness programs that are diverse, equitable, and inclusive. Our wellness offerings are tailored to fit each company’s and individual’s unique needs and preferences, and modules can be modified so every individual can participate and succeed. Schedule a free demo to see how our program can form the foundation of your company’s DEI initiative.

• Tags: awareness , dei , dei activities , deiknowledge , deitraining , equity , supportemployees , wellness programs , wellnessforall , wellnessideas

About The Author

Dr. Aldana is the CEO of Wellsteps, a worksite wellness solution that leads the nation in wellness program deployment and engagement. Dr. Aldana authored over 75 scientific papers and 7 books on health risk management, healthy living, and health promotion programs. He has given over 350 keynote speeches across the U.S. on the ability of good nutrition and regular exercise to prevent, arrest, and reverse many chronic diseases.

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Gita Suneja Named Senior Director of Programs to Enhance Diversity

Renowned physician and researcher, Gita Suneja, MD, MS , has been named the first senior director of Programs to Enhance Diversity (PED). Suneja, a radiation oncologist at Huntsman Cancer Institute and associate professor of radiation oncology at the University of Utah (the U), is tasked with improving workforce diversity and increasing equitable access to cancer research.

Funded by the NCI Cancer Center Support Grant (CCSG), PED enhances Huntsman Cancer Institute’s ability to promote the best research discoveries and provide the highest level of care to every patient. As an NCI-designated Cancer Center , Huntsman Cancer Institute meets the highest federal standards for advancing cancer research. This work cannot be accomplished without a diverse scientific workforce and patients willing to participate in clinical trials .

Huntsman Cancer Institute serves the largest region in the United States, encompassing different demographics, that include rural and underserved populations. Embracing differences ensures that research findings serve all patients, regardless of background or circumstance.

“If we aren’t intentional about who we include in clinical trials, we miss the opportunity to best serve our patients and weaken the impact of our findings. We want to make sure that our science is rooted in the communities we are committed to serving,” says Suneja.

“Everyone’s journey is unique...We thrive when we listen to as many perspectives as possible.”

—Gita Suneja, MD, MS

In her new role as director, Suneja will oversee all aspects related to the CCSG’s PED requirement, while reducing barriers for patients attempting to access Huntsman Cancer Institute’s world-renowned clinical trials. An expert in gynecologic and HIV-related cancers, Suneja has witnessed the impact that cancer has on many people, and the various outcomes for those who can’t access the highest levels of care.

Suneja will also be charged with promoting belonging among staff and looking for opportunities to expand Huntsman Cancer Institute’s reach.

“Everyone’s journey is unique. That is why I feel so strongly about diversity and inclusion,” says Suneja. “We thrive when we listen to as many perspectives as possible, and perspective comes from different experiences and backgrounds.”

Suneja brings vast experience to the role, including national leadership in equity, and being a member of The Society of Huntsman Translational Scholars , a Huntsman Cancer Foundation Innovation Award winner, and a recipient of the University of Utah Health Award for Leadership in Inclusive Excellence for Research.

“We want to make sure that our science is rooted in the communities we are committed to serving.”

“Dr. Suneja’s leadership will help us towards our commitment to a cancer-free frontier,” says Neli Ulrich, PhD , executive director of the Comprehensive Cancer Center at Huntsman Cancer Institute and Jon M. and Karen Huntsman Presidential Professor in Cancer Research at the U. “Her experience and dedication will ensure that Huntsman Cancer Institute thrives, benefitting from the many talents of our diverse workforce and leadership, that our current and next generation of cancer researchers feel supported, and that all of our patients across the Mountain West have access to state-of-the-art cancer research and care.”

Media Contact

Heather Simonsen Public Relations Huntsman Cancer Institute Email Us 801 581-3194

About Huntsman Cancer Institute at the University of Utah

Huntsman Cancer Institute at the University of Utah (the U) is the National Cancer Institute-designated Comprehensive Cancer Center for Utah, Idaho, Montana, Nevada, and Wyoming. With a legacy of innovative cancer research, groundbreaking discoveries, and world-class patient care, we are transforming the way cancer is understood, prevented, diagnosed, treated, and survived. Huntsman Cancer Institute focuses on delivering a cancer-free frontier to all communities in the area we serve . We have more than 300 open clinical trials and 250 research teams studying cancer at any given time. More genes for inherited cancers have been discovered at Huntsman Cancer Institute than at any other cancer center. Our scientists are world-renowned for understanding how cancer begins and using that knowledge to develop innovative approaches to treat each patient’s unique disease. Huntsman Cancer Institute was founded by Jon M. and Karen Huntsman.

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The review +, the case for field experiments in behavioral research.

20 March 2024

Research by

• Hengchen Dai
• Silvia Saccardo
• Sitaram Vangala
• Communications
• Health Care

Nudges already proven to work in the real-world increased uptake of COVID-19 boosters; nudges based on lab findings and expert insights, not so much

The COVID-19 pandemic presented the field of behavioral science with an insanely consequential and robust real-world testing ground. Once vaccinations became available, the challenge was to encourage as many people as possible to get vaccinated.

UCLA Anderson’s Hengchen Dai and Carnegie Mellon’s Silvia Saccardo, along with UCLA Health’s Maria Han, Daniel Croymans and other co-authors, contributed to this field-testing bonanza with a large-scale real-world research project in 2021 that studied the effectiveness of a series of specific text nudges sent to nearly 100,000 patients of the UCLA Health System to remind them they were eligible for a jab.

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That research, published in Nature, found that a text nudge promoting a sense of ownership with a personalized note to “ Claim your dose by making a vaccination appointment ” was more effective than a text that simply provided a link to the online vaccination scheduling tool.

Theory Vs. Practice

The same research also unearthed an interesting schism between theory and practice for one particular type of nudge. In online experiments conducted via Amazon Mechanical Turk and Prolific Academic, participants who were shown a video about the value of COVID-19 vaccinations reported a higher probability of getting vaccinated. That finding was in line with other research suggesting the same promise that informational videos might increase vaccination intentions. But when the video was put into a real-world test in the 2021 field test, adding a link to the video in a text message didn’t increase uptake.

Dai and Saccardo, along with UCLA Geffen School of Medicine’s Han, Sitaram Vangala, Juyea Hoo and Jeffrey Fujimoto, are now back with fresh research that drills down on this potential disconnect between what people in a hypothetical scenario say they will do, and what people actually do in the real world. 

COVID-19 vaccines were once again the focal point in their new field experiment. This time they tested various nudges gleaned from different forms of research — prior field tests, online surveys, expert predictions — for their effectiveness in getting people to schedule the booster vaccine.

In an article publishe d in Nature Human Behavior, the authors report that nudges that had proven effective in prior real-world field tests were also effective in encouraging people to get a booster vaccination, including the “ownership” framing from their earlier COVID-19 research. 

But nudges based on hypothetical findings or expert predictions got lost in real-world translation, failing to increase the likelihood of receiving the booster shot.

“While hypothetical surveys and self-reports are undoubtedly valuable for providing foundational evidence on the mechanisms of human behavior, our findings suggest that they may not always translate to complex real-world situations where various factors can affect behavior,” they write.

Taking a Shot at Increasing Booster Uptake

The researchers texted more than 300,000 patients in the UCLA health system one of 14 messages that prior field tests, lab research or expert surveys suggested might encourage them to get the booster shot; a control group did not receive any text message. 

The previously field-tested effective nudges of a simple reminder, and a note playing up the psychological sense of ownership (claim your dose), compelled more patients to get a booster than simply being told the booster was available.

All other nudges, gleaned from research dependent on hypothetical scenarios or expert predictions, fell flat.

A series of a half-dozen text nudges were aimed at pulling at psychological strings, which prior lab research has shown can shift behavior. One message pushed the notion of consistency (hey, given you completed the first round of vaccinations…), another strove to appeal to “uniqueness” briefly explaining the booster was indeed different in that it was designed to attack the most prevalent COVID-19 strains at that stage of the pandemic. Another played up the “severity” or fear factor, texting “the chances that a healthy adult will develop severe or long-lasting COVID-19 symptoms are higher than many people realize.”  

In the field test, these nudges weren’t effective. That is counter to what the researchers found when they tested the same six nudges in an online Mechanical Turk survey of more than 1,700 participants: Five of the six nudges in that hypothetical survey “significantly” increased a participant’s likelihood of scheduling a booster shot.

There was a similar disconnect when the researchers field tested the value of nudges that bundled messaging of getting a COVID-19 booster shot with a seasonal flu vaccine. A small survey of behavioral experts and a separate survey of regular folk suggested a nudge that combined messaging about both protective vaccinations would be more effective than just a simple text reminder of the bivalent booster. But when tested in the real world, the bundling nudges didn’t move the needle. 

Though the researchers take care to point out their findings are limited to the field of COVID-19 booster vaccinations, they also center their work as part of the intensifying conversation about the real-world efficacy of research built on hypotheticals or theoretical assumptions.

“Growing concerns about the replicability and reliability of scientific findings have sparked a much-needed conversation about the importance of scientific rigor,” the authors write in. “While hypothetical surveys and self-reports are undoubtedly valuable for providing foundational evidence on the mechanisms of human behavior, our findings suggest that they may not always translate to complex real-world situations where various factors can affect behavior.”

At a minimum this seems to suggest that before resources are devoted to the implementation of any type of nudge at a policy or institutional level, it should first be taken for a spin in a real-world road test.

Featured Faculty

Associate Professor of Management and Organizations and Behavioral Decision Making

Chief Quality Officer for the UCLA Health Department of Medicine and Assistant Clinical Professor

David Geffen School of Medicine at UCLA

About the Research

Saccardo, S., Dai, H., Han, M.A., Vangala, S., Hoo, J. & Fujimoto, J. (2024). Field-Testing the Transferability of Behavioural Science Knowledge on Promoting Vaccinations.

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2024 EY US LGBTQ+ Workplace Barometer

Download the 2024 ey us lgbtq+ workplace barometer.

Download the report

The LGBTQ+ community in the US today comprises nearly 14 million adults and is growing rapidly. This growth is due in large part to the fact that Gen Z (i.e., people born between 1997 and 2012) are six times more likely than their Gen X counterparts to identify as LGBTQ+. With Gen Z set to become 30% of the workforce by the year 2030, employers should deepen their focus on LGBTQ+ inclusion, visibility and engagement through robust commitments, communications, programming and other action-oriented initiatives.

Companies that take this approach will be best positioned to not only enhance a sense of psychological safety and belonging among their current LGBTQ+ workforce, but also to attract top talent inclusive of this community. With all of this in mind, we recently deployed the EY US 2024 LGBTQ+ Workplace Barometer. This survey of 500 LGBTQ+ full-time workers in the US who hold corporate roles at mid- and large-size organizations with 2,500 or more employees reveals disconnects in employee engagement and opportunities for improvement.

There are millions of dollars on the line, and as the LGBTQ+ population grows, organizations that prioritize inclusiveness will differentiate themselves among top talent.

The cost of not prioritizing inclusion

Creating an inclusive workplace environment is important to attract, engage and retain LGBTQ+ employees.   Ninety-seven percent of participants who rated their organization highly responded that they expect to remain with their employer for the next year. On the other end of the spectrum, however, just 38% of respondents who gave their employer a lower rating expect to stay with their employer over the next year. For the average Fortune 500 company, which employs about 62,000 people, improving retention of LGBTQ+ employees by just 5% could result in annual savings of nearly $4.2 million in turnover costs alone. 1

Chart description#Hide description

Ninety-seven percent of participants who rated their organization highly on the barometer responded they expect to remain with their current employer for the next year. On the other end of the spectrum, however, just 38% of respondents who gave their employer a lower rating expect to stay with their employer over the next year.

Understanding generational shifts

Without addressing the needs of the growing Gen Z LGBTQ+ workforce, companies could miss the opportunity to attract a talent pool of up to 10 million workers over the next five years:

• Gen Z employees who identify as LGBTQ+ were also found to be three times as likely to be unsure about their organization’s LGBTQ+ initiatives.
• On average, the Gen Z LGBTQ+ employees we surveyed gave their employer’s LGBTQ+ inclusion efforts a C+, whereas respondents from other generations gave their employers a B average rating. This gap suggests Gen Z may have different expectations when evaluating employers’ inclusion efforts.

10 million workers by 2030.

Navigating an uneven landscape

Employers should also consider an intersectional approach across all dimensions of diversity in designing programming to support and empower their LGBTQ+ workforce. To that end, our survey uncovered additional findings related to racially and ethnically diverse (R&ED) workers within the LGBTQ+ community. For example:

R&ED LGBTQ+ employees are

more likely than White LGBTQ+ employees to have experienced harassment at a previous employer.

more likely than their White LGBTQ+ peers to experience microaggressions in the workplace.

Through listening, learning, offering support and taking action, leaders will build trust and credibility, which in turn can help their organizations stand out with a powerful and growing segment of the population.

Show survey methodology +

Ernst & Young LLP and FleishmanHillard TRUE Global Intelligence surveyed 500 LGBTQ+ full-time workers in the US who hold corporate roles at mid- and large-size organizations (2,500+ employees). The 13-minute online survey was fielded from December 6, 2023 to January 12, 2024. EY employees were not included in the survey sample.

1 Capital IQ, company filings, EY analysis.

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Download the 2024 ey us lgbtq+ workplace barometer.

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Read our research on: TikTok | Podcasts | Election 2024

Regions & Countries

What can improve democracy, ideas from people in 24 countries, in their own words.

This Pew Research Center analysis on views of how to improve democracy uses data from nationally representative surveys conducted in 24 countries across North America, Europe, the Middle East, the Asia-Pacific region, sub-Saharan Africa and Latin America. All responses are weighted to be representative of the adult population in each country.

For non-U.S. data, this analysis draws on nationally representative surveys of 27,285 adults conducted from Feb. 20 to May 22, 2023. All surveys were conducted over the phone with adults in Canada, France, Germany, Greece, Italy, Japan, the Netherlands, South Korea, Spain, Sweden and the United Kingdom. Surveys were conducted face-to-face with adults in Argentina, Brazil, Hungary, India, Indonesia, Israel, Kenya, Mexico, Nigeria, Poland and South Africa. In Australia, we used a mixed-mode probability-based online panel. Read more about international survey methodology .

In the U.S., we surveyed 3,576 adults from March 20 to March 26, 2023. Everyone who took part in this survey is a member of the 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 .

Researchers examined random samples of English responses, machine-translated non-English responses, and non-English responses translated by a professional translation firm to develop a codebook for the main topics mentioned across the 24 countries. The codebook was iteratively improved via practice coding and calculations of intercoder reliability until a final selection of 17 substantive codes was formally adopted. (For more on the codebook, refer to Appendix C .)

To apply the codebook to the full collection of open-ended responses, a team of Pew Research Center coders and professional translators were trained to code English and non-English responses. Coders in both groups coded random samples and were evaluated for consistency and accuracy. They were asked to independently code responses only after reaching an acceptable threshold for intercoder reliability. (For more on the coding methodology, refer to Appendix A .)

There is some variation in whether and how people responded to our open-ended question. In each country surveyed, some respondents said that they did not understand the question, did not know how to answer or did not want to answer. This share of adults ranged from 4% in Spain to 47% in the U.S. 

In some countries, people also tended to mention fewer things that would improve democracy in their country relative to people surveyed elsewhere. For example, across the 24 countries surveyed, a median of 73% mentioned only one topic in our codebook (e.g., politicians). The share in South Korea is much higher, with 92% suggesting only one area of improvement when describing what they think would improve democracy. In comparison, about a quarter or more mention two areas of improvement in France, Spain, Sweden and the U.S.

These differences help explain why the share giving a particular answer in certain publics may appear much lower than others, even if it is the top- ranked suggestion for improving democracy. To give a specific example, 10% of respondents in Poland mention politicians, while 18% do so in South Africa – yet the topic is ranked second in Poland and third in South Africa. Given this discrepancy, researchers have chosen to highlight not only the share of the public that mentions a given topic but also its relative ranking among all topics coded, both in text and in graphics.

Here is the question used for this report , along with coded responses for each country, and the survey methodology .

Open-ended responses highlighted in the text of this report were chosen to represent the key themes researchers identified. They have been edited for clarity and, in some cases, translated into English by a professional firm. Some responses have also been shortened for brevity.

Pew Research Center surveys have long found that people in many countries are dissatisfied with their democracy and want major changes to their political systems – and this year is no exception . But high and growing rates of discontent certainly raise the question: What do people think could fix things?

We set out to answer this by asking more than 30,000 respondents in 24 countries an open-ended question: “What do you think would help improve the way democracy in your country is working?” While the second- and third-most mentioned priorities vary greatly, across most countries surveyed, there is one clear top answer: Democracy can be improved with better or different politicians.

People want politicians who are more responsive to their needs and who are more competent and honest, among other factors. People also focus on questions of descriptive representation – the importance of having politicians with certain characteristics such as a specific race, religion or gender.

Respondents also think citizens can improve their own democracy. Across most of the 24 countries surveyed, issues of public participation and of different behavior from the people themselves are a top-five priority.

Other topics that come up regularly include:

• Economic reform , especially reforms that will enhance job creation.
• Government reform , including implementing term limits, adjusting the balance of power between institutions and other factors.

We explore these topics and the others we coded in the following chapters:

• Politicians, changing leadership and political parties ( Chapter 1 )
• Government reform, special interests and the media ( Chapter 2 )
• Economic and policy changes ( Chapter 3 )
• Citizen behavior and individual rights and equality ( Chapter 4 )
• Electoral reform and direct democracy ( Chapter 5 )
• Rule of law, safety and the judicial system ( Chapter 6 )

You can also read people’s answers in their own words in our interactive data essay and quote sorter: “How People in 24 Countries Think Democracy Can Improve.” Many responses in the quote sorter and throughout this report appear in translation; for selected quotes in their original language, visit this spreadsheet .

The survey was conducted from Feb. 20 to May 22, 2023, in 24 countries and 36 different languages. Below, we highlight some key themes, drawn from the open-ended responses and the 17 rigorously coded substantive topics.

How politicians can improve

In almost every country surveyed, changes to politicians are the most commonly mentioned way to improve democracy. People broadly call for three types of improvements: better representation , increased competence and a higher level of responsiveness . They also call for politicians to be less corrupt or less influenced by special interests.

Representation

“Bringing in more diverse voices, rather than mostly wealthy White men.” Woman, 30, Australia

First, people want to see politicians from different groups in society – though which groups people want represented run the gamut. In Japan, for example, one woman said democracy would improve if there were “more diversity and more women parliamentarians.” In Kenya, having leaders “from all tribes” is seen as a way to make democracy work better. People also call for younger voices and politicians from “poor backgrounds,” among other groups. The opposing views of two American respondents, though, highlight why satisfying everyone is difficult:

“Most politicians in office right now are rich, Christian and old. Their overwhelmingly Christian views lead to laws and decisions that not only limit personal freedoms like abortion and gay marriage, but also discriminate against minority religions and their practices.”

– Man, 23, U.S.

“We need to stop worrying about putting people in positions because of their race, ethnicity or gender. What happened to being put in a position because they are the best person for that position?”

– Man, 64, U.S.

“Our politicians should have an education corresponding to their subject or field.” Woman, 72, Germany

Second, people want higher-caliber politicians. This includes a desire to see more technical expertise and traits such as morality, honesty, a “stronger backbone” or “more common sense.”

Sometimes, people simply want politicians with “no criminal records” – something mentioned explicitly by a South Korean man and echoed by respondents in the United States, India and Israel, among other places.

Responsiveness

“Make democracy promote more of the people’s voice. The people’s voice is the great strength for leadership.” Man, 27, Indonesia

Third, people want their politicians to hear them and respond to their needs and wishes, and for politicians to keep their promises. One man in the United Kingdom said, “If leaders would listen more to the local communities and do their jobs as members of Parliament, that would really help democracy in this country. It seems like once they’re elected, they just play lip service to the role.”

Special interests and corruption

Concerns about special interests and corruption are common in certain countries, including Mexico, the U.S. and Australia. One Mexican woman said, “Politicians should listen more to the Mexican people, not buy people off using money or groceries.” Others complained about politicians “pillaging” the country and enriching themselves by keeping tax money.

Calls for systemic reform

For some, the political system itself needs to change in order for democracy to work better. Changing the governmental structure is one of the top five topics coded in most countries surveyed – and it’s tied for the most mentioned issue in the U.S., along with politicians. These reforms include adjusting the balance of power between institutions, implementing term limits, and more.

Some also see the need to reform the electoral system in their country; others want more direct democracy through referenda or public forums. Judicial system reform is a priority for some, especially in Israel. (In Israel, the survey was conducted amid large-scale protests against a proposed law that would limit the power of the Supreme Court, but prior to the Oct. 7 Hamas attack and the court’s rejection of the law in January .)

Government reform

The U.S. stands out as the only country surveyed where reforming the government is the top concern (tied with politicians). Americans mention very specific proposals such as giving the District of Columbia and Puerto Rico statehood, increasing the size of the House of the Representatives to allow one representative per 100,000 people, requiring a supermajority for all spending bills, eliminating the filibuster, and more.

Term limits for elected officials are a particularly popular reform in the U.S. Americans call for them to prevent “career politicians,” as in the case of one woman who said, “I think we need to limit the number of years politicians can serve. No one should be able to serve as a politician for 40+ years like Joe Biden. I don’t have anything against him. I just think that we need limits. We have too many people who have served for too long and have little or nothing to show for it.” Term limits for Supreme Court justices are also top of mind for many Americans when it comes to judicial system reform.

Electoral reform

“There are many parts of the UK where it’s obvious who will get elected. My vote doesn’t count where I live because the Conservative Party wins every time. Effectively it means that the majority is not represented by the government. With proportional representation, everybody’s vote would count.” Man, 62, UK

The electoral system is among the top targets for change in some countries. In Canada, Nigeria and the UK, changing how elections work is the second-most mentioned topic of the 17 substantive codes – and it falls in the top five in Australia, Japan, the Netherlands and the U.S.

Suggested changes vary across countries and include switching from first-past-the-post to a proportional voting system, having a fixed date for elections, lowering the voting age, returning to hand-counted paper ballots, voting directly for candidates rather than parties, and more.

Direct democracy

Calls for direct democracy are prevalent in several European countries – even ranking second in France and Germany. One French woman said, “There should be more referenda, they should ask the opinion of the people more, and it should be respected.”

In the broadest sense, people want a “direct voting system” or for “people to have the vote, not middlemen elected officials.” More narrowly, they also mention specific topics they would like referenda for, including rejoining the European Union in the UK; “abortion, retirement and euthanasia” in France; “all legislation which harms the justice system” in Israel; asylum policy, nitrogen policy and local affairs in the Netherlands; “when and where the country goes to war” in Australia; “gay marriage, marijuana legalization and bail reform” in the U.S.; “nuclear power, sexuality, NATO and the EU” in Sweden; and who should be prime minister in Japan. (The survey was conducted prior to Sweden joining NATO in March 2024.)

The judicial system

Of the systemic reforms suggested, few bring up changes to the judicial system in most countries. Only in Israel, where the topic ranked first at the time of the survey, does judicial system reform appear in the top 10 coded issues. Israelis approach this issue from vastly different perspectives. For instance, some want to curtail the Supreme Court’s influence over government decisions, while others want to preserve its independence, as in these two examples:

“Finish the legislation that will limit the enormous and generally unreasonable power of the Supreme Court in Israel!”

– Man, 64, Israel

“Do everything to keep the last word of the High Court on any social and moral issue.”

– Man, 31, Israel

Is the grass always greener?

Notably, some respondents propose the exact reform that those in another country would like to do away with.

For example, while some people in countries without mandatory voting think it could be useful to implement, there are respondents in Australia – where voting is compulsory – who want it to end. People without mandatory voting see it as a way to force everyone to have a say: “We have to get everyone out to vote. Everyone complains. Voting should be mandatory. Everyone has to vote and have a say,” said a Canadian woman. But the flip side one Australian expressed was, “Eliminate compulsory voting. The votes of people who do not care about a result voids the vote of somebody who does.”

The ideal number of parties in government is another topic that brings about opposing suggestions. In the Netherlands, which has a relatively large number of parties, altering the party system is the second-most mentioned way to improve democracy. Dutch respondents differed on terms of the maximum number of parties they want to see (“a three-party system,” “four or five parties at most,” “a maximum of seven parties,” etc.) but the tenor is broadly similar: Too many parties is leading to fragmentation, polarization and division. Elsewhere, however, some squarely attribute polarization to a system with too few parties. In the U.S., a man noted, “The most egregious problem is that a two-party system cannot ever hope to be representative of its people as the will of any group cannot be captured in a binary system: The result will be increased polarization between the Democratic and Republican parties.”

Even in countries with more than two parties, like Canada and the UK, there can be a sense that only two are viable. A Canadian man said, “We need to have a free election with more than two parties.”

For many respondents, fixing democracy begins with the people

Citizens – both their quality and their participation in politics – come up regularly as an area that requires improvement for democracy to work better. In most countries, the issue is in the top five. And in Israel, Sweden, Italy and Japan, citizens are the second-most mentioned topic of the 17 coded. (In this analysis, “citizens” refers to all inhabitants of each country, not just the legal residents.)

In general, respondents see three ways citizens can improve: being more informed, participating more and generally being better people.

Being more informed

“More awareness and more information. We have highly separated classes. There are generations who have never read a newspaper. One cannot be fully democratic if one is not aware.” Man, 86, Italy

First, citizens being more informed is seen as crucial. Respondents argue that informed citizens are able to vote more responsibly and avoid being misled by surface-level political quips or misinformation.

In the Netherlands, for example, where the survey predated the electoral success of Geert Wilders’ right-wing populist Party for Freedom (PVV), one woman noted that citizens need “education, and openness, maybe. There are a lot of people who vote Geert Wilders because of his one-liners, and they don’t think beyond those. They haven’t learned to think beyond what’s right in front of them.” (For more information on how we classify populist parties, refer to Appendix E .)

Participating more

“Each and every one of us must go to the polls and make our own decisions.” Woman, 76, Japan

Second, some respondents want people in their country to be more involved in politics – whether that be turning out to vote, protesting at key moments or just caring more about politics or other issues. They hold the notion that if people participate, they will be less apathetic and less likely to complain, and their voices will be represented more fully. One woman in Sweden noted, “I would like to see more involvement from different groups of people: younger people, people with different backgrounds, people from minority groups.”

Being better people

“People should walk around rationally, respecting each other, dialoguing and respecting people’s cultures.” Woman, 29, Brazil

Third, the character of citizens comes up regularly – respondents’ requests for their countrymen range from “care more about others” to “love God and neighbor completely” to asking that they be “better critical thinkers,” among myriad other things. Still, some calls for improved citizen behavior contradict each other, as in the case of two Australian women who differ over how citizens should think about assimilation:

“We need to be more caring and thoughtful about people who come to the country. We need to be more tolerant and absorb them in our community.”

– Woman, 75, Australia

“We need to stop worrying that we are going to offend other nationalities and their traditions. We should be able to say ‘Merry Christmas’ instead of ‘happy holidays,’ and Christmas celebrations should be held in schools without worrying about offending others in our so-called ‘democratic society.’”

– Woman, 70, Australia

It’s difficult to please everyone

One challenge is that people in the same country may offer the exact opposite solutions. For example, in the UK, some people want politicians to make more money; others, less. In the U.S., while changes to the electoral system rank as one of the public’s top solutions for fixing democracy, some want to make it significantly easier to vote by methods like automatically registering citizens or making it easier to vote by mail. Others want to end these practices or even eliminate touch-screen voting machines.

Economic reform and basic needs

People in several countries, mostly in the middle-income nations surveyed (Argentina, Brazil, India, Indonesia, Kenya, Mexico, Nigeria and South Africa) stand out for the emphasis they place on economic reform as a means to improve democracy. In India and South Africa, for example, the issue ranks first among the 17 substantive topics coded; in Argentina, Brazil, Indonesia and Kenya, it ranks second. These calls include a focus on creating jobs , curbing inflation , changing government spending priorities and more.

“When education, roads, hospitals and adequate water are made available, then I can say democracy will improve.” Man, 30, Nigeria

Sometimes, people draw a causal link between the economy and democracy, suggesting that improvements to the former would improve the latter. For example, one woman in Indonesia said, “Improve the economic conditions to ensure democracy goes well.” People also insinuated that having basic needs met is a precursor to their democracy functioning. One South African man noted that democracy in his country would work better if the government “created more employment for the youth, fixed the roads and gave us water. They must also fix the electricity problem.” A man in India said, “There’s a need for development in democracy.”

Indeed, specific policies and legislation – particularly improvements to infrastructure like roads, hospitals, water, electricity and schools – are the second-most mentioned topic in Brazil, India, Nigeria and South Africa. Some respondents offer laundry lists of policies that need attention, such as one Brazilian woman who called for “improving health care, controlling drug use, more security for the population, and improving the situation of people on the streets.”

Priority differences in high- and middle-income countries

Beyond economic reform , other changes to living conditions also receive more emphasis in some middle-income countries surveyed:

• In South Africa and Nigeria, both middle-income countries, mentions of economic reform tend to reference jobs . In other, high-income countries, calls for economic change generally refer to other economic issues like inflation and government spending priorities.
• When bringing up the issue of money in politics, respondents in middle-income countries generally cite corruption more than those in high-income countries. Those in high-income countries tend to bring up special interests more broadly.
• People in middle-income countries also focus more on issues related to public safety – including reducing crime and supporting law enforcement – than those in high-income countries.
• For their part, people in the 16 high-income countries surveyed tend to focus more on political party reform, direct democracy, government reform and media reform than those in the eight middle-income nations.

No changes and no solutions – or at least no democratic ones

“Democracy is fine because you have the freedom to express yourself without being persecuted, especially in politics.” Man, 26, Argentina

People sometimes say there are no changes that can make democracy in their country work better. These responses include broadly positive views of the status quo such as, “I am very happy to live in a country with democracy.” An Indian man responded simply, “Everything is going well in India.” Some respondents even compare their system favorably to others, as one Australian man said: “I think it currently works pretty well, far better than, say, the U.S. or UK, Poland or Israel.”

“Our current system is broken and I’m not sure what, if anything, can fix it at this point.” Woman, 41, U.S

But some are more pessimistic. They have the sense that “no matter what I do, nothing will change.” A Brazilian man said, “It is difficult to make it better. Brazil is too complicated.”

And some see no better options. In Hungary – where “no changes” was the second-most cited topic of the 17 coded – one man referenced Winston Churchill’s quote about democracy, saying, “Democracy is the worst form of government, not counting all the others that man has tried from time to time.”

In many countries, a sizable share offer no response at all – saying that they do not know or refusing to answer. This includes around a third or more of those in Indonesia, Japan and the U.S. In most countries, those who did not answer the question tended to have lower levels of formal education than those who offered a substantive solution. And in some places – including the U.S. – they were also more likely to be women than men.

Few call for ending democracy altogether

Despite considerable discontent with democracy , few people suggest changing to a non-democratic system. Those who do call for a new system offer options like a military junta, a theocracy or an autocracy as possible new systems.

Related: Who likes authoritarianism, and how do they want to change their government?

Road map for this research project

One other way to think about what people believe will help improve their democracy is to focus on three themes: basic needs that can be addressed, improvements to the system and complete overhauls of the system. We explore these themes in our interactive data essay and quote sorter: “How People in 24 Countries Think Democracy Can Improve.”

You can also explore people’s responses in their own words, with the option to filter by country and code by navigating over to the quote sorter .

In the chapters that follow, we discuss 15 of our coded themes in detail. We analyze how people spoke about them, as well as how responses varied across and within countries. We chose to emphasize the relative frequency, or rank order , in which people mentioned these different topics. For more about this choice, as well as details about our coding procedure and methodology , refer to Appendix A .

Explore the chapters of this report:

Why this report focuses on topic rank order in addition to percentages

There is some variation in whether and how people responded to our open-ended question. In each country surveyed, some respondents said that they did not understand the question, did not know how to answer or did not want to answer. This share of adults ranged from 4% in Spain to 47% in the U.S.

These differences help explain why the share giving a particular answer in certain publics may appear much lower than others, even if the topic is the top mentioned suggestion for improving democracy. To give a specific example, 10% in Poland mention politicians while 18% say the same in South Africa, but the topic is ranked second in Poland and third in South Africa. Given this, researchers have chosen to highlight not only the share of the public who mention a given topic but also its relative ranking among the topics coded, both in the text and in graphics.

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Report Materials

Table of contents, freedom, elections, voice: how people in australia and the uk define democracy, global public opinion in an era of democratic anxiety, most people in advanced economies think their own government respects personal freedoms, more people globally see racial, ethnic discrimination as a serious problem in the u.s. than in their own society, citizens in advanced economies want significant changes to their political systems, most popular.

About Pew Research Center Pew Research Center is a nonpartisan fact tank that informs the public about the issues, attitudes and trends shaping the world. It conducts public opinion polling, demographic research, media content analysis and other empirical social science research. Pew Research Center does not take policy positions. It is a subsidiary of The Pew Charitable Trusts .

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Research Roundup: How the Pandemic Changed Management

• Mark C. Bolino,
• Jacob M. Whitney,
• Sarah E. Henry

Lessons from 69 articles published in top management and applied psychology journals.

Researchers recently reviewed 69 articles focused on the management implications of the Covid-19 pandemic that were published between March 2020 and July 2023 in top journals in management and applied psychology. The review highlights the numerous ways in which employees, teams, leaders, organizations, and societies were impacted and offers lessons for managing through future pandemics or other events of mass disruption.

The recent pandemic disrupted life as we know it, including for employees and organizations around the world. To understand such changes, we recently reviewed 69 articles focused on the management implications of the Covid-19 pandemic. These papers were published between March 2020 and July 2023 in top journals in management and applied psychology.

• Mark C. Bolino is the David L. Boren Professor and the Michael F. Price Chair in International Business at the University of Oklahoma’s Price College of Business. His research focuses on understanding how an organization can inspire its employees to go the extra mile without compromising their personal well-being.
• JW Jacob M. Whitney is a doctoral candidate in management at the University of Oklahoma’s Price College of Business and an incoming assistant professor at Kennesaw State University. His research interests include leadership, teams, and organizational citizenship behavior.
• SH Sarah E. Henry is a doctoral candidate in management at the University of Oklahoma’s Price College of Business and an incoming assistant professor at the University of South Florida. Her research interests include organizational citizenship behaviors, workplace interpersonal dynamics, and international management.

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