diversity in the workplace research topics

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• 06 Jun 2024
• Research & Ideas

How Younger Immigrants Gain an Edge in American Business

Immigrants often struggle to acquire both higher education and good jobs after migrating to a new country. A study by William Kerr finds that the age they arrive is key, with the teen years being ideal for achieving future success.

• 30 May 2024

Racial Bias Might Be Infecting Patient Portals. Can AI Help?

Doctors and patients turned to virtual communication when the pandemic made in-person appointments risky. But research by Ariel Stern and Mitchell Tang finds that providers' responses can vary depending on a patient's race. Could technology bring more equity to portals?

• 26 Apr 2024

Deion Sanders' Prime Lessons for Leading a Team to Victory

The former star athlete known for flash uses unglamorous command-and-control methods to get results as a college football coach. Business leaders can learn 10 key lessons from the way 'Coach Prime' builds a culture of respect and discipline without micromanaging, says Hise Gibson.

• 04 Mar 2024

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.

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Home › DEI › 19 Diversity and Inclusion Discussion Topics

19 Diversity and Inclusion Discussion Topics

TABLE OF CONTENTS

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.

If you are new to Human Resources and are looking to break into a Diversity and Inclusion role, we recommend taking our  Diversity and Inclusion Certification Course , where you will learn how to build your skillset in D&I, build a diverse network, craft a great D&I resume, and create a successful diversity and inclusion job search strategy.

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New Product Development

Serve more customers with inclusive product design.

Leaders can promote more inclusive product design by asking a simple set of questions about potential target markets.

Vanessa M. Patrick and Jeffrey D. Shulman

Diverse Teams Thrive With Four Elements of Belonging

Social, cognitive, emotional, and physical/sensory neuroinclusion are needed for employees to flourish in the workplace.

Ludmila N. Praslova

The Power of Proper Pronunciation

Proper name pronunciation is a simple, accessible practice that can promote inclusion and belonging in the workplace.

Elisa S.M. Fattoracci and Larissa R. Garcia

What the Smart Money Says About Black CEOs

Stock market reactions to the appointment of Black CEOs reflects both positive sentiment and negative biases.

Curtis L. Wesley II, Hermann A. Ndofor, Enrica N. Ruggs, and Derek R. Avery

Gather Robust Employee Feedback With Discovery Groups

An excerpt from Malia C. Lazu’s book From Intention to Impact explores the power of trust-based group dialogue.

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Three Ways VMware Made Diversity Gains Stick

VMware’s 10-year DEI effort set it up for long-term success. Three best practices for culture change were key.

Amber Boyle and Tiffany Galvin Green

Building the Neurodiversity Talent Pipeline for the Future of Work

Community colleges can be a valuable source of neurodivergent talent — a largely untapped pool in a tight labor market.

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Diversity Nudges

Small changes in how companies attract, recruit, and onboard new hires can deliver big diversity dividends.

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How to Productively Disagree on Tough Topics

Leaders can apply four strategies to facilitate thorny workplace conversations about identity, diversity, and justice.

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What Managers Everywhere Must Know About Caste

Learn how caste, a South Asian system of socioeconomic stratification, shapes organizations and interactions in the workplace.

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Five Steps to Build and Sustain Diversity in Your Organization

Only by creating an equitable environment and supporting diverse populations in navigating it can we sustain diversity.

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Talent Management

Halt impostor syndrome before it happens.

Some workplace policies, practices, and interactions can make confident performers start to doubt their own competence.

Angélica S. Gutiérrez

Skills & Learning

The why, what, and how of skills-based talent practices.

A presenter at an MIT SMR symposium answers questions about using skills, not degrees, as the benchmark for hiring.

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Countering the Corporate Diversity Backlash

Facing opposition, businesses are backtracking on DEI commitments, but they should reconsider.

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How Outlawing Collegiate Affirmative Action Will Impact Corporate America

The U.S. Supreme Court decision banning affirmative action in college admissions will also reduce workplace diversity.

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Dismantle Career Roadblocks for More Equitable Outcomes

A presenter at an MIT SMR symposium answers questions on how gender, age, and race can affect career advancement.

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How to Help Employees With ADHD Address the Challenges of Remote Work

The authors share evidence-based interventions to help foster better remote work practices for employees with ADHD.

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Recapping Work/23: The Big Shift

The full video of an MIT SMR symposium looks at how the pandemic has changed the way we work.

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Opening Access to the Fast Track for Career Equity

Research reveals the factors managers can change to more equitably position women and people of color for career success.

Content sponsored by ADP

Creating a connected culture: strategies for enhancing inclusion and engagement.

In this Q&A, Amy Ihlen of ADP discusses how connected cultures enhance engagement and inclusion.

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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
• Board of Directors Diversity & Compensation Data Sources
• Workforce/Employee Diversity Data Sources
• Corporate Diversity, Equity, Inclusion, and Accessibility (DEIA) Initiatives
• Venture Capital / Private Equity & Startup Diversity Data Sources
• Nonprofit Diversity Data Sources

Related Resources

• ESG (Environmental, Social, and Governance) Research Guide
• Academic Books
• Popular Books

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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• Article Searching Tips
• Last Updated: Jun 7, 2024 3:08 PM
• URL: https://libguides.stanford.edu/library/business-diversity

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.

• Cultural Diversity in the Workplace
• Diversity and Inclusion in the Workplace
• Workplace Diversity Is an Essential Concept
• Diversity and Inclusivity in the Workplace
• Diversity in a Workplace as a Social Issue
• Globalization and Cultural Diversity in the Workplace
• How to Promote Diversity in the Workplace
• 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.
• 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.
• 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.
• Workplace Diversity and Intercultural Communication The research mainly focuses on intercultural communication experiences between non-native English-speaking women and native English speakers.
• 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.
• 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: 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.
• 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.
• 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.
• Stresses and Diversity at the Workplace This paper aims to discuss workplace diversity and the connection between work stresses and job performance and supply reasonable solutions to these issues.
• 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.
• 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.
• 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.
• 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.
• 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: 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 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.
• Managing Cultural Diversity in the Workplace This paper analyzes the prospective pros and cons of having a culturally diverse workforce and outlines practices such as diversity management and inclusion.
• 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 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 .

Workplace Diversity in the Asia-Pacific Region: A Review of Literature and Directions for Future Research

• Published: 01 December 2021
• Volume 40 , pages 1021–1045, ( 2023 )

Cite this article

• Xingwen Chen 1 ,
• Li Zhu   ORCID: orcid.org/0000-0002-6330-9035 2 ,
• Chao Liu 2 ,
• Chunhua Chen 3 ,
• Jun Liu 4 &
• Dongxia Huo 5  

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Despite the increasing concern on workplace diversity, no research has been conducted to providing an objective visualization of the development of this fast-developing area and to complementing prior qualitative and meta-analytic reviews in the Asia-Pacific region. This research uses co-citation and co-occurrence analyses to trace how the landscape of diversity evolved from January 1993 to August 2021, using the scientific visualization tool CiteSpace . Based on a dataset of 636 diversity-related publications in the Asia-Pacific region collected from the Web of Science database, we conduct a bibliometric review to map the landscape, with the focus on identifying landmark researchers, articles, and journals, and the intellectual structure of, and changes in, diversity-related research themes. Further, a narrative review was adopted to summarize the frequently studied diversity themes, to capture the developing trends of diversity research, and to build an integrated model of workplace diversity in the Asia-Pacific context. Based on these findings, this review displays the evolution of diversity literature and uncovers future research directions to spur follow-up diversity studies.

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We are greatly indebted to the senior editor Fang Lee Cooke for her helpful comments and thoughtful guidance, and twoanonymous reviewers for the constructive feedback.

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Chen, X., Zhu, L., Liu, C. et al. Workplace Diversity in the Asia-Pacific Region: A Review of Literature and Directions for Future Research. Asia Pac J Manag 40 , 1021–1045 (2023). https://doi.org/10.1007/s10490-021-09794-6

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DOI : https://doi.org/10.1007/s10490-021-09794-6

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Study: virtual labs in psychology research boost diversity.

University of Oregon psychologists are breaking down barriers to include underrepresented populations in research by bringing laboratories online. 

The researchers are trying to address a longstanding issue in psychology studies, which often rely on undergraduate students to volunteer as research subjects. But that can skew results in studies based on younger, more homogenous participants.

A large gap now exists in the diversity of people and communities recruited into social psychology studies, said  Bradley Hughes , a UO doctoral alumnus in psychology and a courtesy research associate. Because college students are the easiest for university labs to recruit, most studies on social interactions and impressions are based on their reactions. 

KEY TAKEAWAYS

• University of Oregon researchers are making it easier to include diverse and understudied populations in psychology research.
• They designed a new approach to bring social interaction studies online, providing scientists and participants the opportunity to conduct studies remotely.
• While online interactions may feel different from face-to-face ones, the impressions people form of others in a video chat room versus in person aren’t so different, they found.

While the study of undergraduates has given psychologists important insights into how impressions form, the findings may not be generalizable to other groups or the broader population, he said.

“In a past study, we had pairs of students interacting and one student recognized the other because they lived in the same dorm hall,” said Hughes, now a postdoctoral fellow at the University of Toronto. “So, they were community members. But that isn't necessarily representative of what happens in our day-to-day lives when we are in line at a coffee shop or chatting with somebody over apples at the grocery store. These impressions are formed between people with very different backgrounds and could be much different.”

Traditional methods of data collection exclude those who are not readily available on college campuses, so Hughes is bringing labs to where the people are. Hughes and his colleague  Sanjay Srivastava , a UO professor emerit of psychology, have developed a way to use video chatrooms to investigate social interactions and the impressions they form, expanding research into the online world to study a more diverse range of individuals.   

(The UO uses the title ‘emerit’ in place of the gendered forms of the Latin words emeritus and emerita.)

They introduced their new approach, called the Computer-Mediated Online Round Robin, in a paper published April 29 in the journal  Social Psychological and Personality Science . 

A concern with online interactions, however, is that social cues may be harder to express or perceive than in face-to-face interactions. You might only see what someone looks like above the shoulders, for example, potentially missing cues displayed in their hands or legs. Or people might behave differently, like inspecting how they look on camera. Those differences could change the impressions we form of another's characteristics and attributes, Hughes said.

“That's the big question behind this paper: Are there important differences for impression formation in communicating virtually versus in-person?” Hughes said. “Is there enough information available to form accurate impressions on someone’s personality, like how sociable or trustworthy they are, in a video chat?” 

To assess whether impressions formed online differ from those in face-to-face settings, the researchers compared a virtual study using their new approach to in-person ones.

In video chat sessions, participants were in groups of six. Everyone responded to a survey about their own personality traits, rating themselves on scales of extraversion, agreeableness, conscientiousness, neuroticism and openness. Those attributes are known as the “big five” by psychologists. 

Participants were then paired up in virtual rooms and asked each other questions like “What do you do on a typical Friday night?” and “How do you stay organized for school or work?” After five minutes of interacting, the participants rated the personality traits of their partner before meeting another individual and then rating them, repeating the process with each member of the group.

In comparing the in-person and online studies, they first checked for differences in accuracy, testing if the association between how people view their own personality traits and what others perceived was the same for each. They also looked at whether participants agree about their personality ratings for an individual. If online interactions limited or distorted social cues, then people might agree less about an individual’s personality traits, Hughes said.

The results of the online study were similar to the in-person ones, Hughes said. So, for personality impressions, the choice to videoconference instead of meeting face-to-face might not be as drastic as people think.

“Videoconferencing is a type of interaction that can feel different from in-person, but our work suggests that the differences do not strongly influence how people perceive others,” he said.

As more diverse groups and individuals begin to participate in online psychology studies, researchers can also start answering new questions. Hughes is particularly curious how socioeconomic status or political ideology influence people’s impressions of others.

Hughes also noted that the study couldn’t have happened without the work of students.

“I want to emphasize that this work was made possible by the outstanding undergraduate research assistants at the University of Oregon,” Hughes said, noting that more than 45 undergraduates took part. “This couldn't have been done without them.”

— By Leila Okahata, University Communications

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Articles on Diversity in the workplace

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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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4 years after George Floyd's death, has corporate America kept promises to Black America?

As millions poured into city streets to protest racial injustice in May 2020, corporations vowed to do their part , offering billions in financial commitments and drawing up ambitious goals to make their workforces look more like America . 

Four years after George Floyd died under a white officer's knee , what was supposed to be a watershed moment in the workplace has been waylaid by conservative activists waging aggressive campaigns against diversity, equity and inclusion in statehouses and courthouses across the country, diversity, equity and inclusion advocates say.

Fueled by last year's Supreme Court ruling that ended affirmative action in college admissions , women and people of color are being handed jobs and promotions at the expense of more qualified and deserving candidates , DEI critics claim. They also argue that any program that excludes white people is just as illegal as a program that excludes Black people. Those allegations have opened the legal floodgates to discrimination claims by white people .

“DEI is just a polite way of rewarding certain groups and punishing other groups on the basis of their ancestry,” conservative activist Christopher Rufo – who spearheaded Claudine Gay’s ouster as Harvard's president – recently told the Daily Signal . “I think we’re steadily making progress on that. The fight is still in its beginning stages, but we’re in a better position now than we were a year ago.”

The "anti-woke" backlash has unnerved business leaders who find themselves navigating shifting terrain.

Publicly, most say they remain as dedicated to diversity as ever. But privately, they are rethinking the promises they made, scrutinizing investments in diversity, equity and inclusion that have not paid off and backing away from initiatives like hiring targets that conservatives claim are illegal quotas, says Johnny C. Taylor Jr., CEO of the Society for Human Resource Management.

The volatile political climate "is going to discourage some of the more aggressive actions that people took post-George Floyd," Taylor said. "At the time, there were a lot of aggressive statements and actions taken that now people are rightly saying they are not sure about."

Diversity, equity and inclusion programs under scrutiny as backlash grows

In his annual letter to shareholders last month, JPMorgan Chase CEO Jamie Dimon said his company was being more cautious and adapting “as the laws evolve.”

“We will scour our programs, our words and our actions to make sure they comply,” he wrote. 

JPMorgan Chase is not alone.

Diversity policies and programs rushed into existence amid the nation’s racial reckoning in 2020 and 2021 are increasingly under the microscope. Fellowships and internships that once were open only to historically underrepresented groups are now increasingly open to everyone .

Many of these changes have come in the face of mounting legal challenges to diversity programs and policies.

Internet giant Amazon.com has fended off two lawsuits against grant programs for minorities. Pfizer and Starbucks have prevailed in similar legal challenges. On Tuesday a federal judge in Ohio dismissed a lawsuit alleging financial tech firm Hello Alice engaged in racial discrimination when it launched a grant program supporting Black business owners.

But corporations want to avoid the firing line if they can. A growing number have dropped mentions of diversity goals in shareholder reports. Some even list diversity, equity and inclusion as a “risk factor.”

Two men fought for jobs in a factory: 50 years later, the nation is still divided.

Black workers made small gains since Floyd's murder

The retreat has sparked fears that the anti-diversity, equity and inclusion campaign could set back the small gains in the workforce and corporate leadership made over the last four years. 

Historic advantages have helped white people – men especially –  dominate the business world, creating yawning gaps in status, pay and wealth. A USA TODAY investigation of the nation’s largest companies found that the top ranks are predominantly white and male , while women and people of color are concentrated at the lowest levels with less pay, fewer perks and little opportunity for advancement.

Today, Black directors hold 12% of board seats at S&P 500 companies, up from 9.5% at the end of 2020, but that growth has recently leveled off, according to data from data research firm DiversIQ. White men and women hold 75% of board seats.

The number of Black executives running S&P 500 companies has doubled since 2016, but Black CEOs still account for 8 out of 505 of those leadership positions while white men – 399 of them – dominate the top job and white women hold 39.

Porter Braswell, who has spent the last decade helping corporate America hire diverse talent, says targeted efforts to level the corporate playing field are still necessary and most employers know it. Those abandoning the work now were never serious about it in the first place, he said.

“What we are seeing now is that people who were never about this work continue not to be about it,” said Braswell, who now runs 2045, a membership network to accelerate the careers of people of color and aid in their retention. “The only thing that is changing is the branding of DEI but the end goal and the work remain the same. We are building better products and better workplaces. You can’t cancel that.” 

Companies that vowed change deny backtracking

The critics of diversity, equity and inclusion may be getting louder, but corporations say that does not mean they are backtracking on commitments.

In his letter to shareholders, JPMorgan Chase's Dimon said diversity, equity and inclusion initiatives help his company make smarter decisions and achieve better financial results. 

Nearly three-quarters of executives surveyed by Bridge Partners’ Diversity, Equity and Inclusion Barometer expect to build their DEI programs in the next 24 months while only 4% say they will cut back or eliminate them. The executives cited the benefits of DEI on recruiting, hiring and retention (94%) and the reputational boost with the public (74%).

By and large, they said the political climate has not had much impact on their DEI commitments, with 53% of executives saying it has had no impact and 47% saying it had a small impact, Bridge Partners found.

A survey from employment law firm Littler Mendelson had similar findings: 91% of executives said they are still prioritizing diversity, equity and inclusion and 57% said they had expanded their efforts.

“Yes, the era of performative diversity, equity, and inclusion – where companies made big promises about investments and representation – is over,” said Joelle Emerson, co-founder and CEO of diversity strategy and consulting firm Paradigm. 

Rather than make splashy proclamations, they are taking a data-driven approach to diversity efforts, devising systems and processes so that people from all backgrounds have a fair opportunity to thrive, she said.

More organizations are committed to diversity now than they were before 2020, according to Emerson. Today 63% of companies have a dedicated diversity, equity and inclusion budget and 57% have a strategy in place, up from 54% and 51% six months ago, according to Paradigm data.

“While the anti-diversity rhetoric has had an overall chilling effect and certainly gave companies who never really valued diversity, equity, and inclusion cover to pull back on their efforts, we’re actually seeing most companies are continuing their work, just less vocally,” Emerson said.

The bottom line, according to Dimon: “Our initiatives make us a more inclusive company.”

Diversity, equity and inclusion out in 2024, inclusion is in

Inclusion is the operative term going forward, the Society for Human Resource Management's Taylor said.

Taylor now prefers “IED” to “DEI” to put the spotlight on inclusion and changed the name of his group’s annual DEI conference to “Inclusion 2024.”

“Without a doubt, there are conversations everywhere now about: What do we call this? Do we change the term because DEI has such a negative connotation and do the same work but just call it something else?” he said.

The answer for Taylor is no. Call it a refocus, not a rebrand, he says. Terms like “inclusion” or “belonging” stress initiatives that benefit everyone, not just certain demographic groups.

Mentions of “DEI” and “diversity” in reports from Fortune 100 companies fell 22% while “belonging” jumped 59%, according to a new report from corporate reputation insights firm Gravity Research.

“For the last two or three decades, the work was led by diversity,” he said. “Now that we have achieved some real progress, we are not going to exclude diversity, but we are going to prioritize inclusion.”

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1. Racial attitudes and the 2024 election

Table of contents.

• Voters’ views about race and society, the impact of the legacy of slavery
• Most voters, but not all, view the nation’s diversity as a strength
• How should the country handle undocumented immigrants currently in the U.S.?
• Attitudes toward hearing other languages in public places
• Biden and Trump supporters’ views about discussing America’s historical successes, failures
• How does the U.S. compare with other countries?
• Views of women’s progress
• How much of a priority should marriage and children be?
• Abortion, IVF access and birth control
• Views of gender identity
• Voters’ attitudes toward use of gender-neutral pronouns
• Societal impact of more social acceptance of lesbian, gay, bisexual people
• Religion and government policy
• How much influence should the Bible have on the nation’s laws, if any?
• Views on the federal government’s role in promoting Christian values
• Most voters say it is not necessary to believe in God to be moral
• Is the justice system too tough on criminals, or not tough enough?
• Policing and law enforcement
• How Trump, Biden supporters view gun rights and ownership
• Views on the increasing number of guns in the U.S.
• Acknowledgments
• The American Trends Panel survey methodology

Voters who favor Joe Biden and those who favor Donald Trump hold very different views about race and ethnicity in American society. Some of the starkest differences across all the political values in this study are over the degree to which Black Americans continue to be affected by the legacy of slavery and whether White Americans benefit from societal advantages Black Americans do not have.

And gaps between Biden and Trump supporters over perceptions of the impact of the nation’s growing diversity are nearly as wide.

• Among registered voters, eight-in-ten Biden supporters say that White people benefit at least a fair amount from advantages in society that Black people do not have. By contrast, only 22% of Trump supporters say this.
• There is a similar divide in opinion about the continued impact the legacy of slavery has on Black Americans: Most Biden supporters (79%) say it continues to have at least a fair amount of impact. Among Trump supporters, a far smaller share (27%) say slavery’s legacy continues to affect Black people in the U.S.

The divides are not new: In 2020, the gap between Trump and Biden supporters on questions related to race was also wide.

Shifting views about whether White people have societal advantages

Overall, about half of registered voters (51%) say that White people benefit at least a fair amount from advantages in society that Black people do not have, though the share who say this is down 4 percentage points in the last two years and 8 points since 2020. The share of voters who say White people benefit a great deal from advantages in society has decreased from 32% in 2022 to 24% today.

• Most of this change has taken place among Democrats. From the summer of 2020 through the fall of 2022, roughly six-in-ten Democratic and Democratic-leaning voters said that White people benefited a great deal from advantages in society that Black people did not have. But fewer (44%) say this today – a decrease of 15 points in two years.
• Just 5% of Republican voters say that White people benefit a great deal from advantages in society – essentially unchanged in recent years.

Black voters are more likely than voters in other racial and ethnic groups to say that White people benefit from advantages in society that Black people do not have.

Race and ethnicity

Nearly two-thirds of Black voters (66%) say that White people benefit a great deal from advantages in society that Black people do not have. By comparison, about three-in-ten Asian (31%) and Hispanic voters (30%) say this, along with just 16% of White voters.

Majorities of Asian (79%) and Hispanic voters (66%) say that White people benefit at least a fair amount, while 42% of White voters and 84% of Black voters say this.

There are relatively modest overall differences among age groups on this question. Voters under 50 are somewhat more likely than those 50 and older to say White people benefit from advantages Black people do not have.

Roughly a third of voters with postgraduate degrees (35%) say that White people benefit a great deal from advantages Black people do not have. By comparison, those with less formal education are less likely to say this.

There are similar patterns in voters’ views of whether the historical legacy of slavery continues to affect the position of Black people in American society.

Two-thirds of Black voters say that the legacy of slavery has a great deal of impact today. Far smaller shares in other racial and ethnic groups say this.

Nearly four-in-ten voters ages 18 to 29 (37%) say this, the largest share in any age group.

Roughly a third of voters with postgraduate degrees (34%) see a great deal of impact from the legacy of slavery, a larger share than among those with less formal education.

Within demographic groups, Biden and Trump supporters differ widely on views about race

For the most part, demographic differences within each candidate’s coalition are relatively modest, with one exception: Black Biden supporters are much more likely than other Biden supporters to say that the legacy of slavery has large effects on Black people today and that White people benefit from advantages Black people do not have.

Seven-in-ten Black Biden supporters say that the legacy of slavery has a great deal of impact on Black people today. This is about twice the share as among White, Hispanic and Asian Biden backers.

The pattern is nearly identical for views about whether White Americans benefit from societal advantages Black people do not have.

However, across all demographic groups, Biden supporters are more likely than Trump supporters to hold these views.

Nearly two-thirds of voters (65%) say the fact that the U.S. population is made up of people of many different races, ethnicities and religions strengthens American society. About one-in-ten (11%) say this weakens American society, while 23% say it doesn’t make much difference.

Majorities across racial and ethnic groups say that this strengthens society, including 67% of Hispanic voters, 66% of Black voters and 64% of White voters. Asian voters are particularly likely to say this (76%).

While at least six-in-ten of those across all age groups say racial, ethnic and religious diversity is an American strength, younger voters are somewhat more likely than older voters to say this.

Nearly eight-in-ten voters with postgraduate degrees (78%) say that having a diverse population is a strength, as do 73% of those with undergraduate degrees.

Although narrower majorities of those with some college experience (63%) or a high school education or less (55%) view diversity as a strength, just 13% in these groups say it is a weakness (the remainder say it doesn’t make much difference).

Biden voters vs. Trump voters

Voters who favor Biden overwhelmingly say that diversity strengthens society: 82% say this and just 4% say it weakens the U.S.

In contrast, the views of Trump supporters are more split: While about half (49%) say diversity strengthens American society, about a third of Trump supporters (32%) say that having a diverse society doesn’t make much difference, and about two-in-ten (19%) say it weakens society.

Similarly, majorities in both coalitions say that White people declining as a share of the U.S. population is neither good nor bad for society: 73% of Biden supporters and 57% of Trump supporters say this. Yet Trump supporters are much more likely to describe this trend as bad for society. Nearly four-in-ten Trump supporters (39%) say the decline in the share of White people is bad, compared with 10% of Biden supporters.

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Cross-Cultural and Intercultural Dimensions of Creativity in the Workplace

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39 Types of Diversity in the Workplace You Need to Know

A guide to 39 unique diversity characteristics.

Diversity encompasses the qualities and characteristics that distinguish individuals from one another. Some common characteristics that signify diversity in the workplace might include gender identity, race and sexuality — but there are many more characteristics and experiences that people can bring to their work that employers and HR teams should be aware of.

The number of factors that define diversity is truly unlimited. Throughout an individual’s life, the unique biological and genetic predispositions, experiences and education alter who they are as a person. These experiences are what diversify and evolve communities, allowing individuals to connect and learn from each other.

Common Types of Diversity

• Race and ethnicity 
• Sexual orientation
• Physical abilities and disabilities
• Cultural background 
• Socioeconomic status 
• Religious and spiritual beliefs

Benefits of Diversity in the Workplace

Why prioritize a diverse workplace? For starters, it’s good for employees. Diverse teams add a richness to the workplace experience; employees like collaborating with people from a range of backgrounds and experiences. Diverse teams work better together, which fosters workplace satisfaction and the feeling of team unity.

Secondly, it’s good for business. Diverse employees bring different skills, talents and lived experience to their work, boosting creativity and innovation and increasing the likelihood of reaping financial rewards .

With how diversity can be fostered and reshape organizations in mind, let’s take a deeper dive into the distinct characteristics that make us unique from one another. 

Related What Is Diversity, Equity, Inclusion and Belonging (DEIB)?

Types of Internal Diversity 

Internal diversity includes traits or characteristics that an individual is born with and often can’t be changed. Characteristics associated with internal diversity are a core part of one’s identity.  

Race is a social construct used to group individuals, largely based on certain physical appearances and social factors. Some examples of race include white, Black or African American, Indian or Alaska Native as well as Asian and Pacific Islander.

2. ETHNICITY

Ethnicity is different from race, as it groups individuals based on shared culture, learned behaviors and other regional similarities beyond physical appearance. Ethnicity is associated with cultural experiences, history, upbringing, nationality, language, customs, geographical background and more. Common examples of ethnicity include Hispanic or Latine, Irish, Jewish or Cambodian.

3. GENDER 

Gender is a social construct that varies by different cultures, and is assigned to individuals at birth based on their biological sex — often as female or male. Though this gender binary is widely recognized, gender may or may not correspond to an individual’s sex assigned at birth, and can exist within a spectrum of different identities. 

Individuals may identify as transgender, meaning they identify with a gender that is different from the one they were assigned at birth. This can include transitioning to another binary gender, such as woman or man, or even a gender completely outside of this binary. Gender identities outside of woman or man can include non-binary, genderqueer, genderfluid and more. There are also non-gendered identities , such as agender, genderless and gender-free.

Gender identities are defined by the individual and how they view and expect others to view themself. Keep in mind that individuals may identify differently from how you perceive their identity, so it’s courteous to ask for people’s preferred pronouns as well as share your own.

4. GENDER EXPRESSION

Gender expression, which may differ from an individual’s sex or gender identity, refers to the external appearance of an individual’s gender identity. Gender expression may be interpreted through clothing, hair, makeup, voice, behavior, mannerisms, interests and pronouns. Again, because you can not assume an individual’s gender even based on their gender expression, it’s important to ask for their pronouns. For more information on how to become an inclusive workplace for all gender identities and expressions, check out the Human Rights Campaign’s guide to gender identity and gender expression in the workplace.

Related What Is Gender Bias in the Workplace?

Unlike gender identity and gender expression, sex refers to the biological and genetic differences between female-assigned and male-assigned bodies. More specifically, those assigned female at birth have two X chromosomes, and those assigned male at birth have one X and one Y chromosome. Typically, based on these chromosomes and other physical characteristics, people are grouped as either female or male.

However, contrary to popular belief, the biology of sex has a spectrum of differences that cannot be classified simply as woman and man. Some people born with a combination of sex characteristics and reproductive organs are classified on the genetic sex spectrum as intersex .

6. SEXUAL ORIENTATION

Sexual orientation is also different from gender identity, gender expression and biological sex. Sexual orientation is defined by the Human Rights Campaign as “an inherent or immutable enduring emotional, romantic or sexual attraction to other people.” Common sexual orientations include heterosexual, gay, lesbian, bisexual, asexual, pansexual and questioning.

Less than half of U.S. states have laws in place that protect employees from discrimination based on sexual orientation and gender identity. As such, employers should take the initiative to create an inclusive workplace for LGBTQ individuals.   

At any given time, several generations are employed in the workforce. Each has its own distinct differences defined by the time people were born and the unique social, political and economic changes that occurred during their upbringing.

In the workforce, such differences can pose challenges for individuals among generations. These challenges can turn into an unconscious bias known as ageism . Ageism in the workplace is defined as the tendency to have negative feelings about another person based on their age.

Stereotypes of different generations contribute to this bias. For example , Baby Boomers are seen as workaholics, Generation Xers are risk takers, Millennials care about meaningful work and Generation Zers ghost employers and seek job security. Such stereotypes can lead employers and colleagues to believe there are skill gaps and life milestones — like having children or retiring — may affect certain age groups from excelling at their company. 

While ageism can affect any member of the workforce, 64 percent of workers over the age of 50 believe they face age discrimination and 90 percent think ageism is common in the workplace. 

8. PHYSICAL ABILITIES AND DISABILITIES

Hiring individuals with varying disabilities and experiences will help your team build a more diverse and inclusive environment and bring unique perspectives and ideas to help your company reach a wider market of customers and clients. 

Start by checking how your company stands against the national Disability Equality Index . Also, consider ways to boost disability inclusivity at your office and throughout your hiring process, including establishing an employee resource group, partnering with advocacy groups and designing your application process with accessibility in mind.

Additionally, ensure your office is ADA compliant and make available ramps, automated doors, visual aids, telephone headsets, screen readers as well as accommodations for service animals, so if a job seeker or employee requires an aid of some sort, you are prepared to support their needs.

9. COGNITIVE DISABILITIES

Cognitive disabilities, also known as intellectual functioning, are recognized by the EEOC when an individual meets these criteria: 

• Intellectual functioning level (IQ) below 70-75
• Significant limitations in adaptive skills — the basic conceptual, social and practical skills needed for everyday life
• Disability began before age 18

Different functioning may affect an individual’s memory, problem-solving abilities, attention, communication, linguistics, as well as verbal, reading, math and visual comprehension. However, having an intellectual disability does not mean the person is not capable of great success as an employee. 

Intellectual functioning can be difficult to notice, understand and communicate for both employees and employers, so it’s important to provide employees with a variety of tools and resources that can help them function optimally at their job. The Job Accommodation Network provides a list of possible accommodations employers can provide to support employees of all abilities.

10. NEURODIVERSITY

Neurodiversity, as defined by the National Symposium on Neurodiversity , “is a concept where neurological differences are to be recognized and respected as any other human variation. These differences can include those labeled with dyspraxia, dyslexia, ADHD, dyscalculia, autism spectrum, Tourette syndrome, and others.”

While certain stereotypes and stigmas might surround neurodiverse individuals, research shows that some conditions, like autism and dyslexia, enhance an individual’s ability to recognize patterns, retain information and excel in certain subjects — all critical skills for any job.

Related 5 Companies That Hire Adults With Autism

11. NATIONAL ORIGIN

No matter where your company is headquartered or how many remote employees your company has on staff, it is likely that you will work and interact with people who were born in a different country than yourself.

Regardless of where a person may currently be located, the country where one is born within can provide a set of cultural traits that one may carry with them for their entire life. From religious beliefs to personal ethos and much more, a person’s national origin can define many things about them that they may carry with them for life. 

12. CULTURAL BACKGROUND

A number of factors, including food, language, religion and customs, make up different cultures. 

While many people enjoy learning about other cultures, it’s an entirely different experience to work with people who come from different cultures. 

Cultural differences can bring a wealth of learning opportunities as well as some complicated challenges among employees unfamiliar with someone else’s culture.

It’s important to educate your team about different cultures and celebrate the differences. Additionally, creating a culture that encourages open communication will help employees explore each other’s cultural differences without creating a hostile work environment.

13. FAMILY AND UPBRINGING

Family affects every individual’s life. It plays a role in a person’s upbringing and provides support throughout an individual’s life. While some families are biologically related, others are chosen.

No matter what an individual’s family situation is, as an employer, it’s important to understand that everyone has obligations outside of work to the ones they love. By providing perks and benefits such as family medical leave , flexible work hours , child and elder care benefits, you will help employees foster close relationships with their family, thus enhancing their work-life balance and satisfaction.

More on Diversity What Does Diversity, Equity and Inclusion (DEI) Mean in the Workplace?

Types of External Diversity 

External diversity includes certain circumstances or attributes that help describe an individual’s lived experiences. These characteristics can be changed over time.  

14. GEOGRAPHIC LOCATION

Geographic location plays a major role in the culture, language, education, social roles, socioeconomic status, beliefs and ideologies with which a person is accustomed. Keep in mind that just because an individual lives in a particular location now, doesn’t mean they’ve always lived there. It’s important to get to know your candidates’ and colleagues’ rich history to better understand their unique experiences in life prior to working with you.

15. LANGUAGE, LINGUISTICS AND ACCENTS

Language, linguistics and accents can play a significant role in an individual’s ability to get and keep a job. 

If a job description or recruitment materials are available in only one language, for instance English, some job seekers might find it difficult to apply for a role or make it through an interview process . While it is not feasible for any company to translate all of their recruitment materials into hundreds of different languages, it can be helpful to provide a few additional translations for common languages in your community and workplace. You may also consider utilizing an online translation service or in-person interpreter for roles that don’t require individuals to be fluent in a language to work.

Additionally, accents — the different ways individuals pronounce certain words within a language — can lead to accent bias or perception , where people judge or discriminate against an individual’s intelligence and abilities by the way they pronounce certain words. Individuals might also have an affinity for people who have a similar accent to their own. Understanding different accent biases will help you and your team to identify your own biases and challenge them when you meet people from different language backgrounds.

Income plays a major role in every individual’s life starting from the day they are born and throughout their upbringing, professional career and into retirement. Income can be affected by geographical location, taxes, family, education, skills and socioeconomic background. Unconscious biases related to an individual’s age, gender, gender identity and expression, sexual orientation, race, ethnicity and privilege can also affect their income.

In 2019, the Paycheck Fairness Act , first devised in 1997, was passed. This act prohibits employers from asking candidates how much they previously made, allows employees to share their pay with work colleagues and requires employers to disclose all pay information with the Equal Employment Opportunity Commission.

17. EDUCATION 

Education varies greatly by location, school and teacher, and can be heavily influenced by national, state and district laws and requirements. This means that no single individual will have the exact same education. Not only that, but high-level education can be extremely expensive and unattainable for a significant part of the American population, and for upper-level jobs — or even entry-level jobs — post-high school degrees are often required. 

The average cost of a four-year college degree continues to rise, leaving recent grads who took out loans an average of about $37,000 in debt, as of 202 4. Not surprisingly, many talented young professionals are looking for alternative career paths that don’t require such exorbitant spending. 

On the flip side, employers are creating opportunities to help such professionals bypass college in exchange for applicable experiences.

Some companies no longer require candidates to complete a bachelor’s or master’s degree to compete for a role. Instead, companies are focusing on experiences, as well as hard skills and soft skills to qualify candidates. Additionally, removing education requirements allows candidates with more diverse , non-traditional backgrounds to apply.

18. WORK EXPERIENCES

Every workplace is different. Every company has their own unique mission, core values , policies, culture and benefits, which vary by region, industry, size and employer. Each time an employee moves into a new role, industry or company, they bring their previous work experiences and skills with them. 

For employers, it’s often beneficial to attract talent with diverse work experience, even hiring out-of-market candidates . Such experiences can help your team better understand different aspects of your own industries or reach new customer markets, so don’t count candidates out just because they have different workplace experiences.

19. SOCIOECONOMIC STATUS

Socioeconomic status is the measurement and categorization of people based on their education, income and occupation. It is also a strong indicator of privilege, as well as the opportunities and resources an individual has access to in order to excel at school and work.

Additionally, SES is found to correlate significantly to one’s mental health, physical health, stress, performance and functioning both in the workplace and in life. 

To support candidates and employees of all SES, consciously create and distribute recruitment content that will reach and resonate with individuals of varying SES. As an employer, make sure to provide adequate salaries, benefits and resources to help individuals who are impacted by their own SES.

20. CITIZENSHIP STATUS

The Immigration Reform and Control Act makes it illegal for employers to discriminate against candidates and employees when recruiting, referring, hiring or firing individuals based on their citizenship or immigration status. Even with such laws in place, citizenship status alone can play a significant role in foreign-born workers’ ability to get a job or break past stereotypes related to immigrants and citizenship status .

21. MARITAL STATUS

Marriage is a major event for many people. Getting married, divorced, separated or losing a spouse to death can alter an individual’s beliefs, geographical location, income, parental status, family, citizenship status, socioeconomic status, privilege, family and behaviors.

Similar to gender bias, marital status bias can prevent highly qualified individuals from getting a job or excelling in their career. And while national laws prohibit employers from discriminating against an individual’s gender, sex and sexual orientation , only a few states have specific laws prohibiting marital status discrimination in the workplace.

Marital status can especially affect an individual in the workplace if their partner also works in the same place. Some companies have an anti-nepotism policy in place to prevent a family member from working on the same team or in hierarchy to one another.

22. PARENTAL STATUS

While parental status can affect both mothers and fathers, pregnant people, working mothers and people of childbearing age face a motherhood penalty or maternal wall. Stereotypes related to a woman’s role and needing time off after childbirth and for childcare often place women at a disadvantage in their careers compared to men and fathers.  

In addition to working mothers, mothers with children under six were less likely to work in 2022, with just 65 percent being in the labor force. Meanwhile, 92 percent of men with children under six were likely to have a job in 2022. For individuals who take a large chunk of time off to fulfill caregiving needs, it can be extremely difficult for them to explain the gaps in their resume and find employers willing to support them as they reenter their career.

Employers can support working parents by reducing unconscious bias against them and by providing benefits like flexible work hours, childcare benefits, parental leave and adoption assistance to ease the challenges that working parents face and keep top employees in its workforce.

Related 6 Ways to Support New Parents at Work

23. MILITARY EXPERIENCE

Military veterans offer a wealth of skills, knowledge and experience, making them exceptional contributions to any role or company. However, many employers are unfamiliar with military culture, experiences or common military language , which may make it difficult for them to understand the value such individuals can bring to a company. A number of resources are available to help employers better understand how military skills are relevant to a specific role, such as this military skills translator and this skills matcher .

Related 23 Companies That Hire Veterans

24. CRIMINAL BACKGROUND

In February 2022, the unemployment rate for formerly incarcerated individuals was estimated around 60 percent , while the U.S. national average unemployment rate for that same month was 3.8 percent . These individuals are in their prime working age but struggle to find a company that will hire them with a criminal background. 

And while some states provide incentives by offering tax breaks for companies that hire candidates with felony convictions, other states allow employers to require criminal history on job applications, perpetuating issues of social bias. Today, it’s still up to employers to decide whether or not they will allow an individual’s past to prevent them from excelling in a rewarding career in the future.

Related 16 Companies That Hire Felons

25. BEHAVIOR AND ETHNODIVERSITY

Everyone has their own unique mannerisms and behavior patterns they develop throughout their lives. Such behaviors are a result of an individual’s upbringing, family, friends, culture, and they can be interpreted in different ways. This is an important element of diversity to recognize because while a behavior may seem ordinary or unremarkable to you, to someone else it may seem rude, odd or inappropriate.

Behavioral diversity or ethnodiversity can be highly specific and subtle between individuals. It’s important to remember that behavior is a result of a person’s unique experiences, and if something feels odd, rude or inappropriate, consider politely asking them about why they do what they do rather than reacting negatively or being judgmental.

26. PERSONALITY AND THOUGHT-STYLE

Bringing a variety of different personalities and thought-styles into a workplace can create both stressful situations and genius creativity. To avoid the former, companies opt for hiring for culture fit, which consequently halts the latter. Instead, companies should hire for culture and in pursuit of diverse personalities that work well together and challenge one another’s ideas and thoughts.

It’s difficult to know someone’s personality and thought-style by their resume or even interview, which is why some organizations ask job candidates to complete personality tests . Doing so helps companies understand their strengths, weaknesses and gaps and build a company culture that supports extroverts, introverts and everyone in-between.

While a number of companies boast about their team’s vast “diversity of thought,” it shouldn’t be the only metric by which your team measures its diversity. By hiring individuals with a wide range of diverse traits, you will naturally acquire people with diverse personalities and thought-styles.

27. MENTAL HEALTH

Without the support and resources to seek and receive the help employees need, companies may see an increase in absences, work-family conflict, increased mental health and behavioral problems and even higher turnover rates.

To combat the stigma around mental health in the workplace , employers are improving resources, like insurance benefits , to cover mental health services and build a more inclusive company culture that supports mental health.

Related 7 Companies With Wellness Programs

28. SOCIAL ROLES

Social roles are constructs that are influenced by certain demographics of an individual, such as age, behavior, gender and culture. A common example is that of gender roles, which are assigned to individuals the moment their sex is identified and have unique precepts that vary by culture. Stereotypes are often correlated with social roles held about a particular demographic and can affect an individual’s ability to move into certain professional roles and industries and overcome barriers, which is evident between men and women with the glass ceiling . 

To truly support diversity and inclusion in the workplace, it’s important to become acutely aware of social roles and stereotypes unique to your culture, community, industry and workplace. Your team can help to break down barriers and open opportunities for people regardless of perceived social roles by attracting a diverse employee base in your recruitment materials. This trucking company did just that when they launched a recruitment campaign about women truckers to attract more female candidates.

29. PRIVILEGE

Privilege refers to social power that can be inhibited or compounded based on an individual’s sex, gender identity, race, ethnicity, religion, age, citizenship status, socioeconomic status, social role, cultural background and disability status. Privilege can affect a person’s ability to obtain certain levels and quality of education, jobs, higher income and opportunities throughout life. 

For employers, it is important to consider an individual’s privilege and the opportunities they may or may not have access to due to their personal demographics. Let’s not forget the Varsity Blues college admissions scandal , where parents were able to influence undergraduate admission decisions, which shows how privilege and opportunity — rather than merit — can provide some individuals with more highly regarded experiences than others.

Related 10 DEI Initiatives to Prioritize in the Workplace

Types of Worldview Diversity 

Worldview diversity refers to an individual’s personal perspectives, beliefs, historical knowledge and global experiences that affect how they view others and the world around them.  

30. RELIGIOUS AND SPIRITUAL BELIEFS

Whether or not people discuss their religious affiliations at work, it’s important to create a workplace that is understanding and accepting of everyone’s beliefs, even if they are different from one another. 

Employers can do this by offering floating holidays so that employees can take time off for religious holidays and celebrations when they need. It’s also important to respect individuals who wear religious clothing at work and ensure they are treated fairly and equally by their cohorts. Depending on your office and building layout, consider creating a space for private religious and spiritual practice so employees have a space to go during the day, and don’t have to leave work or disrupt colleagues.

31. POLITICAL BELIEFS

Opinions differ on how, when and if politics should be allowed in the workplace. For some, such discussions are a great way to connect with and engage in stimulating conversations unrelated to work. However, when colleagues have radically different political affiliations and views, controversy can erupt, making the workplace uncomfortable at best and unbearable at worst.

Not only that, but bringing politics into the workplace can lead to issues around political affiliation discrimination . And while no national law prohibits employers from discriminating against a candidate or employee based on their political affiliation, a few states do .

That said, it can be extremely difficult to eliminate all traces of politics from the workplace. Just like every other element of diversity on this list, political diversity is also important for providing unique ideas, morals and beliefs to the workplace and fostering a truly diverse and inclusive workplace.

32. IDEOLOGIES

Ideologies are the conceptions an individual, group or culture have about different aspects of life. Most people have distinct economic, political and religious ideologies that are influenced by the people in their family, their upbringing, geographical location and education. Ideologies play a part in how often and comfortable employees share their opinions with colleagues. Vastly differing ideologies may make individuals more cautious to start a conversation with a coworker if they know it could lead to a heated debate.

Morals reflect an individual’s beliefs for acceptable thoughts and behaviors. Morals tend to reflect an individual’s upbringing, family, life experiences, income, ideologies, cultural background, citizenship status, privilege, personalities, socioeconomic status, social roles, as well as social, religious, political and worldly beliefs. 

Most companies seek individuals whose personal morals, values and ethics align with the company’s core values. For employers, shared morals can alter how a company prioritizes its work and the impact it makes on the industry, local community and the world at large.

34. LIFE EXPERIENCES

Life experiences encompass all of the unique work, education, military, private and public occurrences an individual undergoes throughout their life that contributes to who they are, how they view the world and how they interact with others.

Related How to Make Diversity a Hiring Priority at the Startup Stage

Types of Organizational Diversity

Organizational diversity refers to how an individual is grouped as part of an organization.  

35. JOB FUNCTION AND DEPARTMENT

Regardless of management status or seniority, job function and departmental placement are forms of organizational diversity that affect how people perform in the workplace. Different jobs place different expectations on people, meaning that experiences among employees of the same workplace, as well as the backgrounds that have brought them into the same workplace, will vary greatly.

Remember that individual differences make each of your team members unique. Providing a workplace that allows for individuals to excel will only help your team grow and innovate. Individuals of all types of diversity on this list will experience different types of bias, which can affect their ability to excel in the workplace. When building out a diverse and inclusive workforce, continuously educate your team on why diversity and inclusion matters so everyone is on the same page.

36. SENIORITY

Workplaces change over time; however, many employees will remain with a company for several years and gain seniority as their roles develop and new employees are welcomed into the workplace. Different levels of seniority at a company may lead to varying sets of opinions or values about how the company operates and may also be influenced by factors like age and personal beliefs.

Some newer employees may carry a sense of inferiority to a senior employee, or in some cases may be asked to report to senior employees. All employees within an organization are guaranteed the same rights and are expected to complete the duties within their job description.

37. MANAGEMENT STATUS

Similar to seniority, management status is a form of organizational diversity that is present in nearly every workplace. The vast majority of employees at every organization has somebody to report to and has a say in how their day-to-day time is spent at a company, as well as a set of expectations for the reportee. 

Organizational hierarchy ensures that an organization is able to function appropriately and scale over time. Employees of varying management styles may have different sets of expectations applied to them but all employees are guaranteed the same rights while performing their duties.

38. UNION AFFILIATION

A form of both organizational and functional diversity in the workplace, union affiliation can be a hot topic in many workplaces. Employees of an organization may either choose to or may be required to join a local union based on the rules of a collective bargaining agreement between the employer and the union, dependent on if their state has a right-to-work law prohibiting labor unions and employers from entering into contracts in which only unionized employees may be hired. 

Labor union membership is intended as a way to protect employees from rights violations in their workplace, such as discrimination, overtime without pay, retaliation, privacy and whistleblower rights, however, many employees may be opposed to joining a labor union for a variety of reasons. Regardless of union status, all employees are still responsible for fulfilling their individual job requirements.

Skill set is a less obvious type of diversity, but one that is hugely important to the recruitment process. Depending on their professional history, candidates will have a particular skill set. However, based on their personal experiences and background, they’ll have a vastly different set of strengths that can benefit your business and culture. Suss out individual skills — emotional intelligence, budding leadership abilities and the like — to create a positive culture that allows employees to excel.

While some skills are innate, others are learned. In the workplace, we tend to focus on the skills that directly apply to one’s specific role. However, other skills an individual picks up through their personal interests and experiences can make them excellent at their job. If you are able to hone these unique skills and encourage employees to bring them to work, your team will surely excel in innovation and creativity.

DEI experts offer solutions to create a radically inclusive workplace.

Frequently Asked Questions

What are common types of diversity.

Common types of diversity include:

• Physical abilities and disabilities 
• Cultural background

Why is diversity important in the workplace?

Diversity allows multiple perspectives, backgrounds and skills to be heard and applied at work. This can enhance creativity and innovation, team collaboration, workplace satisfaction as well as a sense of belonging for all types of employees in the workplace. 

Jessica Powers and Lisa Bertagnoli contributed reporting to this story.

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