the importance of diversity in the workplace essay

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Diversity, Equity and Inclusion in the Workplace

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

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

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

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

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

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

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

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

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

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

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

Related : How Americans View Their Jobs

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

Some key findings from the survey:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Few workers are members of affinity groups or ERGs at work

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Why Is Diversity and Inclusion in the Workplace Important?

Here's why diversity and inclusion in the workplace is important. More than policies, programs, or headcounts, equitable employers outpace their competitors by respecting the unique needs, perspectives, and potential of their diverse workforce. As a result, diverse and inclusive workplaces earn deeper trust and more commitment from their employees.

That’s a pretty compelling reason to make diversity and inclusion a priority and it’s a call to action that the Best Workplaces™ for Inclusion have resoundingly answered. To even be considered for this Best Workplaces list, organizations had to have a minimum of 90% of their employees agree that people are treated fairly regardless of gender/ethnicity/age/sexual orientation. The average for the organizations that made the list is 96%!

"People are treated fairly regardless of gender/ethnicity/age/sexual orientation"

Minimum Required to Be Considered for the List? 90% Employee Agreement

Average at Organizations on the List? 96% Employee Agreement

What do these organizations know, and do, to achieve this level of confidence that their workplace is fundamentally fair for all? One of the keys is understanding that diversity and inclusion are not the same thing. You can have all the best strategies for recruiting and hiring a diverse staff and still fall short on inclusion and fairness. Creating a great work environment for ALL means both bringing many different people together and then providing all of them access to the opportunities and supports they need to grow and flourish.

What is the difference between diversity and inclusion ?

Diversity and inclusion are two interconnected concepts—but they are far from interchangeable. Diversity focuses on representation or the make-up of an entity. Inclusion is about how well the contributions, presence, and perspectives of different groups of people are valued and integrated into an environment.

An environment where many different genders, races, nationalities, and sexual orientations and identities are present but only the perspectives of certain groups are valued or carry any authority or influence, may be diverse, but it is not inclusive. 

What is diversity and inclusion in the workplace?

A diverse and inclusive workplace  is one that makes everyone, regardless of who they are or what they do for the business, feel equally involved and supported in all areas of the workplace. The “all areas” part is important.

Do you have diversity in your recruiting, in each of your departments, and in your leadership? Or do you have a diverse workplace where 50% of your employees are women but 0% of your women are managers? Do you have a good representation of employees of color overall, but all of them are in the same department? It could be something less obvious but just as revealing, like do you host lots of events to promote diversity but find they are attended by the same group of people?

These telling questions reveal true diversity and inclusion in the workplace.

Why is diversity and inclusion in the workplace Important ?

Research has shown many benefits of a diverse and inclusive workplace:

• Higher revenue growth
• Greater readiness to innovate
• Increased ability to recruit a diverse talent pool
• 5.4 times higher employee retention

Inclusion in the workplace is one of the most important keys to retention

When employees don’t feel that their ideas, presence or contributions are truly valued or taken seriously by their organization, they will eventually leave.

At the Best Workplaces for Inclusion their employees DO feel seen and valued.

93% believe they are treated as a full member of their organization regardless of the position they hold.

92% believe their manager is interested in them as a person, not just an employee.

89% believe they make a difference.

Our research on company culture shows that when employees trust that they, and their colleagues, will be treated fairly regardless of race, gender, sexual orientation or age, they are.

• 9.8 times more likely to look forward to going to work
• 6.3 times more likely to have pride in their work
• 5.4 times more likely to want to stay a long time at their company

Having an inclusive workplace culture not only helps you attract a diverse set of talent but also helps you retain the diverse talent you attracted in the first place.

What is the difference between diversity, inclusion and belonging?

The diversity that lacks genuine inclusion is often called “tokenism.” A genuinely inclusive workplace doesn’t just have a diversity of people present, it has a diversity of people involved, developed, empowered, and trusted by the business. Diversity efforts need to go beyond setting up a DEI committee and issuing some grand statements about your commitment to treating everyone fairly.  Likewise, inclusion efforts need to go beyond providing equal opportunity – and that brings us to belonging:

The difference between diversity, inclusion and belonging is that diversity is the representation of different people in an organization, inclusion is ensuring that everyone has an equal opportunity to contribute to and influence every part and level of a workplace, and belonging is ensuring that everyone feels safe and can bring their full, unique selves to work.  Belonging is the key that separates workplaces doing a good job at inclusion and those that do it best, like the organizations on this list. We call this the For All™ approach.

What is the Great Place To Work  For All ™ definition?  

For All is Great Place To Work’s definition of a workplace culture that has evolved beyond “Diversity and Inclusion.”

The goal of the For All approach is to create a consistently high-trust workplace experience for everyone, no matter who they are or what they do for the organization. It's being able to create spaces that celebrate diverse backgrounds and inclusive cultures. 

Everyone matters in a For All workplace

For All is the accumulation of day-to-day experiences that fuel a thriving company culture. They are the leaders who push to overcome challenges and create a workplace where employees feel they belong, that their unique talents matter, and that their individual needs are cared for by their colleagues and leaders. When companies experience the very human acts of acknowledgment, inclusion, dignity, and compassion, that is when they can achieve For All.  

For All is critical for success. Workplaces today are more diverse and globally connected than ever before. With the complexities of today’s work environment, leaders must tap into collective intelligence to maximize the potential of every person.  Technological and social changes continue to alter the landscape in every industry. Organizations will need the human judgment, empathy, passion and creativity of all their people to realize the full promise of the era’s new technologies, increase agility and inventiveness and address the challenges of an increasingly demanding, vocal marketplace.  

Organizations that remain “For Some” risk losing money, earning less and falling behind their competitors in this disruptive climate. The Best Workplaces however, know that by adopting a For All approach with their diversity and inclusion efforts they will cultivate tremendous value from their people’s differences and they will thrive. 

If you’re ready to create a great place to work For All™ –  contact us about our solutions today.

Nancy Fonseca

Nancy is a leader focused on building executive relationships based on trust, collaboration and partnering, with key internal and external stakeholders. She combines a success record of C-level communication, rapport building and relationship development to help senior executives leverage business services to achieve their business objectives.

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Diversity and Inclusion Efforts That Really Work

• David Pedulla

A Stanford and Harvard professor convened a symposium on what’s actually working to improve diversity and inclusion in organizational life. In this article, David Pedulla summarizes the main findings. First, organizations should set goals, collect data, and hold people accountable for improving diversity within the organization. Second, organizations should abandon traditional discrimination and harassment reporting systems—these often lead to retaliation. Employee Assistance Plans (EAPs), ombuds offices, and transformative dispute resolution systems can not only play a critical role in reducing retaliation but also provide fuel for organizational change. Third, organizations should check to ensure that technologies used to assist in hiring and promotion aren’t inherently biased. Fourth, companies must avoid tokenism. Finally, organizations should get managers and other leaders involved in diversity programs from the start. This will increase buy-in and lead to smooth implementation.

Five best practices.

In the wake of major social and political changes over the past decades, leading companies are taking steps to increase diversity, equity, and inclusion. Yet progress in most sectors remains tepid. Programs designed to increase diversity and inclusion in the workplace often fail . So that leads to a natural question: What’s actually working?

• DP David Pedulla is an associate professor of sociology at Stanford University.

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Why Is Diversity and Inclusion in the Workplace Important?

DEIB ,  Diversity & Inclusion ,  Leadership & Management

Here's why diversity and inclusion in the workplace is important. More than policies, programs, or headcounts, equitable employers outpace their competitors by respecting the unique needs, perspectives, and potential of their diverse workforce. As a result, diverse and inclusive workplaces earn deeper trust and more commitment from their employees.

What is the difference between diversity and inclusion?

Diversity and inclusion are two interconnected concepts—but they are far from interchangeable. Diversity focuses on representation or the make-up of an entity. Inclusion is about how well the contributions, presence, and perspectives of different groups of people are valued and integrated into an environment.

An environment where many different genders, races, nationalities, and sexual orientations and identities are present but only the perspectives of certain groups are valued or carry any authority or influence, may be diverse, but it is not inclusive. 

What is diversity and inclusion in the workplace?

A diverse and inclusive workplace is one that makes everyone, regardless of who they are or what they do for the business, feel equally involved in and supported in all areas of the workplace. The “all areas” part is important.

Do you have diversity in your recruiting , in each of your departments, and in your leadership? Or do you have a diverse workplace where 50% of your employees are women but 0% of your women are managers? Do you have a  good representation of employees of color overall, but all of them are in the same department?

These telling questions reveal true diversity and inclusion in the workplace.

Why is diversity and inclusion in the workplace important?

Research has shown many benefits of a diverse and inclusive workplace:

• Higher revenue growth
• Greater readiness to innovate
• Increased ability to recruit a diverse talent pool
• 5.4 times higher employee retention

Inclusion in the workplace is one of the most important keys to retention 

When employees don’t feel that their ideas, presence or contributions are truly valued or taken seriously by their organization, they will eventually leave.

Our  research on company culture shows that when employees trust that they, and their colleagues, will be treated fairly regardless of race, gender, sexual orientation or age, they are.

• 9.8 times more likely to look forward to going to work
• 6.3 times more likely to have pride in their work
• 5.4 times more likely to want to stay a long time at their company

Having an inclusive workplace culture will not only help you attract a diverse set of talent but also help you retain the diverse talent you attracted in the first place. In other words, diversity and inclusion is critical to a strong employee retention strategy.  

What is an inclusive workplace?

The diversity that lacks genuine inclusion is often called “tokenism.” A genuinely inclusive workplace doesn’t just have a diversity of people present, it has a diversity of people involved, developed, empowered, and trusted by the business. Diversity efforts need to go beyond a pretty companywide memo.

What is the difference between diversity, inclusion and belonging?

The difference between diversity, inclusion and belonging is that diversity is the representation of different people in an organization, inclusion is ensuring that everyone has an equal opportunity to contribute to and influence every part and level of a workplace, and belonging is ensuring that everyone feels safe and can bring their full, unique selves to work.  It can be confusing and many companies are guilty of making simple mistakes  when it comes to diversity or inclusion efforts. Thankfully, they can be corrected - if workplaces know what they're doing wrong. Unfortunately, many companies won't recognize what's 'right' and 'wrong' when it comes to diversity and inclusion in the workplace unless they're seeking it out. 

What is the Great Place To Work For All™ definition?  

For All™ is Great Place To Work’s definition of a workplace culture that has evolved beyond “Diversity and Inclusion.”

The goal of the For All approach is to create a consistently high-trust workplace experience for everyone, no matter who they are or what they do for the organization.  It's being able to create spaces that celebrate diverse backgrounds and inclusive cultures. 

Everyone matters in a For All workplace

For All is the accumulation of day-to-day experiences that fuel a thriving company culture. They are the leaders who push to  overcome challenges and create a workplace where employees feel they belong, that their unique talents matter, and that their individual needs are cared for by their colleagues and leaders. When companies experience the very human acts of acknowledgment, inclusion, dignity, and compassion, that is when they can achieve For All.  

For All is critical for success. Workplaces today are more diverse and globally connected than ever before. With the complexities of today’s work environment, leaders must tap into collective intelligence to maximize the potential of every person.  

Technological and social changes continue to alter the landscape in every industry. Organizations will need the human judgment, empathy, passion and creativity of all their people to realize the full promise of the era’s new technologies, increase agility and inventiveness and address the challenges of an increasingly demanding, vocal marketplace.  

Why it can't be For Some, but For All

Organizations that remain “For Some” workplaces will risk losing money, earning less and falling behind their competitors in this disruptive climate. However, the companies that succeed with For All will cultivate tremendous value from their people’s differences and will thrive. 

If you’re ready to create a great place to work For All™ – contact us about our solutions today.

Learn how to create the kind of culture that makes people excited to come to work.

Matt Bush is the Culture Coaching Lead at Great Place to Work®. With a background in both quantitative and qualitative research and analysis methods, Matt helps leaders gain insight into how to build great workplaces for all, while simultaneously achieving their business goals and fueling new and innovative practices.

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• Diversity & Inclusion |

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

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

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

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

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

But what exactly is diversity in the workplace?

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

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

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

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

Build inclusive hiring practices

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

The importance of diversity and inclusion

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

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

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

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

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

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

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

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

Diversity, Equity & Inclusion in action

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

The legal aspect of diversity in the workplace

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

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

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

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

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

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

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

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

The role of recruiters and HR

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

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

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

Why oppose diversity in the workplace?

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

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

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

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

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

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

Frequently asked questions

Need action and results in your dei initiative.

Find diverse candidates, eliminate unconscious bias while hiring, and measure your impact.

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• College essay
• How to Write a Diversity Essay | Tips & Examples

How to Write a Diversity Essay | Tips & Examples

Published on November 1, 2021 by Kirsten Courault . Revised on May 31, 2023.

Table of contents

What is a diversity essay, identify how you will enrich the campus community, share stories about your lived experience, explain how your background or identity has affected your life, other interesting articles, frequently asked questions about college application essays.

Diversity essays ask students to highlight an important aspect of their identity, background, culture, experience, viewpoints, beliefs, skills, passions, goals, etc.

Diversity essays can come in many forms. Some scholarships are offered specifically for students who come from an underrepresented background or identity in higher education. At highly competitive schools, supplemental diversity essays require students to address how they will enhance the student body with a unique perspective, identity, or background.

In the Common Application and applications for several other colleges, some main essay prompts ask about how your background, identity, or experience has affected you.

Why schools want a diversity essay

Many universities believe a student body representing different perspectives, beliefs, identities, and backgrounds will enhance the campus learning and community experience.

Admissions officers are interested in hearing about how your unique background, identity, beliefs, culture, or characteristics will enrich the campus community.

Through the diversity essay, admissions officers want students to articulate the following:

• What makes them different from other applicants
• Stories related to their background, identity, or experience
• How their unique lived experience has affected their outlook, activities, and goals

Prevent plagiarism. Run a free check.

Think about what aspects of your identity or background make you unique, and choose one that has significantly impacted your life.

For some students, it may be easy to identify what sets them apart from their peers. But if you’re having trouble identifying what makes you different from other applicants, consider your life from an outsider’s perspective. Don’t presume your lived experiences are normal or boring just because you’re used to them.

Some examples of identities or experiences that you might write about include the following:

• Race/ethnicity
• Gender identity
• Sexual orientation
• Nationality
• Socioeconomic status
• Immigration background
• Religion/belief system
• Place of residence
• Family circumstances
• Extracurricular activities related to diversity

Include vulnerable, authentic stories about your lived experiences. Maintain focus on your experience rather than going into too much detail comparing yourself to others or describing their experiences.

Keep the focus on you

Tell a story about how your background, identity, or experience has impacted you. While you can briefly mention another person’s experience to provide context, be sure to keep the essay focused on you. Admissions officers are mostly interested in learning about your lived experience, not anyone else’s.

When I was a baby, my grandmother took me in, even though that meant postponing her retirement and continuing to work full-time at the local hairdresser. Even working every shift she could, she never missed a single school play or soccer game.

She and I had a really special bond, even creating our own special language to leave each other secret notes and messages. She always pushed me to succeed in school, and celebrated every academic achievement like it was worthy of a Nobel Prize. Every month, any leftover tip money she received at work went to a special 509 savings plan for my college education.

When I was in the 10th grade, my grandmother was diagnosed with ALS. We didn’t have health insurance, and what began with quitting soccer eventually led to dropping out of school as her condition worsened. In between her doctor’s appointments, keeping the house tidy, and keeping her comfortable, I took advantage of those few free moments to study for the GED.

In school pictures at Raleigh Elementary School, you could immediately spot me as “that Asian girl.” At lunch, I used to bring leftover fun see noodles, but after my classmates remarked how they smelled disgusting, I begged my mom to make a “regular” lunch of sliced bread, mayonnaise, and deli meat.

Although born and raised in North Carolina, I felt a cultural obligation to learn my “mother tongue” and reconnect with my “homeland.” After two years of all-day Saturday Chinese school, I finally visited Beijing for the first time, expecting I would finally belong. While my face initially assured locals of my Chinese identity, the moment I spoke, my cover was blown. My Chinese was littered with tonal errors, and I was instantly labeled as an “ABC,” American-born Chinese.

I felt culturally homeless.

Speak from your own experience

Highlight your actions, difficulties, and feelings rather than comparing yourself to others. While it may be tempting to write about how you have been more or less fortunate than those around you, keep the focus on you and your unique experiences, as shown below.

I began to despair when the FAFSA website once again filled with red error messages.

I had been at the local library for hours and hadn’t even been able to finish the form, much less the other to-do items for my application.

I am the first person in my family to even consider going to college. My parents work two jobs each, but even then, it’s sometimes very hard to make ends meet. Rather than playing soccer or competing in speech and debate, I help my family by taking care of my younger siblings after school and on the weekends.

“We only speak one language here. Speak proper English!” roared a store owner when I had attempted to buy bread and accidentally used the wrong preposition.

In middle school, I had relentlessly studied English grammar textbooks and received the highest marks.

Leaving Seoul was hard, but living in West Orange, New Jersey was much harder一especially navigating everyday communication with Americans.

After sharing relevant personal stories, make sure to provide insight into how your lived experience has influenced your perspective, activities, and goals. You should also explain how your background led you to apply to this university and why you’re a good fit.

Include your outlook, actions, and goals

Conclude your essay with an insight about how your background or identity has affected your outlook, actions, and goals. You should include specific actions and activities that you have done as a result of your insight.

One night, before the midnight premiere of Avengers: Endgame , I stopped by my best friend Maria’s house. Her mother prepared tamales, churros, and Mexican hot chocolate, packing them all neatly in an Igloo lunch box. As we sat in the line snaking around the AMC theater, I thought back to when Maria and I took salsa classes together and when we belted out Selena’s “Bidi Bidi Bom Bom” at karaoke. In that moment, as I munched on a chicken tamale, I realized how much I admired the beauty, complexity, and joy in Maria’s culture but had suppressed and devalued my own.

The following semester, I joined Model UN. Since then, I have learned how to proudly represent other countries and have gained cultural perspectives other than my own. I now understand that all cultures, including my own, are equal. I still struggle with small triggers, like when I go through airport security and feel a suspicious glance toward me, or when I feel self-conscious for bringing kabsa to school lunch. But in the future, I hope to study and work in international relations to continue learning about other cultures and impart a positive impression of Saudi culture to the world.

The smell of the early morning dew and the welcoming whinnies of my family’s horses are some of my most treasured childhood memories. To this day, our farm remains so rural that we do not have broadband access, and we’re too far away from the closest town for the postal service to reach us.

Going to school regularly was always a struggle: between the unceasing demands of the farm and our lack of connectivity, it was hard to keep up with my studies. Despite being a voracious reader, avid amateur chemist, and active participant in the classroom, emergencies and unforeseen events at the farm meant that I had a lot of unexcused absences.

Although it had challenges, my upbringing taught me resilience, the value of hard work, and the importance of family. Staying up all night to watch a foal being born, successfully saving the animals from a minor fire, and finding ways to soothe a nervous mare afraid of thunder have led to an unbreakable family bond.

Our farm is my family’s birthright and our livelihood, and I am eager to learn how to ensure the farm’s financial and technological success for future generations. In college, I am looking forward to joining a chapter of Future Farmers of America and studying agricultural business to carry my family’s legacy forward.

Tailor your answer to the university

After explaining how your identity or background will enrich the university’s existing student body, you can mention the university organizations, groups, or courses in which you’re interested.

Maybe a larger public school setting will allow you to broaden your community, or a small liberal arts college has a specialized program that will give you space to discover your voice and identity. Perhaps this particular university has an active affinity group you’d like to join.

Demonstrating how a university’s specific programs or clubs are relevant to you can show that you’ve done your research and would be a great addition to the university.

At the University of Michigan Engineering, I want to study engineering not only to emulate my mother’s achievements and strength, but also to forge my own path as an engineer with disabilities. I appreciate the University of Michigan’s long-standing dedication to supporting students with disabilities in ways ranging from accessible housing to assistive technology. At the University of Michigan Engineering, I want to receive a top-notch education and use it to inspire others to strive for their best, regardless of their circumstances.

If you want to know more about academic writing , effective communication , or parts of speech , make sure to check out some of our other articles with explanations and examples.

Academic writing

• Writing process
• Transition words
• Passive voice
• Paraphrasing

 Communication

• How to end an email
• Ms, mrs, miss
• How to start an email
• I hope this email finds you well
• Hope you are doing well

 Parts of speech

• Personal pronouns
• Conjunctions

In addition to your main college essay , some schools and scholarships may ask for a supplementary essay focused on an aspect of your identity or background. This is sometimes called a diversity essay .

Many universities believe a student body composed of different perspectives, beliefs, identities, and backgrounds will enhance the campus learning and community experience.

Admissions officers are interested in hearing about how your unique background, identity, beliefs, culture, or characteristics will enrich the campus community, which is why they assign a diversity essay .

To write an effective diversity essay , include vulnerable, authentic stories about your unique identity, background, or perspective. Provide insight into how your lived experience has influenced your outlook, activities, and goals. If relevant, you should also mention how your background has led you to apply for this university and why you’re a good fit.

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October 1, 2014

How Diversity Makes Us Smarter

Being around people who are different from us makes us more creative, more diligent and harder-working

By Katherine W. Phillips

Edel Rodriguez

The first thing to acknowledge about diversity is that it can be difficult. In the U.S., where the dialogue of inclusion is relatively advanced, even the mention of the word “diversity” can lead to anxiety and conflict. Supreme Court justices disagree on the virtues of diversity and the means for achieving it. Corporations spend billions of dollars to attract and manage diversity both internally and externally, yet they still face discrimination lawsuits, and the leadership ranks of the business world remain predominantly white and male.

It is reasonable to ask what good diversity does us. Diversity of expertise confers benefits that are obvious—you would not think of building a new car without engineers, designers and quality-control experts—but what about social diversity? What good comes from diversity of race, ethnicity, gender and sexual orientation? Research has shown that social diversity in a group can cause discomfort, rougher interactions, a lack of trust, greater perceived interpersonal conflict, lower communication, less cohesion, more concern about disrespect, and other problems. So what is the upside?

The fact is that if you want to build teams or organizations capable of innovating, you need diversity. Diversity enhances creativity. It encourages the search for novel information and perspectives, leading to better decision-making and problem-solving. Diversity can improve the bottom line of companies and lead to unfettered discoveries and breakthrough innovations. Even simply being exposed to diversity can change the way you think. This is not just wishful thinking: it is the conclusion I draw from decades of research from organizational scientists, psychologists, sociologists, economists and demographers.

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Information and Innovation

The key to understanding the positive influence of diversity is the concept of informational diversity. When people are brought together to solve problems in groups, they bring different information, opinions and perspectives. This makes obvious sense when we talk about diversity of disciplinary backgrounds—think again of the interdisciplinary team building a car. The same logic applies to social diversity. People who are different from one another in race, gender and other dimensions bring unique information and experiences to bear on the task at hand. A male and a female engineer might have perspectives as different from each other as an engineer and a physicist—and that is a good thing.

Research on large, innovative organizations has shown repeatedly that this is the case. For example, business professors Cristian Dezsö of the University of Maryland and David Gaddis Ross of the University of Florida studied the effect of gender diversity on the top firms in Standard & Poor’s Composite 1500 list, a group designed to reflect the overall U.S. equity market. First, they examined the size and gender composition of firms’ top management teams from 1992 through 2006. Then they looked at the financial performance of the firms. In their words, they found that, on average, “female representation in top management leads to an increase of $42 million in firm value.” They also measured the firms’ “innovation intensity” through the ratio of research and development expenses to assets. They found that companies that prioritized innovation saw greater financial gains when women were part of the top leadership ranks.

Racial diversity can deliver the same kinds of benefits. In a study conducted in 2003, Orlando Richard, now at the University of Massachusetts Amherst, and his colleagues surveyed executives at 177 national banks in the U.S., then put together a database comparing financial performance, racial diversity and the emphasis the bank presidents put on innovation. For innovation-focused banks, increases in racial diversity were clearly related to enhanced financial performance.

Evidence for the benefits of diversity can be found well beyond the U.S. In August 2012 a team of researchers at the Credit Suisse Research Institute issued a report in which they examined 2,360 companies globally from 2005 to 2011, looking for a relation between gender diversity on corporate management boards and financial performance. Sure enough, the researchers found that companies with one or more women on the board delivered higher average returns on equity, lower gearing (that is, net debt to equity) and better average growth.

How Diversity Provokes Thought

Large data-set studies have an obvious limitation: they can show only that diversity is correlated with better performance, not that it causes better performance. Research on racial diversity in small groups, however, makes it possible to draw some causal conclusions. Again, the findings are clear: for groups that value innovation and new ideas, diversity helps.

In 2006 Margaret Neale of Stanford University, Gregory Northcraft of the University of Illinois at Urbana-Champaign and I set out to examine the impact of racial diversity on small decision-making groups in an experiment where sharing information was a requirement for success. Our subjects were undergraduate students taking business courses at the University of Illinois. We put together three-person groups—some consisting of all white members, others with two white members and one nonwhite member—and had them perform a murder mystery exercise. We made sure that all group members shared a common set of information, but we also gave each member important clues that only he or she knew. To find out who committed the murder, the group members would have to share all the information they collectively possessed during discussion. The groups with racial diversity significantly outperformed the groups with no racial diversity. Being with similar others leads us to think we all hold the same information and share the same perspective. This perspective, which stopped the all-white groups from effectively processing the information, is what hinders creativity and innovation.

Credit: Edel Rodriguez

Other researchers have found similar results. In 2004 Anthony Lising Antonio, a professor at the Stanford Graduate School of Education, collaborated with five colleagues at the University of California, Los Angeles, and other institutions to examine the influence of racial and opinion composition in small group discussions. More than 350 students from three universities participated in the study. Group members were asked to discuss a prevailing social issue (either child labor practices or the death penalty) for 15 minutes. The researchers wrote dissenting opinions and had both Black and white members deliver them to their groups. When a Black person presented a dissenting perspective to a group of white people, the perspective was perceived as more novel and led to broader thinking and consideration of alternatives than when a white person introduced that same dissenting perspective . The lesson: when we hear dissent from someone who is different from us, it provokes more thought than when it comes from someone who looks like us.

This effect is not limited to race. For example, in 2013 professors of management Denise Lewin Loyd of the University of Illinois, Cynthia Wang of Northwestern University, Robert B. Lount, Jr., of the Ohio State University and I asked 186 people whether they identified as a Democrat or a Republican, then had them read a murder mystery and decide who they thought committed the crime. Next, we asked the subjects to prepare for a meeting with another group member by writing an essay communicating their perspective. More important, in all cases, we told the participants that their partner disagreed with their opinion but that they would need to come to an agreement with the other person. Everyone was told to prepare to convince their meeting partner to come around to their side; half of the subjects, however, were told to prepare to make their case to a member of the opposing political party, and half were told to make their case to a member of their own party.

The result: Democrats who were told that a fellow Democrat disagreed with them prepared less well for the discussion than Democrats who were told that a Republican disagreed with them. Republicans showed the same pattern. When disagreement comes from a socially different person, we are prompted to work harder. Diversity jolts us into cognitive action in ways that homogeneity simply does not.

For this reason, diversity appears to lead to higher-quality scientific research. In 2014 Richard Freeman, an economics professor at Harvard University and director of the Science and Engineering Workforce Project at the National Bureau of Economic Research, along with Wei Huang, then a Harvard economics Ph.D. candidate, examined the ethnic identity of the authors of 1.5 million scientific papers written between 1985 and 2008 using Thomson Reuters’s Web of Science, a comprehensive database of published research. They found that papers written by diverse groups receive more citations and have higher impact factors than papers written by people from the same ethnic group. Moreover, they found that stronger papers are associated with greater numbers of not only references but also author addresses—geographical diversity is a reflection of more intellectual diversity.

The Power of Anticipation

Diversity is not only about bringing different perspectives to the table. Simply adding social diversity to a group makes people believe that differences of perspective might exist among them, and that belief makes people change their behavior.

Members of a homogeneous group rest somewhat assured that they will agree with one another, understand one another’s perspectives and beliefs, and be able to easily come to a consensus. But when members of a group notice that they are socially different from one another, they change their expectations. They anticipate differences of opinion and perspective. They assume they will need to work harder to come to a consensus. This logic helps to explain both the upside and the downside of social diversity: people work harder in diverse environments both cognitively and socially. They might not like it, but the hard work can lead to better outcomes.

In a 2006 study of jury decision-making, social psychologist Samuel Sommers of Tufts University found that racially diverse groups exchanged a wider range of information during deliberation about a sexual assault case than all-white groups did. In collaboration with judges and jury administrators in a Michigan courtroom, Sommers conducted mock jury trials with a group of real selected jurors. Although the participants knew the mock jury was a court-sponsored experiment, they did not know that the true purpose of the research was to study the impact of racial diversity on jury decision-making.

Sommers composed the six-person juries with either all white jurors or four white and two Black jurors. As you might expect, the diverse juries were better at considering case facts, made fewer errors recalling relevant information and displayed a greater openness to discussing the role of race in the case. These improvements did not necessarily happen because the Black jurors brought new information to the group—they happened because white jurors changed their behavior in the presence of the Black jurors. In the presence of diversity, they were more diligent and open-minded.

Group Exercise

Consider the following scenario: You are writing up a section of a paper for presentation at an upcoming conference. You are anticipating some disagreement and potential difficulty communicating because your collaborator is American and you are Chinese. Because of one social distinction, you may focus on other differences between yourself and that person, such as their culture, upbringing and experiences—differences that you would not expect from another Chinese collaborator. How do you prepare for the meeting? In all likelihood, you will work harder on explaining your rationale and anticipating alternatives than you would have otherwise.

This is how diversity works: by promoting hard work and creativity; by encouraging the consideration of alternatives even before any interpersonal interaction takes place. The pain associated with diversity can be thought of as the pain of exercise. You have to push yourself to grow your muscles. The pain, as the old saw goes, produces the gain. In just the same way, we need diversity—in teams, organizations and society as a whole—if we are to change, grow and innovate.

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• 14 min read

7 Great Diversity Essay Examples and Why They Worked

Supplemental "diversity" or "community" essays are becoming increasingly popular components of college and university applications. A diversity essay allows you to highlight how your individual circumstances, values, traditions, or beliefs could contribute to the vibrant mix of cultures on a college campus.

The importance of the diversity essay lies in its ability to showcase aspects of your identity that may not be fully captured elsewhere in your application . It provides a platform for you to express your authenticity, highlight any obstacles or challenges you've overcome, and demonstrate how your unique viewpoints could enrich the learning environment. 

This trend is in part driven by institutions' heightened efforts to increase the diversity of their student bodies, as many elite schools have historically favored wealthy and/or white applicants. These diversity essays provide a valuable opportunity for students to give context about their identity and background, which supports colleges' missions of fostering more inclusive campus environments.

The push for diversity essays has been compounded  by the recent Supreme Court decision ruling affirmative action policies unconstitutional. With this ruling blocking colleges from directly considering an applicant's race or ethnicity in admissions decisions, many institutions have turned to supplemental essays as an alternative way to gauge how a prospective student's unique experiences and perspectives could contribute to a richly diverse student body. While not explicitly factoring racial or ethnic backgrounds into admissions, compelling diversity essays enable colleges to indirectly account for the varied identities and circumstances that applicants would bring to enrich the campus community.

However, even students who do not hold identities historically underrepresented at colleges, or face discrimination, are encouraged to approach the diversity essay thoughtfully. These essays allow all applicants to shed light on their individualized experiences that could add meaningful value to the institution's diversity and culture. Ultimately, colleges aim to curate an incoming class of students whose collective array of backgrounds fosters an environment of mutual understanding, intellectual growth, and cross-cultural exchange.

In this blog, we’ll walk through 7 examples of strong diversity essays, and give a brief discussion of the strengths and weaknesses of each one. 

Note that for the sake of concision, only the first 150-250 words of each essay is included in the article. You can find links to the full text of each essay at the bottom of the page!

1. Finding My Voice (Hopkins)

I looked up and flinched slightly. There were at least sixty of them, far more than expected. I had thirty weeks to teach them the basics of public speaking. Gritting my teeth, I split my small group of tutors among the crowd and sat down for an impromptu workshop with the eighth graders. They were inexperienced, monotone, and quiet. In other words, they reminded me of myself…

I was born with a speech impediment that weakened my mouth muscles. My speech was garbled and incomprehensible. Understandably, I grew up quiet. I tried my best to blend in and give the impression I was silent by choice. I joined no clubs in primary school, instead preferring isolation. It took six years of tongue twisters and complicated mouth contortions in special education classes for me to produce the forty-four sounds of the English language.

This essay is highly effective in several ways. The author opens with a vivid, engaging anecdote that immediately draws the reader in and provides context for the essay's overarching theme of finding one's voice. The personal story of struggling with a speech impediment as a child and overcoming insecurities to become a confident public speaker on the debate team is powerful and memorable. The essay’s beginning, where Jerry is faced with the daunting task of teaching public speaking to a large group of eighth graders, is reminiscent of his own struggles with communication.  This scene immediately captures the reader's attention and establishes a connection between Jerry's personal journey and the theme of the essay.

Throughout the essay, Jerry skillfully weaves together his experiences of overcoming a speech impediment and finding his confidence through participation in the debate team. He candidly reflects on the challenges he faced, such as stuttering and feeling like a "deer in the headlights," and how he persevered through practice and determination. By sharing specific anecdotes, such as watching upperclassmen and adapting his speaking style, Jerry demonstrates his growth and development over time.

The continued arc of the essay conveys the broader significance of Jerry's journey by highlighting how his newfound confidence extended beyond the debate team to his interactions in school and leadership roles. Through his own experiences, Jerry founded a program to help other students overcome their insecurities and find their voices, thereby paying forward the empowerment he received. The conclusion nicely ties back to the introduction and leaves the reader with a positive, uplifting sense of the author's journey and values.

One potential area for improvement could be spending slightly more time underscoring specific insights, challenges, or ways this experience shaped the author's goals and worldview could make the essay even more impactful for admissions officers evaluating the author's ability to contribute to a diverse community.

2. Protecting the Earth

I never understood the power of community until I left home to join seven strangers in the Ecuadorian rainforest. Although we flew in from distant corners of the U.S., we shared a common purpose: immersing ourselves in our passion for protecting the natural world.

Back home in my predominantly conservative suburb, my neighbors had brushed off environmental concerns. My classmates debated the feasibility of Trump’s wall, not the deteriorating state of our planet. Contrastingly, these seven strangers delighted in bird-watching, brightened at the mention of medicinal tree sap, and understood why I once ran across a four-lane highway to retrieve discarded beer cans.

Their histories barely resembled mine, yet our values aligned intimately. We did not hesitate to joke about bullet ants, gush about the versatility of tree bark, or discuss the destructive consequences of materialism. Together, we let our inner tree-huggers run free.

This essay captures the transformative power of community and shared values through the author's experience in the Ecuadorian rainforest. The opening sets a vivid scene, drawing the reader into the narrator's journey of joining a diverse group of strangers united by their passion for environmental conservation. By contrasting the indifference of their conservative suburban community with the shared purpose and enthusiasm of their newfound companions, the essay immediately establishes a theme of community and belonging. The examples of the group's enthusiasm and "inner tree-huggers" bring an authentic voice to the narrative.

In the body of the essay, the author skillfully portrays the camaraderie and mutual support within the group, despite their diverse backgrounds . The shared experiences of bird-watching, discussions about medicinal tree sap, and collective efforts towards environmental advocacy highlight the strength of their bond and the alignment of their values. Through anecdotes and dialogue, the author effectively conveys the sense of empowerment and inspiration derived from being part of such a community.

The essay additionally conveys the personal growth and transformation experienced by the author as a result of their time in the rainforest community.  The realization that they can make a difference in the world, coupled with a newfound sense of purpose and determination, serves as a powerful conclusion to the narrative. The essay communicates the importance of community in shaping one's beliefs, values, and aspirations, while also highlighting the potential for individual agency and impact.

Where the essay could be strengthened is providing more insight into how this experience will shape the author's future contributions to building and leading communities. While it's impactful to convey the determination instilled to devote one's life to environmental advocacy, expanding on the specific ways the author hopes to foster community around this work would add depth. Additionally, reflecting on the personal growth sparked by stepping outside one's insular worldview could highlight the importance of diversity of perspectives.  Overall, however, this is a strong essay that captures the power of an eye-opening experience bonding with others over shared values and passions.

3. Activism (Rochester)

To Nigerians,

It’s been eight years since we’ve been subjected to the tyranny of bad governance. Our medical systems have been destroyed, economy devaluated, and freedom of speech banished. But we need not worry for long. Just 5 years left!

By 2027, I will have explored the strategies behind successful revolutions in Prof. Meguid’s Introduction to Comparative Politics Class ( PSCI101) in my world politics cluster, equipping me to successfully lead us through the revolution we’ve eagerly awaited and install a political system that will ensure our happiness. With the help of the Greene Center, I will have gained practical experience of the biomedical engineering career field by interning at Corning’s biochemical department, enabling me to contribute to the rebuilding of our medical system. I will have developed a Parkinson-stabilizing device from my experience analyzing human motion with MATLAB in Professor Buckley’s BME 201-P class. I hope to later extend this device to cater for poliomyelitis, a disease that has plagued us since 1982. I will have strengthened my ability to put corruption under check through music by developing my soprano voice at Vocal point.

This essay, earning the author admission to the University of Rochester, blends a personal narrative with a vision for the future, demonstrating the author's determination to address the challenges faced by Nigeria through education and practical experience. The author begins by painting a stark picture of the current state of governance in Nigeria, highlighting the systemic issues that have plagued the country for years. This sets the stage for the author's ambitious plan to enact change within their homeland.

The author's strategic approach to addressing these issues is given a college admissions focus by outlining their academic and professional goals at the University of Rochester.  By detailing specific courses, internships, and extracurricular activities, the author demonstrates a clear path towards acquiring the knowledge and skills necessary to lead a revolution and contribute to rebuilding Nigeria's medical system. This strategic planning reflects the author's commitment to effecting tangible change and underscores their preparedness for the challenges ahead.

To further strengthen its impact, the author could provide more context or examples of their previous activism or engagement with Nigerian issues, with clear links between the specific experiences and opportunities at the University of Rochester and their goals. 

4. Taking Care of Siblings (Cornell)

He’s in my arms, the newest addition to the family. I’m too overwhelmed. “That’s why I wanted you to go to Bishop Loughlin,” she says, preparing baby bottles. “But ma, I chose Tech because I wanted to be challenged.” “Well, you’re going to have to deal with it,” she replies, adding, “Your aunt watched you when she was in high school.” “But ma, there are three of them. It’s hard!” Returning home from a summer program that cemented intellectual and social independence to find a new baby was not exactly thrilling. Add him to the toddler and seven-year-old sister I have and there’s no wonder why I sing songs from Blue’s Clues and The Backyardigans instead of sane seventeen-year-old activities. It’s never been simple; as a female and the oldest, I’m to significantly rear the children and clean up the shabby apartment before an ounce of pseudo freedom reaches my hands. If I can manage to get my toddler brother onto the city bus and take him home from daycare without snot on my shoulder, and if I can manage to take off his coat and sneakers without demonic screaming for no apparent reason, then it’s a good day. Only, waking up at three in the morning to work, the only free time I have, is not my cup of Starbucks. 

The opening scene of the essay, where the author holds their newest sibling while their mother prepares baby bottles, immediately sets the tone for the essay and introduces the central theme of familial responsibility and sacrifice.

The author candidly reflects on the challenges of balancing their familial obligations with their desire for personal growth and independence.  The author's frustration and sense of overwhelm are palpable as they navigate the demands of caring for multiple siblings while also trying to pursue their own goals and aspirations. The contrast between the author's responsibilities as the oldest sibling and their longing for "sane seventeen-year-old activities" effectively highlights the tension between duty and personal desires.

The message of the essay effectively communicates the author's resilience and determination in the face of adversity.  Despite the challenges they face, the author demonstrates a sense of agency and resourcefulness, such as waking up at three in the morning to work and finding moments of freedom amidst their responsibilities. This resilience reflects the author's inner strength and determination to overcome obstacles and pursue their dreams.

5. East Asian Bibliophile / Not “Black Enough”

Growing up, my world was basketball. My summers were spent between the two solid black lines. My skin was consistently tan in splotches and ridden with random scratches. My wardrobe consisted mainly of track shorts, Nike shoes, and tournament t-shirts. Gatorade and Fun Dip were my pre-game snacks. The cacophony of rowdy crowds, ref whistles, squeaky shoes, and scoreboard buzzers was a familiar sound. I was the team captain of almost every team I played on—familiar with the Xs and Os of plays, commander of the court, and the coach’s right hand girl.

But that was only me on the surface.

Deep down I was an East-Asian influenced bibliophile and a Young Adult fiction writer.

Hidden in the cracks of a blossoming collegiate level athlete was a literary fiend. I devoured books in the daylight. I crafted stories at night time. After games, after practice, after conditioning I found nooks of solitude. Within these moments, I became engulfed in a world of my own creation. Initially, I only read young adult literature, but I grew to enjoy literary fiction and self-help: Kafka, Dostoevsky, Branden, Csikszentmihalyi. I expanded my bubble to Google+ critique groups, online discussion groups, blogs, writing competitions and clubs. I wrote my first novel in fifth grade, my second in seventh grade, and started my third in ninth grade. Reading was instinctual. Writing was impulsive.

In this essay, the complexities of identity and personal growth are presented through a multi-dimensional portrait of the author's cultural experiences and interests. The opening vividly describes the author's immersion in the world of basketball, showcasing their athleticism and leadership on the court . The essay quickly moves into substantive analysis, revealing the author's passion for literature and writing, as well as their deep connection to East Asian culture and philosophy.

Through anecdotes and reflections, the author skillfully juxtaposes their outward persona as an athlete with their internal world as a bibliophile and writer. This contrast highlights the complexity of identity and challenges stereotypes, demonstrating that individuals can possess a range of interests and talents beyond societal expectations. The author's journey of self-discovery, from devouring young adult literature to emulating authors like Haruki Murakami, adds depth to the narrative and underscores their intellectual curiosity and growth.

The internal and external conflicts faced by the author are developed in the essay body, including the pressure to conform to stereotypes and the challenges of balancing multiple passions. The author's experiences of being judged and bullied for not fitting into narrow expectations highlight the importance of embracing individuality and resisting societal norms. The author unpacks their overall resilience and determination to pursue their diverse interests despite obstacles, including overcoming ACL injuries and transitioning to homeschooling.  By detailing their involvement in various extracurricular activities and nonprofit initiatives, the author demonstrates their desire to make a positive impact and empower others to reach their potential.

6. Instagram Post

On “Silent Siege Day,” many students in my high school joined the Students for Life club and wore red armbands with “LIFE” on them. As a non-Catholic in a Catholic school, I knew I had to be cautious in expressing my opinion on the abortion debate. However, when I saw that all of the armband-bearing students were male, I could not stay silent.

I wrote on Instagram, “pro-choice does not necessarily imply pro-abortion; it means that we respect a woman’s fundamental right to make her own choice regarding her own body.”

Some of my peers expressed support but others responded by calling me a dumb bitch, among other names. When I demanded an apology for the name-calling, I was told I needed to learn to take a joke: “you have a lot of anger, I think you need a boyfriend.” Another one of my peers apparently thought the post was sarcastic (?) and said “I didn’t know women knew how to use sarcasm.”

One by one, I responded. I was glad to have sparked discussion, but by midnight, I was mentally and emotionally exhausted.

This is a strong essay, effectively recounting a journey of self-discovery and activism, beginning with a pivotal moment of speaking out against the majority opinion on abortion rights at their Catholic high school. The author's courage in challenging societal norms and expressing their beliefs, despite potential backlash, is evident from the outset. B y sharing a personal anecdote of facing criticism and derogatory comments on social media, the author gives a clear look at the emotional toll of standing up for one's beliefs in the face of adversity.

The essay integrates the author's reflections on their evolving understanding of social justice and feminism, sparked by their experiences and research following "The Post." Through engaging with feminist literature and studying historical movements like the Civil Rights Movement , the author demonstrates a growing awareness of systemic inequalities and the importance of dissent in effecting change. The author's decision to volunteer with Girls on the Run and engage in political activism, such as signing petitions and advocating against discriminatory policies, underscores their commitment to advancing social justice beyond their personal experiences.

This ambition reflects the author's desire to contribute to positive societal change and advocate for marginalized communities on a broader scale.  The essay effectively conveys a sense of optimism and determination for the future, encapsulated by the author's vision of becoming the first Asian woman on the Supreme Court.

The labels that I bear are hung from me like branches on a tree: disruptive, energetic, creative, loud, fun, easily distracted, clever, a space cadet, a problem … and that tree has roots called ADHD. The diagnosis of attention deficit hyperactivity disorder made a lot of sense when it was handed down. I was diagnosed later than other children, probably owing to my sex, which is female; people with ADHD who are female often present in different ways from our male counterparts and are just as often missed by psychiatrists.

Over the years, these labels served as either a badge or a bludgeon, keeping me from certain activities, ruining friendships, or becoming elements of my character that I love about myself and have brought me closer to people I care about. Every trait is a double-edged sword.

The years that brought me to where I am now have been strange and uneven. I had a happy childhood, even if I was a “handful” for my parents. As I grew and grew in awareness of how I could be a problem, I developed anxiety over behavior I simply couldn’t control. With the diagnosis, I received relief, and yet, soon I was thinking of myself as broken, and I quickly attributed every setback to my neurological condition.

The author begins the essay by candidly acknowledging the various labels and stereotypes associated with their condition, illustrating the challenges of navigating societal perceptions and self-perception.  By highlighting the gendered aspect of ADHD diagnosis and its impact on their experiences, the author sheds light on the complexity of neurodiversity and the importance of recognition and understanding.

Throughout the essay, the author reflects on the dual nature of their ADHD traits, acknowledging both the struggles and strengths associated with their condition. They eloquently describe how their ADHD has influenced various aspects of their life, from friendships to academic performance to sports achievements. By sharing personal anecdotes and reflections, the essay effectively captures the author's journey of self-acceptance and reframing their perspective on their ADHD. 

The author acknowledges the initial sense of relief upon receiving their diagnosis, followed by feelings of brokenness and self-doubt. However, through introspection and self-compassion, the author ultimately embraces their neurodiversity as a fundamental aspect of their identity. This shift in mindset from viewing their brain as "wrong" to recognizing its uniqueness and resilience is a powerful testament to the author's growth and resilience.

By volunteering at a mental health resource center and advocating for the normalization of neurodiversity, the author demonstrates a desire to create a more inclusive and compassionate society.  The essay effectively communicates a message of empathy, acceptance, and celebration of diversity, encouraging readers to embrace their own differences and those of others.

Links to full essays:

Essay Three

Essay Seven

One other option – Lumiere Research Scholar Program

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Alexej is a graduate of Princeton University, where he studied Linguistics, Cognitive Science, and Humanities & Sciences. Alexej works in college admissions consulting, and is passionate about pursuing research at the intersection of humanities, linguistics, and psychology. He enjoys creative writing, hiking, and playing the piano.

• college applications

The Importance of Cultural Diversity in the Workplace

Let’s face it, today’s business world is set on a global stage. Technology is just one factor that’s making our world smaller and giving companies of all sizes the freedom to recruit the best people, wherever they are. And as technology takes great strides into the future, the people who access it are jogging along in tandem.

Millennials are shaping the workplaces of today and the future. And the words on everyone’s lips is “cultural diversity.” It’s a trend that’s most definitely here to stay. But first, what exactly is cultural diversity?

For an actual definition, turn to The Oxford Dictionary. Here you’ll find it described as, “the existence of a variety of cultural or ethnic groups within a society” [1]. In other words, it’s a population where all differences are represented. From a business perspective, types of workplace diversity include, “race, ethnicity, age, ability, language, nationality, socioeconomic status, gender, religion, or sexual orientation” [2].

And with our political and worldwide backdrop, it’s imperative to understand what cultural diversity in business looks like. It’s not about tokenism and conforming to expectations.. From creating varied perspectives, to driving innovation, there’s a lot to be said for fostering this culture.

In this article, we’ll run through the importance of cultural diversity and its benefits. Designed as an expert guide to cultural diversity, we’ll answer those key questions. Through helping you improve understanding of this topic within your organization and develop a guide on how to promote cultural diversity in the workplace.    

What is cultural diversity?

Culture is what shapes us, it is the reason we have certain beliefs, influences how we behave and is what gives us our identity. Cultural diversity is the representation of different cultural and ethnic groups in society.

When talking about cultural diversity in the workplace, it is the inclusion of employees from different backgrounds, different races, different sexual orientations and different political views [3]. The term cultural diversity encourages an environment of inclusion, with representatives from a range of various backgrounds that come together to work as a team.

It’s easy to talk about the theory and definitions of cultural diversity, but when it comes to creating that within an organization, it very much depends on the practices used during the hiring process.

Why is cultural diversity important?

We’ve touched on the idea of the benefits cultural diversity offers, but equality and diversity are something that hasn’t just received lip service within the media. There’s been extensive research into its positive effects and the importance of business inclusivity .

Studies looking at why cultural diversity is important give us solid stats to work from when thinking about its benefits. For instance, economically, research shows that the 43 most diverse public corporations were 24% more profitable than the S&P 500 [4]. Other studies show that almost 95% of directors agree that diversity brings unique perspectives [5].

Ultimately, workplace diversity and inclusion allow businesses to build teams that bring different viewpoints and talents to the mix, increasing innovation and driving higher revenues.

Types of workplace diversity

To get a deeper understanding of what cultural diversity looks like, you need to start with a rundown of different types of recognized workplace diversity.

We are all defined by characteristics that go beyond the basic HR capture forms. We could write an everlasting list with all the types of cultural diversity with this theory in mind.

In HR terms, there are a few primary types of diversity characteristics to bear in mind [6]:

• Gender – women make up a bigger percentage of the workforce than ever before. But there is still a gap in terms of fair pay and the percentage of women in leadership roles.
• Race and ethnicity – as ethnic and racial identities evolve, standardized forms with ethnic groups fail to hit the mark. By opening the conversation with employees and candidates on race and ethnicity, this goes a step towards improving cultural diversity.
• LGBT – the LGBT community includes a complex range of people in terms of backgrounds, experiences and challenges. To work towards eliminating discrimination, careful attention needs to be paid towards a strategy as an LGBT employer.
• Age – both younger and older workers can be discriminated against in terms of preconceptions. Through steps like opening apprenticeships to all ages and providing cross-generation mentoring programs, these prejudices can be addressed.
• Workers with disabilities – disabilities can cover many differences, from the ability to form social relationships to physical disabilities. Part of this can be helped with a neurodiversity program, as well as fighting against negative perceptions.
• Mental health – focusing on mental health along with workplace wellness support can combat a variety of issues, from absenteeism to behavioral problems.
• Neurodiversity – recognizing and providing a supportive environment for those with neurological differences that include dyslexia, autism and Tourette’s helps organizations to celebrate differences and the benefits they can offer in well-matched job types.
• Thought style – different personalities and thought styles can enhance creativity if the individual and the role are well matched. In contrast, it can cause stress if ill-matched.

It’s worth noting that this is by no means an exhaustive list. To be truly diverse, researching and considering other differences from marital status, to education, language and accents, all come into the mix [7].  

Six benefits of cultural diversity in the workplace

The benefits of diversity are long and varied. But here are our headline three benefits to fostering a culturally diverse policy in your organization.

1. Cultural diversity helps develop and maximize skillsets  

A culturally diverse workplace empowers people to develop their talents and skills. A range of ideas and expertise enables those to learn from a more diverse collection of colleagues.

It can also boost problem-solving capabilities and increase happiness and productivity. In an environment where all voices are heard, this spirit of innovation and encouragement to contribute can drive business success [8].

2. Cultural diversity improves the recruitment process

Surveys show that two-thirds of candidates cite diversity as an important consideration during a job hunt [9]. By developing a strategy for cultural diversity, you can broaden your appeal to prospective employees, and reach out to more high-level candidates across the globe.

3. Cultural diversity can help you to retain talent  

Aside from attracting a broader talent pool in the first place, cultural diversity is the key to building the ideologies of respect between company and employee, and cooperation. In turn, this makes you a more attractive proposition to valuable candidates making you stand out in the marketplace.

4. Cultural diversity improves your teams creativity

Studies have shown the positive impact a culturally diverse workforce can have on a team and companies creativity. By bringing together people from different backgrounds you will see a more diverse series of solutions to issues and approaches to projects you might have.

A more diverse workforce allows you to bring new ways of thinking into the business that can be applied in many different ways. By listening to each employee's voice and way of thinking, a company will no longer be pigeon-holed in one direction.

A company that actively encourages diversity in the workplace will see more perspectives being discussed and more solutions being thought of than ever before. This can inspire employees to perform to the highest of their abilities.

5. Cultural diversity can help increase employee engagement

The best way to learn about other cultures and ethnicities is by talking to someone with that background. Research can only get you so far and has a far less personal touch. By communicating with someone with a different culture or background you not only gain firsthand knowledge, you connect with someone directly.

Employees who engage with others about their background during lunches or out of hours drinks will feel better connected to a company, feel truly listened to and in turn engage further with their colleagues and the business.

Employee engagement helps build trust, starting from the very top and moving all the way down throughout the company. Engagement is always positive for the company, it can lead to greater motivation, collaboration and loyalty.

6. Cultural diversity will improve your company’s reputation

A company that employs people from all different types of cultures and backgrounds will be considered a good employer. This reputation amongst employees will elevate a company’s standing and attract more people to come and work there.

Your company’s reputation amongst its customers is one of the most important things. Customer service and reputation can be greatly improved through a diverse workforce, with different employees being able to assist customers in a more personal way thanks to shared experiences and understanding.

Examples of cultural diversity at work

The proof is there for the taking if you want to see just how effective cultural diversity in the workplace can be. Here are three of our favorite examples to give you some inspiration.

Johnson & Johnson

Top of the list in a few guides on the subject. Johnson & Johnson bring a true company-wide approach to cultural diversity. From using technology to eliminate gender bias, to training interviewers to recognize and combat bias during the hiring process. 

With 4,000 languages available to users, Google brings a real-world solution to a global audience. This has been the driving force behind the company’s success. Their motto is inspiring, “never judge a search engine by its interface".

Ranked number 21 on DiversityInc’s 2019 list [10], Kellogg’s has more women in leadership roles than the national average. A third more. And they promote benefits such as longer maternity pay.  

How to manage and promote workplace diversity

As such a complex topic, there are naturally big challenges that come with developing a culturally diverse strategy in the workplace.

It is best to look at this from two different perspectives to help improve diversity, promote it and ensure the messages are being understood. It can be broken down into what the business can do and what the employees can do.

When it comes to what a business can do to manage and promote diversity across the organization, strategies that can be implemented include:

• Boosting your cultural competency
• Encouraging and embracing different viewpoints
• Offering implicit bias training
• Promoting the use of mentors [11] [12]

Employees also have their own responsibility when it comes to managing and promoting diversity. For many, there will be opportunities to introduce colleagues to their culture and background and teach them what they should know and understand such as:

• Organizing events celebrating their culture
• Volunteering in organizations that serve the needs of underrepresented groups, this can be done as a team building exercise

How to manage a culturally diverse team

Understanding that globalization has caused the positive cultural chasms that have created culturally diverse teams is part of the equation that organizations need to face. With greater employee mobility and even more organizations now making the effort to develop virtual teams, coming across more diverse teams is only going to grow.

However, there are challenges when it comes to developing the right management structure and identity when it comes to building a culturally diverse team. A multicultural team is a team whose members originate from various countries and cultures. Naturally, these people speak different languages as well.

It’s things like language which are sometimes easy to identify as part of how to manage a diverse team, but it’s not always easy to understand how you can best do it.

We are going to take a closer look at the kinds of things you need to know when it comes to managing a culturally diverse team. The biggest caveat will depend on the structure/diversity within the team as to how widespread some of these issues will occur when managing your own team.

Encourage cultural sensitivity from the offset

You need to start the process of cultural sensitivity from the offset, it’s not something that you can ingrain later in the career journey for many. From hiring to onboarding, it’s important to make this a priority. 

Understanding if a candidate is culturally sensitive during an interview is essential, especially in a large multicultural work environment. Another thing to promote is cross-cultural training in your on-boarding process. This will instil multicultural values right from the start and make it clear to new hires what is expected of them, as well as giving them the skills they need to work well in a multicultural environment.

Reinforce these values regularly. Have a clear company culture that respects diversity and communicates it often.

Consider and accommodate different cultural habits and requirements

A multicultural workplace should focus on bringing together culturally diverse needs that are directly related to work, but also more broader needs and habits. 

Think of things like food provided in the staff canteen or at work events that are culturally inclusive i.e. vegetarian and halal options. You may even want to consider quiet rooms for prayer or meditation to match cultural needs.

Consider different communication styles

There really is no one-size fits all approach when it comes to better managing culturally diverse teams. Importantly, different cultures have different ways of communicating, and your style of communication may not be the best appreciated by some.

That’s why you have to understand that there may be different communication styles in order to better manage people and the situation you may also find yourself in. It’s easier to try and learn the basics in different verbal and non verbal cues, or the use of phrases which can help in putting a point across or understanding if there are difficulties.

Plan around time zone differences

This is going to apply to the teams who work virtually and around the world but, remembering that different people are in different time zones is essential. It could be that you’re based on the west coast of the United States working with Europe. When they are about to log off for the day, you may be starting. Understanding the time differences can help you better achieve your goals.

Another thing to consider is if you’re working with teams who follow strict religious code and may be at prayer when you want them to work or have scheduled a meeting. Get a timezone application to help you better plan your working days with teams around the world.

Organize suitable training

The purpose of this type of training is to overcome cultural challenges at the office. This is a good way to get people to get to know each other and educate themselves about various cultural beliefs.

This training should highlight:

• How to minimize the culture barriers
• How to avoid stereotypes and prejudices
• How to appreciate your own and the skills of other cultures
• How to improve your social skills
• How to become a better listener
• How to aim your attention on common principles rather than differences
• It is important to keep this training bespoke to the needs of the team.

Avoid stereotypes

It is sometimes a bit too easy to get confused between cultural differences and stereotypes. Understanding how people behave and respond in a business environment is essential, especially when there are clear differences but making vast generalizations is counterproductive.

To avoid stereotyping, become acquainted with every team member and get to know them on an individual level. You will realize culture shapes behavior but ultimately does not dictate it.

Approach feedback sensitively

Being able to provide your team with honest and constructive feedback is essential part of leadership and management duties. Your colleagues deserve to know the truth about the quality of their work, be it positive or negative.

Honest feedback for a multicultural team is essential however, it needs to be done with a level of understanding. Different cultures and nationalities respond to feedback in different ways. Some cultures may find that constructive feedback can feel negative whilst others, like American culture will be positive verbally whilst negative in a written manner.

Understanding these differences can contribute to better feelings overall when managing different cultures and staff.

Cultural diversity in the workplace challenges

It’s not always an easy road to creating a culturally diverse workplace. While different companies will experience their difficulties along the way, there are some common themes to watch out for.

They include preconceptions from underrepresented cultures on being marginalized, misinterpretation across cultures and languages, the intricacies of employment law, and conflicting working styles and etiquette [13].

Working with Thomas

As a specialist that helps companies to realize the true potential in their people, we at Thomas are experts in helping you to develop culturally diverse strategies.

Our psychometric assessments increase diversity and inclusivity by removing unconscious bias from the recruitment process which can be influenced by a hiring manager’s background, cultural environment and personal experiences.

By mitigating bias and increasing a manager’s self-awareness, this leads to stronger decision making that isn’t reliant on gut reaction or instinct.

References:

• https://www.lexico.com/en/definition/cultural_diversity
• https://www.thebalance.com/cultural-diversity-3306201
• https://www.forbes.com/sites/forbescoachescouncil/2019/09/13/the-benefits-of-cultural-diversity-in-the-workplace/#68f8988671c0
• https://www.allegisgroup.com/en-gb/insights/blog/2018/april/workplace-diversity-types
• https://builtin.com/diversity-inclusion/types-of-diversity-in-the-workplace
• https://www.hult.edu/blog/benefits-challenges-cultural-diversity-workplace/#creativity
• https://www.glassdoor.com/about-us/twothirds-people-diversity-important-deciding-work-glassdoor-survey-2/   
• https://www.diversityinc.com/the-2019-top-50-diversityinc/
• https://www.bentley.edu/news/7-ways-promote-diversity-workplace
• https://www.hult.edu/blog/promoting-diversity-in-workplace/
• https://www.hult.edu/blog/benefits-challenges-cultural-diversity-workplace/#talent

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Essay Service Examples Sociology Diversity

Diversity in the Workplace Essay

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• Aghazadeh, S.-M. (2004). Managing workforce diversity is an essential resource for improving organizational performance. International Journal of Productivity and Performance Management, 53(6), 521–531. http://doi.org/10.1108/17410400410556183.
• Agrawal, V. (2012). Managing the diversified team: challenges and strategies for improving performance. Team Performance Management, 18(7), 384–400. http://doi.org/10.1108/13527591211281129
• Allen, R., Dawson, G., Wheatley, K., & White, C. (2007). Perceived diversity and organizational performance. Employee Relations, 30(1), 20–33.
• Cheney, G. (2011). Organizational communication in an age of globalization: Issues, reflections, practices. Long Grove, IL: Waveland Press.
• The Coca-Coca company. Diversity Councils and Business Resource Groups. (n.d.). Retrieved from http://www.coca-colacompany.com/our-company/diversity/diversity-councils-andbusiness-resource-groups
• Ely, R., & Thomas, D. (2001). Cultural diversity at work: the effects of diversity perspectives on work group processes and outcomes. Administrative Science Quarterly,46(2), 229–273.
• Jehn, K., Northcraft, G., & Neale, M. (1999). Why differences make a difference: a study of diversity, conflict, and performance in workgroups. Administrative Science Quarterly,44(4), 741–763.
• Jones, G., & George, J. (2009). Contemporary Management (6th ed.). New York: McGraw-Hill Companies, Inc.
• Kochan, T., Bezrukova, K., Ely, R., Jackson, S., Joshi, A., Jehn, K., … Thomas, D. (2003). The effects of diversity on business performance: report of the diversity research network. Human Resource Management, 42(1), 3–21.
• Sanchez, Y. & Guo, K.L. (2005). Workplace Communication. Boston, MA: Pearson.
• Schwenk, C. (1984). Devil’s advocacy in managerial decision-making. Journal of Management Studies, 21(2), 153–168.
• Parillo, V., & Donoghue, C. (2005). Updating the Bogardus social distance studies: a new national survey. The Social Science Journal, 42, 257– 271.
• Polzer, J. (2008). Making diverse teams click. Harvard Business Review, 34(1), 20–21.
• Wiersema, M., & Bantel, K. (1992). Top management team demography and corporate strategic change. Academy of Management Journal, 35(1), 91–121.
• Watson, W., Kumar, K., &Michaelsen, L. (1993). Cultural diversity’s impact on interaction process and performance: comparing homogeneous and diverse task groups. Academy of Management Journal, 36, 590–602.
• Verkuyten, M., &Kinket, B. (2000). Social distances in a multi-ethnic society: the ethnic hierarchy among Dutch preadolescents. Social Psychology Quarterly,63(1), 75–85.
• Zanoni, P., Janssens, M., Benschop, Y., &Nkomo, S. (2010). Guest editorial: unpacking diversity, grasping inequality: rethinking difference through critical perspectives. Organization, 17(1), 9–29.

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The Importance of Diversity in the Workplace

With the growing globalization of today’s economy, achieving diversity in the workplace is a smart move to make. If you’re a business owner not yet striving to diversify your workforce, you should definitely keep reading.

In this article, we’ll discuss the advantages of greater workplace diversity, as well as ideas for confronting the challenges that may arise as you work toward this goal. But first, let’s look at what exactly this entails.

Table of Contents

What Is a Diversified Workplace?

Most people think of a diversified workplace as a working environment that includes employees of different genders, ethnicities, and racial backgrounds. While this is true, there’s more to it than this.

The meaning of diversity has become more complex. A diversified workforce includes people with variety across a number of different categories, such as:

• Sexual orientation
• Educational backgrounds
• Skills and abilities

Embracing the changes related to diversity in the workplace will take your business to great heights.

The Advantages of Having a Diverse Workplace

When you put a variety of individuals together in the same room, you’ll get different perspectives and opinions that can benefit your business. This will allow your business to grow in a number of ways.

Below is a list of 5 advantages that a diversified workforce can bring to your company:

1. Greater Creativity and Innovation

Whenever a group of like-minded people are put together, they will generate similar ideas. This is because their thinking patterns are very much alike. However, if you change things up by mixing diverse individuals together, you’ll have a workforce that’s more prone to creativity and innovation — two important ingredients for success.

A heterogeneous workforce will be able to exchange unique perspectives and spark fresh ideas. A good example here is the Disney brand, which boasts a highly diversified enterprise with more than 200,000 employees worldwide.

2. Increased Productivity

Diversity and productivity go hand in hand. Research has found that diversifying your team can boost productivity by 35%.. A diverse workforce is more likely to understand your customers’ needs and come up with ideas to fulfill them. Diversity in the workplace will also increase employee morale and instill a desire to be more effective and work more efficiently. This will greatly increase the productivity of your business.

3. Reduced Employee Turnover

A workplace that encourages diversity and inclusion will make employees feel valued and accepted. This will ensure happiness among your workforce. Happy workers will stay with your company for longer, meaning you’ll spend less money and time on recruiting. By reducing your employee turnover, you’ll have more time and funds to invest elsewhere in your business.

4. Connect to a Wider Range of Consumers

If you want to target a wide range of consumers, you’ll need a diverse workforce. By hiring individuals of varying backgrounds, languages, etc. you can ensure that your company appeals to a wider target market. Because your employees come from different backgrounds, they’ll be able to connect with consumers from all walks of life.

5. Increased Revenue

Increasing revenue is a priority in any company. By reaping all the benefits of a diverse workforce, you will come closer to your ultimate goal of increasing profits. A recent study by the Boston Consulting Group found that companies with a diverse workforce and increased innovation generated 19% more revenue than companies with lower diversity scores. The proof is in the numbers.

The Challenges of Creating a Diverse Workforce

As with anything in life, creating a diverse workforce doesn’t come easy. Below is a list of 3 challenges you may face along the way:

1. Unfair Prejudices

Unfortunately, there are individuals who cannot tolerate people who are different from them. This can result in acts of racism, sexual harassment, or even religious discrimination.

If these difficulties develop in your company, it can create an uncomfortable (and even dangerous) work environment and damage your company’s reputation.

You will need to implement strict policies against any forms of discrimination in the workplace and take immediate action against those who don’t adhere to the rules.

2. Communication Barriers

Having a diverse team could mean that some of the members speak foreign languages. This could result in a communication gap between employees, which will negatively impact your company’s productivity.

You can avoid this by hiring multilingual individuals to perform translations. There are also various translation apps on the market that you can choose from. You can even consider sending employees to educational courses to learn new languages. As a side bonus, this will aid them in communicating with foreign customers.

Bridging the communication gap between employees will make your company grow and open up more doors to success.

3. Different Interpretations of Professional Etiquette

Different cultures have different traditions. In addition to that, they also have different values and etiquette when it comes to the workplace. This may cause misunderstandings between team members and potentially lead to conflict.

For example, in Japanese culture, it’s customary when visiting someone else’s office to wait until the host asks you to sit down. Therefore, a Japanese employee may find it offensive when a U.S. colleague enters their office and immediately takes a seat.

To overcome this and prevent conflict in the workplace, make sure that your employees understand and respect each other’s traditions.

How to Recruit Diverse Candidates

In order to attract diverse applicants in your hiring process, you’ll need to adjust your recruitment strategy. Below are a few suggestions you can consider:

• Widen your talent pool to source individuals from various backgrounds.
• Highlight the fact that your company is diversity-driven.
• Leverage diverse niche job boards.
• When selecting your interview panel, be sure to include diverse members.

Though you can recruit diverse employees through various channels on your own, it may be smarter to hire a recruitment agency instead.

At PrincePerelson, we have the necessary resources to assist you in searching for candidates that fit your requirements. We put in extra effort to fully understand your needs.

Our professional job recruiters also specialize in thorough, customized searches to ensure that your hiring requirements are met to the fullest. If you need any assistance in diversifying your workforce,  reach out to our team of experts .

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Diversity in the Workplace: Benefits and Advantages Report

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Diversity is an essential aspect of the contemporary business world. It has been acknowledged that it is instrumental in achieving organizational goals (Nelson and Campbell Quick 53). One of the benefits of the diversity in the workplace is the achievement of enhanced organizational flexibility. Companies with diverse workforce are more adaptable to the rapidly changing business environment, which is also highly diverse. Another advantage of diversity is its influence on the organization’s reputation, which results in the ability to attract new talents. Thus, companies with diverse workforce are regarded as better working environments, and high-profile professionals eagerly accept job offers (Nelson and Campbell Quick 53). Finally, diversity promotes innovation as well as creativity (Kaminska and Toustou 265). People of different backgrounds have different perspectives on issues, which enables them to come up with effective and creative solutions.

Organizations employ different approaches to attract senior managers and specialists. The choice of the approach depends on a variety of factors. For instance, one of these factors is the availability of resources. This is an effective approach as many people focus on the financial aspect of employment. Thus, companies choose to attract talents with the help of high salaries (Agarwal et al. 331). This approach is associated with some weaknesses as the funds invested can exceed the gains as the employee may fail to become a part of the team and work to the fullest. Another approach involves the focus on the organizational reputation. If a company has a reputation as the leader in the industry, it is likely to use this information to recruit people. Employees are often ready to work for less money as long as they work in a company with a certain reputation (Nelson and Campbell Quick 633). This is quite an effective method as it may lead to lower costs when recruiting people, but it can be rather difficult to maintain the reputation gained.

The third strategy to be mentioned is closely linked to the reputation-oriented method. The focus on benefits can help organizations attract high potential employees. Such organizations as Google are regarded as dream jobs as employees there have various perks including flexible hours, resting rooms, time for their own projects, and so on. This method can be quite costly for a company. Finally, another approach is the availability of promotion opportunities. Many people are ready to work for less money for a certain period if they know that there is an opportunity to get a promotion (Bozionelos and Baruch 78). This is an effective approach as it leads to lower costs and significant gains as a loyal high-profile professional is likely to remain in the organization. However, this strategy can be inappropriate for small organizations where promotion options are limited (Wapshott and Mallett 71).

Various factors have an influence on organizational approach to selection and recruitment. The upcoming growth and expansion can affect organizations’ recruitment and selection. In such cases, companies need a considerable number of employees with different skills and experience. The costs will depend on the positions that have to be filled in. Another factor is the supply of manpower. Thus, if certain professionals are scarce companies may need to use such methods as the focus on salaries, promotion opportunities and so on. The costs associated will be significantly higher than those related to recruiting other professionals who can be easily found in the labor market. Finally, legal environment is another potent factor that affects the organization’s selection and recruitment (Wilton 62). Companies have to comply with numerous laws and regulations concerning rights and responsibilities of the employer and employee. These regulations often shape such aspects as working hours, salary, diversity quotes and so on.

One of the most widespread recruitment methods is the use of job advertisements (Wilton 136). The ads are placed in resources that attract the most attention. Modern companies may use various websites (some of them are free) where they can place their job ads. Another strategy is the use of recruitment agencies. It is often costlier than the previous one, but if a company has to hire many employees and it has only a few HR specialists, it can be the only option. These two approaches are quite similar as the organization addresses the applicant. Unlike these two methods, personal recommendations do not require additional costs. Some companies encourage their employees to recommend someone they know inside as well as outside the organization. This method is cost effective as the new employee is likely to know some information concerning the company and will have realistic expectations. More so, this person will have an employee who will be able to help them integrate and become an effective team member. The major similarity between the three approaches is that the company addresses the applicant in this or another way.

The selection process usually involves a number of phases associated with particular methods. One of these is preliminary screening (Wilton 422). A recruiter analyzes an applicant’s CVs and chooses the most appropriate candidate to fit the position. This method is preferable for choosing people in accordance with their credentials. It can be difficult or nearly impossible to identify true skills and psychological features of the applicant. At the same time, it is the least time-consuming. The recruiter can analyze dozens of CVs whereas it is possible to have only a few interviews during a working day. Furthermore, the other approach involves a telephone (as well as Skype) interview. The recruiter can obtain more information, but interviewing will take more time than a simple analysis of a one- or two-page CV. However, it is more effective than the previous strategy as it helps the recruiter elicit more information. Face-to-face interviews can be the most informative. At that, this is also the most time-consuming approach as schedules of the recruiter (a department’s representative if necessary) and the applicant should be taken into account. When it comes to telephone or Skype interviews, schedules can be aligned more easily than those associated with face-to-face interviews.

Works Cited

Agarwal, Renu, Chris Bajada, Paul James Brown and Roy Green. “Global Comparison of Management Practices.” Handbook of Research on Managing Managers . Ed. Adrian Wilkinson, Keith Townsend and Gabriele Suder. Northampton: Edward Elgar Publishing, 2015. 327-351. Print.

Bozionelos, N., and Y. Baruch. “Managing Managerial Careers.” Handbook of Research on Managing Managers . Ed. Adrian Wilkinson, Keith Townsend and Gabriele Suder. Northampton: Edward Elgar Publishing, 2015. 62-87. Print.

Kaminska, Renata, and Beatrice Toustou. “Managing Diversity for Creativity and Innovation in a Complex World.” Handbook of Research on Managing Managers . Ed. Adrian Wilkinson, Keith Townsend and Gabriele Suder. Northampton: Edward Elgar Publishing, 2015. 264-283. Print.

Nelson, Debra L., and James Campbell Quick. Organizational Behavior: Science, the Real World, and You. Mason: Cengage Learning, 2013. Print.

Wapshott, Robert, and Oliver Mallett. Managing Human Resources in Small and Medium-Sized Enterprises: Entrepreneurship and the Employment Relationship. New York: Routledge, 2015. Print.

Wilton, Nick. An Introduction to Human Resources Management. Thousand Oaks: SAGE, 2016. Print.

• Human Resource Management: Recruitment
• Selection Process
• Selection Tools: The Interview as an Unreliable and Invalid Tool
• Self-Efficacy: Implications for Organizational Behavior and HRM
• Coaching Role Within the Organisation
• Chartered Institute of Personnel Development Profession Map
• Different Behavioural Responses to Change
• Resourcing Talent in Organisations
• Chicago (A-D)
• Chicago (N-B)

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Spring 2025 Semester

Undergraduate courses.

Composition courses that offer many sections (ENGL 101, 201, 277 and 379) are not listed on this schedule unless they are tailored to specific thematic content or particularly appropriate for specific programs and majors.

• 100-200 level

ENGL 201.ST2 Composition II: The Mind/Body Connection

Dr. sharon smith.

In this online section of English 201, students will use research and writing to learn more about problems that are important to them and articulate ways to address those problems. The course will focus specifically on issues related to the body, the mind, and the relationship between them. The topics we will discuss during the course will include the correlation between social media and body image; the psychological effects of self-objectification; and the unique mental and physical challenges faced by college students today, including food insecurity and stress.

English 201 S06 and S11: Composition II with an emphasis in Environmental Writing

S06: MWF at 10–10:50 a.m. in Yeager Hall Addition 231

S11: MWF at 12–12:50 p.m. in Crothers Engineering Hall 217

Gwen Horsley

English 201 will help students develop skills to write effectively for other university courses, careers, and themselves. This course will provide opportunities to further develop research skills, to write vividly, and to share their own stories and ideas. Specifically, in this class, students will (1) focus on the relationships between world environments, land, animals and humankind; (2) read various essays by environmental, conservational, and regional authors; and (3) produce student writings. Students will improve their writing skills by reading essays and applying techniques they witness in others’ work and those learned in class. This class is also a course in logical and creative thought. Students will write about humankind’s place in the world and our influence on the land and animals, places that hold special meaning to them or have influenced their lives, and stories of their own families and their places and passions in the world. Students will practice writing in an informed and persuasive manner, in language that engages and enlivens readers by using vivid verbs and avoiding unnecessary passives, nominalizations, and expletive constructions.

Students will prepare writing assignments based on readings and discussions of essays included in Literature and the Environment and other sources. They will use The St. Martin’s Handbook to review grammar, punctuation, mechanics, and usage as needed.

Required Text: Literature and the Environment: A Reader On Nature and Culture. 2nd ed., edited by Lorraine Anderson, Scott Slovic, and John P. O’Grady.

LING 203.S01 English Grammar

TuTh 12:30-1:45 p.m.

Dr. Nathan Serfling

The South Dakota State University 2023-2024 Undergraduate Catalog describes LING 203 as consisting of “[i]nstruction in the theory and practice of traditional grammar including the study of parts of speech, parsing, and practical problems in usage.”

“Grammar” is a mercurial term, though. Typically, we think of it to mean “correct” sentence structure, and, indeed, that is one of its meanings. But Merriam-Webster reminds us “grammar” also refers to “the principles or rules of an art, science, or technique,” taking it beyond the confines of syntactic structures. Grammar also evolves in practice through application (and social, historical, economic changes, among others). Furthermore, grammar evolves as a concept as scholars and educators in the various fields of English studies debate the definition and nature of grammar, including how well its explicit instruction improves students’ writing. In this course, we will use the differing sensibilities, definitions, and fluctuations regarding grammar to guide our work. We will examine the parts of speech, address syntactic structures and functions, and parse and diagram sentences. We will also explore definitions of and debates about grammar. All of this will occur in units about the rules and structures of grammar; the application of grammar rhetorically and stylistically; and the debates surrounding various aspects of grammar, including, but not limited to, its instruction.

ENGL 210 Introduction to Literature

Jodi andrews.

Readings in fiction, drama and poetry to acquaint students with literature and aesthetic form. Prerequisites: ENGL 101. Notes: Course meets SGR #4 or IGR #3.

ENGL 222 British Literature II

TuTh 9:30-10:45 a.m.

This course serves as a chronological survey of the second half of British literature. Students will read a variety of texts from the Romantic period, the Victorian period, and the twentieth and twenty-first centuries, placing these texts within their historical and literary contexts and identifying the major characteristics of the literary periods and movements that produced them.

ENGL 240.ST1 Juvenile Literature

Randi l. anderson.

A survey of the history of literature written for children and adolescents, and a consideration of the various types of juvenile literature.

ENGL 240.ST1 Juvenile Literature: 5-12 Grade

In English 240 students will develop the skills to interpret and evaluate various genres of literature for juvenile readers. This particular section will focus on various works of literature at approximately the 5th-12th grade level.

Readings for this course include works such as Night, Brown Girl Dreaming, All American Boys, Esperanza Rising, Anne Frank’s Diary: A Graphic Adaptation, Animal Farm, Fahrenheit 451, The Giver, The Hobbit, Little Women, and Lord of the Flies . These readings will be paired with chapters from Reading Children’s Literature: A Critical Introduction to help develop understanding of various genres, themes, and concepts that are both related to juvenile literature, and also present in our readings.

In addition to exploring various genres of writing (poetry, non-fiction, fantasy, historical, non-fiction, graphic novels, etc.) this course will also allow students to engage in a discussion of larger themes present in these works such as censorship, race, rebellion and dissent, power and oppression, gender, knowledge, and the power of language and the written word. Students’ understanding of these works and concepts will be developed through readings, discussion posts, quizzes and exams.

ENGL 240.ST2 Juvenile Literature Elementary-5th Grade

April myrick.

A survey of the history of literature written for children and adolescents, and a consideration of the various genres of juvenile literature. Text selection will focus on the themes of imagination and breaking boundaries.

ENGL 242.S01 American Literature II

TuTh 11 a.m.-12:15 p.m.

Dr. Paul Baggett

This course surveys a range of U.S. literatures from about 1865 to the present, writings that treat the end of slavery and the development of a segregated America, increasingly urbanized and industrialized U.S. landscapes, waves of immigration, and the fulfilled promise of “America” as imperial nation. The class will explore the diversity of identities represented during that time, and the problems/potentials writers imagined in response to the century’s changes—especially literature’s critical power in a time of nation-building. Required texts for the course are The Norton Anthology of American Literature: 1865 to the Present and Toni Morrison’s A Mercy.

WMST 247.S01: Introduction to Women, Gender and Sexuality Studies

As an introduction to Women, Gender and Sexuality studies, this course considers the experiences of women and provides an overview of the history of feminist thought and activism, particularly within the United States. Students will also consider the concepts of gender and sexuality more broadly to encompass a diversity of gender identifications and sexualities and will explore the degree to which mainstream feminism has—and has not—accommodated this diversity. The course will focus in particular on the ways in which gender and sexuality intersect with race, class, ethnicity, and disability. Topics and concepts covered will include: movements for women’s and LGBTQ+ rights; gender, sexuality and the body; intersectionality; rape culture; domestic and gender violence; reproductive rights; Missing and Murdered Indigenous Women (MMIW); and more.

ENGL 283.S01 Introduction to Creative Writing

MWF 1-1:50 p.m.

Prof. Steven Wingate

Students will explore the various forms of creative writing (fiction, nonfiction and poetry) not one at a time in a survey format—as if there were decisive walls of separation between then—but as intensely related genres that share much of their creative DNA. Through close reading and work on personal texts, students will address the decisions that writers in any genre must face on voice, rhetorical position, relationship to audience, etc. Students will produce and revise portfolios of original creative work developed from prompts and research. This course fulfills the same SGR #2 requirements ENGL 201; note that the course will involve creative research projects. Successful completion of ENGL 101 (including by test or dual credit) is a prerequisite.

English 284: Introduction to Criticism

This course introduces students to selected traditions of literary and cultural theory and to some of the key issues that animate discussion among literary scholars today. These include questions about the production of cultural value, about ideology and hegemony, about the patriarchal and colonial bases of Western culture, and about the status of the cultural object, of the cultural critic, and of cultural theory itself.

To address these and other questions, we will survey the history of literary theory and criticism (a history spanning 2500 years) by focusing upon a number of key periods and -isms: Greek and Roman Classicism, The Middle Ages and Renaissance, The Enlightenment, Romanticism, Realism, Formalism, Historicism, Political Criticism (Marxism, Post-Colonialism, Feminism, et al.), and Psychological Criticism. We also will “test” various theories we discuss by examining how well they account for and help us to understand various works of poetry and fiction.

• 300-400 level

ENGL 330.S01 Shakespeare

TuTh 8-9:15 a.m.

Dr. Michael S. Nagy

This course will focus on William Shakespeare’s poetic and dramatic works and on the cultural and social contexts in which he wrote them. In this way, we will gain a greater appreciation of the fact that literature does not exist in a vacuum, for it both reflects and influences contemporary and subsequent cultures. Text: The Riverside Shakespeare: Complete Works. Ed. Evans, G. Blakemore and J. J. M. Tobin. Boston: Houghton Mifflin, 1997.

ENGL 363 Science Fiction

MWF 11-11:50 a.m.

This course explores one of the most significant literary genres of the past century in fiction and in film. We will focus in particular on the relationship between science fiction works and technological and social developments, with considerable attention paid to the role of artificial intelligence in the human imagination. Why does science fiction seem to predict the future? What do readers and writers of the genre hope to find in it? Through readings and viewings of original work, as well as selected criticism in the field, we will address these and other questions. Our reading and viewing selections will include such artists as Ursula K. LeGuin, Octavia Butler, Stanley Kubrick and Phillip K. Dick. Students will also have ample opportunity to introduce the rest of the class to their own favorite science fiction works.

ENGL 383.S01 Creative Writing I

MWF 2-2:50 p.m.

Amber Jensen

Creative Writing I encourages students to strengthen poetry, creative nonfiction, and/or fiction writing skills through sustained focus on creative projects throughout the course (for example, collections of shorter works focused on a particular form/style/theme, longer prose pieces, hybrid works, etc.). Students will engage in small- and large-group writing workshops as well as individual conferences with the instructor throughout the course to develop a portfolio of creative work. The class allows students to explore multiple genres through the processes of writing and revising their own creative texts and through writing workshop, emphasizing the application of craft concepts across genre, but also allows students to choose one genre of emphasis, which they will explore through analysis of self-select texts, which they will use to deepen their understanding of the genre and to contextualize their own creative work.

ENGL 475.S01 Creative Nonfiction

Mondays 3-5:50 p.m.

In this course, students will explore the expansive and exciting genre of creative nonfiction, including a variety of forms such as personal essay, braided essay, flash nonfiction, hermit crab essays, profiles and more. Through rhetorical reading, discussion, and workshop, students will engage published works, their own writing process, and peer work as they expand their understanding of the possibilities presented in this genre and the craft elements that can be used to shape readers’ experience of a text. Students will compile a portfolio of polished work that demonstrates their engagement with course concepts and the writing process.

ENGL 485.S01 Writing Center Tutoring

MW 8:30-9:45 a.m.

Since their beginnings in the 1920s and 30s, writing centers have come to serve numerous functions: as hubs for writing across the curriculum initiatives, sites to develop and deliver workshops, and resource centers for faculty as well as students, among other functions. But the primary function of writing centers has necessarily and rightfully remained the tutoring of student writers. This course will immerse you in that function in two parts. During the first four weeks, you will explore writing center praxis—that is, the dialogic interplay of theory and practice related to writing center work. This part of the course will orient you to writing center history, key theoretical tenets and practical aspects of writing center tutoring. Once we have developed and practiced this foundation, you will begin work in the writing center as a tutor, responsible for assisting a wide variety of student clients with numerous writing tasks. Through this work, you will learn to actively engage with student clients in the revision of a text, respond to different student needs and abilities, work with a variety of writing tasks and rhetorical situations and develop a richer sense of writing as a complex and negotiated social process.

ENGL 492.S01 The Vietnam War in Literature and Film

Tuesdays 3-5:50 p.m.

Dr. Jason McEntee

In 1975, the United States officially included its involvement in the Vietnam War, thus marking 2025 as the 50th anniversary of the conclusion (in name only) of one of the most chaotic, confusing, and complex periods in American history. In this course, we will consider how literature and film attempt to chronicle the Vietnam War and, perhaps more important, its aftermath. I have designed this course for those looking to extend their understanding of literature and film to include the ideas of art, experience, commercial products, and cultural documents. Learning how to interpret literature and movies remains the highest priority of the course, including, for movies, the study of such things as genre, mise-en-scene (camera movement, lighting, etc.), editing, sound and so forth.

We will read Dispatches , A Rumor of War , The Things They Carried , A Piece of My Heart , and Bloods , among others. Some of the movies that we will screen are: Apocalypse Now (the original version), Full Metal Jacket , Platoon , Coming Home , Born on the Fourth of July , Dead Presidents , and Hearts and Minds . Because we must do so, we will also look at some of the more fascinatingly outrageous yet culturally significant fantasies about the war, such as The Green Berets and Rambo: First Blood, Part II .

ENGL 492.S02 Classical Mythology

TuTh 3:30-4:45 p.m.

Drs. Michael S. Nagy and Graham Wrightson

Modern society’s fascination with mythology manifests itself in the continued success of novels, films and television programs about mythological or quasi-mythological characters such as Hercules, the Fisher King, and Gandalf the Grey, all of whom are celebrated for their perseverance or their daring deeds in the face of adversity. This preoccupation with mythological figures necessarily extends back to the cultures which first propagated these myths in early folk tales and poems about such figures as Oðin, King Arthur, Rhiannon, Gilgamesh, and Odysseus, to name just a few. English 492, a reading-intensive course cross-listed with History 492, primarily aims to expose students to the rich tradition of mythological literature written in languages as varied as French, Gaelic, Welsh, Old Icelandic, Greek, and Sumerian; to explore the historical, social, political, religious, and literary contexts in which these works flourished (if indeed they did); and to grapple with the deceptively simple question of what makes these myths continue to resonate with modern audiences. Likely topics and themes of this course will include: Theories of myth; Mythological Beginnings: Creation myths and the fall of man; Male and Female Gods in Myth; Foundation myths; Nature Myths; The Heroic Personality; the mythological portrayal of (evil/disruptive) women in myth; and Monsters in myth.

Likely Texts:

• Dalley, Stephanie, trans. Myths from Mesopotamia: Creation, the Flood, Gilgamesh, and Others. Oxford World’s Classics, 2009
• Faulkes, Anthony, trans. Edda. Everyman, 1995
• Gregory, Lady Augusta. Cuchulain of Muirthemne: The Story of the Men of the Red Branch of Ulster. Forgotten Books, 2007
• Jones, Gwyn, Thomas Jones, and Mair Jones. The Mabinogion. Everyman Paperback Classics, 1993
• Larrington, Carolyne, trans. The Poetic Edda . Oxford World’s Classics, 2009
• Matarasso, Pauline M., trans. The Quest of the Holy Grail. Penguin Classics, 1969
• Apollodorus, Hesiod’s Theogony
• Hesiod’s Works and Days
• Ovid’s Metamorphoses, Homeric Hymns
• Virgil’s Aeneid
• Iliad, Odyssey
• Apollonius of Rhodes Argonautica
• Ovid’s Heroides
• Greek tragedies: Orestaia, Oedipus trilogy, Trojan Women, Medea, Hippoolytus, Frogs, Seneca's Thyestes, Dyskolos, Amphitryon
• Clash of the Titans, Hercules, Jason and the Argonauts, Troy (and recent miniseries), Oh Brother, Where Art Thou?

ENGL 492.ST1 Science Writing

Erica summerfield.

This course aims to teach the fundamentals of effective scientific writing and presentation. The course examines opportunities for covering science, the skills required to produce clear and understandable text about technical subjects, and important ethical and practical constraints that govern the reporting of scientific information. Students will learn to present technical and scientific issues to various audiences. Particular emphasis will be placed on conveying the significance of research, outlining the aims, and discussing the results for scientific papers and grant proposals. Students will learn to write effectively, concisely, and clearly while preparing a media post, fact sheet, and scientific manuscript or grant.

Graduate Courses

Engl 575.s01 creative nonfiction.

In this course, students will explore the expansive and exciting genre of creative nonfiction, including a variety of forms such as personal essay, braided essay, flash nonfiction, hermit crab essays, profiles, and more. Through rhetorical reading, discussion, and workshop, students will engage published works, their own writing process, and peer work as they expand their understanding of the possibilities presented in this genre and the craft elements that can be used to shape readers’ experience of a text. Students will compile a portfolio of polished work that demonstrates their engagement with course concepts and the writing process.

ENGL 592.S01: The Vietnam War in Literature and Film

Engl 704.s01 introduction to graduate studies.

Thursdays 3-5:50 p.m.

Introduction to Graduate Studies is required of all first-year graduate students. The primary purpose of this course is to introduce students to modern and contemporary literary theory and its applications. Students will write short response papers and will engage at least one theoretical approach in their own fifteen- to twenty-page scholarly research project. In addition, this course will further introduce students to the M.A. program in English at South Dakota State University and provide insight into issues related to the profession of English studies.

ENGL 792.ST1 Grant Writing

This online course will familiarize students with the language, rhetorical situation, and components of writing grant proposals. Students will explore various funding sources, learn to read an RFP, and develop an understanding of different professional contexts and the rhetorical and structural elements that suit those distinct contexts. Students will write a sample proposal throughout the course and offer feedback to their peers, who may be writing in different contexts, which will enhance their understanding of the varied applications of course content. Through their work in the course, students will gain confidence in their ability to find, apply for, and receive grant funding to support their communities and organizations.