Week 5: DEIB Trends in the Workplace
Giancarlo Martini
American Public University
HRMT640 Organizational Strategies for Diversity and Inclusion
Dr. Melissa Brooks
Week 5: DEIB Trends in the Workplace
An organizational strategy allows for the planning to shape the way the company operates, innovates, and sustains its growth. According to the book: Corporate Social Responsibility: Organizational Strategy for Sustainable Growth, both domestic and international corporations have attempted to examine the various outcomes of corporate social responsibility in the organizational strategic aspect. This examination includes a deep look into an organization’s workplace diversity dynamics. Workplace diversity has grown into a vital part of a strong organizational strategy for any company. In the globalized economy of today, organizations have increasingly recognized the impact that diverse workforces bring to the overall success of the organization. Diverse workforces bring a variety of perspectives, experiences, and different problem-solving approaches that enhance the creativity and innovativeness of the organization. However, achieving true diversity and inclusion remains a challenge for many organizations. Recent trends in diversity focus on the broad spectrum of identities and experiences that employees bring to the workplace. In these identities and experiences are included racial and gender diversity, age diversity, neurodiversity and the inclusion of marginalized groups such as LGBTQ+ individuals and those who suffer from disabilities. As a result, diversity management has shifted towards creating inclusive environments where all employees feel valued, respected, and able to contribute fully.
In the context of my own professional experience, there have been several distinct attempts to include DEIB initiatives in the workplace. These efforts included addressing racial and gender disparities, fostering inclusion for people with disabilities, and improved representation of the LGBTQ+ community. However, there has also been ongoing challenges like the underrepresentation of African American individuals in leadership roles and the difficulty in creating truly accessible environments for neurodiverse individuals and those with physical disabilities. This literature review aims to explore the current trends in workplace diversity, with specific emphasis on the themes observed personally in work environments I have experienced in the past. By looking at current research done on racial and ethnic diversity, gender disparity, neurodiversity, disability inclusion, LGBTQ+ representation, and age diversity, this review provides a comprehensive understanding of the challenges and opportunities that organizations face in the field of diversity. This review also offers insights into how organizations can move past the compliance-driven diversity programs to more meaningful and deep inclusion efforts.
Racial and Ethnic Diversity
Racial and Ethnic inequality remains a challenge in main organizations. Despite the growing awareness and movements of equality, these challenges still drive a wedge in the workforce. According to a McKinsey study on diversity, companies that prioritize racial and ethnic diversity are 36% more likely to outperform their peers in profitability, highlighting the business case for diversity beyond moral or ethical considerations. This is attributed to the broader range of perspectives, skills, and problem-solving abilities that a diverse workforce brings, which enhances innovation and decision-making. Besides hiring, another issue is the lack of representation of racial and ethnic minorities in leadership positions. The “glass ceiling” effect continues to limit the progression of minorities to this day. Research from the Center for Talent Innovation found that only 3.2% of senior leadership roles in Fortune 500 companies are held by African Americans, while Latino individuals hold 3.5%. This underrepresentation at the top levels of organizations not only limits diverse perspectives in strategic decision-making but also sends a message to junior employees about the lack of potential opportunities based on their racial or ethnic background.
In one of my previous workplaces (the Air Force), some efforts were made to address these disparities. One initiative that the Air Force implemented widespread was the use of unconscious bias training. The Air Force has mandated that all employees take yearly unconscious bias training to educate employees about potential biases they might unknowingly hold. The goal the Air Force has with this policy is to create a more level playing field for all potential leadership candidates. In another workplace (nonprofit sector), racial and ethnic disparity was addressed by the creation of an Employee Resource Group solely dedicated to people of underrepresented racial and ethnic groups. These groups acted as safe spaces for employees to connect with other employees of similar backgrounds and discuss challenges or opportunities within the organization.
While these efforts are great, there are still obstacles that hinder real improvement. While offering training can increase the awareness of some people, that awareness does not always translate to practice in the field. Also, support groups while helpful, can sometimes have the opposite of the intended effect. These groups could sometimes drive people away from the organization rather than bring them together.
Gender Diversity
Anther area for concern is gender disparity. Women remain underrepresented in all levels of the workforce. “Women chief executive officers (CEOs) are on the rise with 6.6 percent of CEO positions are currently held by women (Zillman, 2019).” However, that is still only a meager 6.6 percent. With this slow growth rate some economists estimate that it could take more than 100 years to fully close the gender gap.
In my professional career, there have been several employers that have tried to reduce the gender gap. Some of the ways that they achieved this was by introducing special programs designed specifically for women to advance into leadership roles and providing women with extended maternity leave programs that allow a mother to take extended maternity leave with no repercussions. Programs like these allow women to create a culture of empowerment, where women feel supported in their career development and are encouraged to pursue leadership opportunities.
Neurodiversity and Disability Inclusion
There is a growing focus on neurodiversity throughout the world. Organizations have begun to recognize the value in embracing employees with neurodiversity. Rather than viewing these conditions as deficits, the neurodiversity movement advocates for appreciating the unique strengths and contributions that neurodiverse individuals can bring to a workplace. However, many organizations still struggle with creating an inclusive environment that fully accommodates the needs of neurodiverse employees, as well as those with physical disabilities. One of the largest challenges in this field is that most workplaces are built to the standards of “traditional” norms. This type of rigidity in the workplace might not be the best for a neurodivergent employee.
While working in the nonprofit sector, I saw the increased emphasis on creating more inclusive environments for neurodiverse people as well as for those with physical disabilities. By utilizing “work strengths” quizzes and conversations, the employer was better able to assign neurodiverse employees to the jobs that would best suite them. Another initiative put into practice was the use of flexible work arrangements. By providing employees the opportunity to have flexible hours or remote work options, it limited the sensory sensitivity issues of some employees.
LGBT+ Inclusion
LGBT+ inclusion has gained significant traction in recent years, with the use of online social movements and the open advocation for equal rights, the queer community has been able to gain a foothold in inclusion. However, there is still a lack of understanding and workplace discrimination that hinders the progress of full inclusion.
In my own experience, the inclusion of LGBTQ+ individuals have been facilitated through diversity training programs and the active promotion of inclusive language and practices. However, there is still work to be done to ensure that these efforts foster a genuine sense of belonging for all employees rather than just check a box for the leadership team.
Age Diversity
Age diversity in the workplace has become a more important factor as the global workforce age increases. However, ageism in the workplace continues to be an issue for organizations. Ageism can be especially prevalent in industries that emphasize technological innovation or where rapid change is the norm. Older workers may be perceived as resistant to adopting new technologies or as less likely to embrace new ways of working. These stereotypes not only harm the professional prospects of older employees but also deprive organizations of the opportunity to benefit from the diverse perspectives and experiences that a multigenerational workforce offers.
In my own experience, age diversity has surfaced as an issue in a primary area: career advancement. When it comes to career advancement, I have witnessed the opposite effect, where younger employees are often passed over for leadership positions or opportunities for professional growth, even when they have the qualifications and experience to excel in these roles. This can create a sense of stagnation for younger workers, who may feel that their contributions are undervalued or that their career prospects are limited simply because of their age.
Summary
In conclusion, workplace diversity has quickly become a critical part of organizational strategy. From racial and gender diversity to neurodiversity, LGBTQ+ inclusion, and age diversity, the benefits of fostering an inclusive workforce outweigh any negatives one might think of. Diverse teams drive innovation, creativity and enhance the problem-solving capabilities of the organization. The key to overcoming these challenges lies in moving beyond compliance-driven diversity programs and fostering long-term, systemic change. Organizations must commit to embedding diversity, equity, inclusion, and belonging (DEIB) into their core values, ensuring that policies and practices genuinely support employees of all backgrounds. By encouraging intergenerational collaboration, providing mentorship and sponsorship opportunities, and promoting lifelong learning, organizations can create environments where all employees feel valued and empowered to contribute fully.
References
Dixon-Fyle, S., Dolan, K., Hunt, D. V., & Prince, S. (2020, May 19). Diversity wins: How inclusion matters. McKinsey & Company. https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-wins-how-inclusion-matters
Gradinarova, B. (2015). E-Learning : Instructional Design, Organizational Strategy and Management (B. Gradinarova, Ed.). IntechOpen.
Halem, J. (2023). LGBTQ+ Workplace Inclusion and the Great Resignation. American Journal of Health Promotion, 37(4), 572–574. https://doi.org/10.1177/08901171231159711c
Hartman, R. L., & Barber, E. G. (2020). Women in the workforce. Gender in Management, 35(1), 92–118. https://doi.org/10.1108/GM-04-2019-0062
Park, B. I., Xiao, S. S., Park, B. I., & Xiao, S. S. (2022). Corporate Social Responsibility: Organizational Strategy for Sustainable Growth. MDPI - Multidisciplinary Digital Publishing Institute.
The latest equality, Diversity & Inclusion Research. Coqual. (2021, June 14). https://coqual.org/our-research/
Zillman. (2019). The fortune 500 has more female leaders than ever before. https://doi.org/info:doi/