Abstract

Social justice concerns but also perceived business advantage are behind a widespread drive to increase workplace diversity. However, dominance in terms of ethnicity, gender or other aspects of diversity has been resistant to change in many sectors. The different factors which contribute to low diversity are often hotly contested and difficult to untangle. We propose that many of the barriers to change arise from self-reinforcing feedbacks between low group diversity and inclusivity. Using a dynamic model, we demonstrate how bias in employee appointment and departure can trap organizations in a state with much lower diversity than the applicant pool: a workforce diversity “poverty trap”. Our results also illustrate that if turnover rate is low, employee diversity takes a very long time to change, even in the absence of any bias. The predicted rate of change in workforce composition depends on the rate at which employees enter and leave the organization, and on three measures of inclusion: applicant diversity, appointment bias and departure bias. Quantifying these three inclusion measures is the basis of a new, practical framework to identify barriers and opportunities to increasing workforce diversity. Because we used a systems approach to investigate underlying feedback mechanisms rather than context-specific causes of low workforce diversity, our results are applicable across a wide range of settings.

Highlights

  • Numerous companies, professions, government agencies and leadership teams worldwide are actively working to increase workforce diversity [1]

  • When initial employee diversity is high enough, our model predicts that workforce composition will slowly approach that of the applicant pool

  • Few organisations will remain constant in size over these long time periods, as assumed in this model, but that does not detract from the key results: turnover rate determines how quickly workforce composition can change, and for typical turnover rates it can take many decades for diversity to increase, even in absence of bias

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Summary

Introduction

Professions, government agencies and leadership teams worldwide are actively working to increase workforce diversity [1]. Incentives to increase diversity include access to larger talent pool, improvements in team creativity, innovation and problem-solving, return on investment in training and greater connection to clients and customers: this is the “business case” for diversity [2,3,4,5]. Women account for approximately half of all science and medicine graduates in some countries [9,10], but remain poorly represented in leadership roles and in traditionally male fields, such as mathematics and surgery [11,12,13], and males from European or Englishspeaking countries dominate scientific publications globally [14,15]. Gender diversity in the medical profession has increased, but indigenous people and other ethnic groups are underrepresented [11,16,17]

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