Inclusive Workforce Research Articles

Creating an inclusive workforce in 2024: Are pharmacy teams across England committed to embedding equality, diversity, and inclusion?

Abstract Introduction The Pharmacy Workforce Race Equality Standard (PWRES) published in 2023 provided evidence of the varied experiences that registered pharmacy professionals in NHS trusts face, particularly in relation to gender and ethnicity.1 Following this, the Inclusive Pharmacy Practice delivery group at NHS England set out to raise awareness of the data and to support regions in developing action plans to drive improvements in equality, diversity and inclusion (EDI) within pharmacy teams. Aim The aim of this study was to identify current initiatives within NHS providers that promote EDI within the pharmacy workforce with a view to enabling the sharing of good practice, and identifying implementation barriers. Methods A questionnaire was created by the Chief Pharmaceutical Officer’s Clinical Fellows and distributed by the 6 regional chief pharmacists within NHS England to their networks. The questionnaire was also promoted in regional pharmacy leadership meetings. Responses were collected between 1st February and 31st May 2024. Data was collected on an Excel spreadsheet. London was excluded from data collection as a similar questionnaire was distributed in 2023. No ethical approval was needed for non-sensitive anonymised data. Results There were 77 responses: 75% (n = 58) from hospital trusts, 13% (n = 10) from integrated care boards and the remaining 9 responses included the Local Pharmaceutical Committee, Hospice and Mental Health Trust. 86% of respondents (n = 66) indicated that their organisation has EDI initiatives in place. These have been summarised into six key themes: 1) EDI network/steering group (n = 44), 2) action plan (n = 14), 3) EDI training/accreditation (n =14), 4) reverse/reciprocal mentoring (n = 11), 5) awareness days (n = 10) and 6) inclusive recruitment practices (n = 10). In contrast, only half of respondents indicated that their team had EDI initiatives. The impact of any initiatives was measured by feedback from staff (e.g. Internal staff survey, NHS staff survey, focus groups, open staff forums) and regular staff demographic data collection. 55% of respondents (n = 36) indicated that recruitment panel members received compulsory EDI training for interviews and 54% of respondents (n = 35) received mandatory recruitment training. Barriers and challenges identified with implementing EDI initiatives included organisational change, workforce capacity, competing priorities and staff apathy. Discussion The survey results highlight a strong commitment to EDI initiatives at an organisational level, with most organisations having established EDI frameworks. However, the lower prevalence of EDI initiatives within individual pharmacy teams suggests a gap in implementation. This discrepancy indicates a need for better dissemination and integration of EDI practices within pharmacy team settings. There is evidence of varied practice in terms of EDI training requirements of interview panellists, and these variations are opportunities where improvements can be made in terms of IPP. The survey was only sent to the managed NHS sector and is not reflective of primary care or community pharmacy. One of the next steps is for regions to use the results of the questionnaire in combination with the PWRES data to develop and implement local action plans to address these issues. Reference 1. NHS England. Pharmacy Workforce Race Equality Standard Report 2023. [Accessed 4th June 2024]. Available from https://www.england.nhs.uk/long-read/pharmacy-workforce-race-equality-standard-report/

12 tips for integrating the 12 Practitioner Values to improve clinical supervision for neurodiverse learners

With the NHS Long Term Workforce Plan requiring clinical placements to accommodate up to 50% more learners, the pressure on clinical educators to maintain high-quality learning environments is becoming increasingly intense. Neurodiverse learners face significant barriers in busy, fast-paced environments, making the cultivation of supportive and adaptive learning spaces essential to ensure all learners have the opportunity to thrive in a healthcare system under immense demand. This article is aimed at empowering clinical educators to lead inclusive placements through implementation of advanced supervision skills to support neurodiverse learners. These are presented as 12 practical strategies, each aligned with the 12 Practitioner Values, for fostering inclusive professional relationships. By offering actionable ‘tips’, this article addresses both the moral imperative to meet diverse learning needs and the systemic necessity of building a more inclusive workforce.

Design and implementation of an asynchronous online course-based undergraduate research experience (CURE) in computational genomics.

As genomics technologies advance, there is a growing demand for computational biologists trained for genomics analysis but instructors face significant hurdles in providing formal training in computer programming, statistics, and genomics to biology students. Fully online learners represent a significant and growing community that can contribute to meet this need, but they are frequently excluded from valuable research opportunities which mostly do not offer the flexibility they need. To address these opportunity gaps, we developed an asynchronous course-based undergraduate research experience (CURE) for computational genomics specifically for fully online biology students. We generated custom learning materials and leveraged remotely accessible computational tools to address 2 novel research questions over 2 iterations of the genomics CURE, one testing bioinformatics approaches and one mining cancer genomics data. Here, we present how the instructional team distributed analysis needed to address these questions between students over a 7.5-week CURE and provided concurrent training in biology and statistics, computer programming, and professional development. Scores from identical learning assessments administered before and after completion of each CURE showed significant learning gains across biology and coding course objectives. Open-response progress reports were submitted weekly and identified self-reported adaptive coping strategies for challenges encountered throughout the course. Progress reports identified problems that could be resolved through collaboration with instructors and peers via messaging platforms and virtual meetings. We implemented asynchronous communication using the Slack messaging platform and an asynchronous journal club where students discussed relevant publications using the Perusall social annotation platform. The online genomics CURE resulted in unanticipated positive outcomes, including students voluntarily discussing plans to continue research after the course. These outcomes underscore the effectiveness of this genomics CURE for scientific training, recruitment and student-mentor relationships, and student successes. Asynchronous genomics CUREs can contribute to a more skilled, diverse, and inclusive workforce for the advancement of biomedical science.

Artificial intelligence and automation: creating a more resilient United States workforce

This study investigates the impact of Artificial Intelligence (AI) and automation on the United States workforce, aiming to contribute to the creation of a more resilient workforce. The problem statement identifies the potential negative consequences of job displacement and socioeconomic disparities resulting from the integration of AI and automation technologies. The objective is to assess the extent of this impact, analyse existing initiatives and policies, and propose recommendations for fostering workforce resilience. A qualitative approach using manual content analysis is employed to review relevant literature. Findings reveal the multifaceted nature of AI's impact, the diverse landscape of upskilling initiatives, and the importance of collaborative efforts. Implications include the need for adaptive policies, targeted programs, and cohesive collaborations to ensure a resilient and inclusive workforce amidst technological advancements. This study contributes to knowledge by providing nuanced insights into the challenges and strategies associated with AI and automation's impact on the US workforce.

Advancing equity in spine surgery: unraveling the impact of affirmative action reversal

Affirmative action has been pivotal in addressing historical and systemic discrimination, particularly within healthcare. This paper delves into the impact of affirmative action policies on diversity in spine surgery, elucidating their critical role in fostering inclusivity and equal opportunities for individuals of underrepresented racial and ethnic groups. Historically, affirmative action has been instrumental in breaking down barriers to education and careers in medicine. Landmark cases such as Brown v. Board of Education have been influential in shaping these policies. However, the recent reversal of affirmative action poses a substantial threat to diversity in medical school admissions, potentially diminishing the presence of minority groups in spine surgery.We examine the historical foundation and transformative impact of affirmative action, focusing on key legal cases and their influence on educational and professional inclusivity. The current landscape of diversity in medical education and spine surgery highlights the role of affirmative action in cultivating an inclusive workforce. Counterarguments to affirmative action are critically evaluated, emphasizing the extensive benefits of diversity in enhancing patient care, driving research innovation, and informing policy advocacy. To counteract the adverse effects of the affirmative action reversal, we propose proactive initiatives, including targeted support for college students, medical students, residents, and practicing surgeons. These strategies are designed to ensure the recruitment and retention of a diverse workforce in spine surgery, thereby enriching patient care and advancing the field.

Understanding participation and corporatization in service of diversity in free/libre and open source software development projects

Issues associated with a lack of diversity and inclusivity persist in the domain of free/libre and open source software (FLOSS) development and in software development generally. Researchers have suggested that the corporatization of FLOSS affords opportunities for creating an inclusive workforce. To understand the potential for firms to increase diversity, we conducted a mixed-methods study of diversity and corporate engagement in FLOSS projects. We integrate the results of a qualitative survey and a big data analysis to understand developer perceptions of corporate engagement and its association with gender and geographic diversity. In the qualitative component, we collected responses from 64 FLOSS contributors to elicit their perspectives on corporate engagement. In the quantitative component, we analyzed GitHub data from 38 projects and 9,990 contributors to investigate differences in participation and diversity based on corporate engagement. We find that contributors vary across dimensions that can inform diversity interventions: stances toward corporations and orientation towards individual/collective benefits. Our results suggest that corporate engagement may limit a project's contributor base and geographic diversity. Yet, organizations subsidizing FLOSS have opportunities to increase access to projects which would benefit diversity. This research serves to identify individual and organizational factors which may harm and help diversity initiatives.

Human capital quality and cash holdings

In this paper, we examine whether human capital quality affects firms’ cash holdings. Using a sample of U.S. firms from 1980 to 2022, we find that a one standard deviation increase in human capital quality is associated with an increase of 0.053 in the cash-to-total assets ratio. We also explore two channels—skilled labour risk and agency costs—through which human capital quality affects cash holdings. Further, using the hiring of a chief diversity officer as a proxy for a diverse and inclusive workforce, we find that firms that hire chief diversity officers have higher cash holdings.

The impact of diversity, equity, and inclusion on spinal research - asking different questions

BACKGROUND CONTEXTIn recent years, the field of spine surgery has seen significant advancements in surgical techniques alongside a growing emphasis on diversity, equity, and inclusion (DEI). PURPOSEThis paper explores the significant impact of DEI on spine surgery, recognizing its potential to drive innovation, improve patient outcomes, and address healthcare disparities. STUDY DESIGNReview. SIGN/SETTINGThe review focuses on the impact of DEI on spine surgery, examining how diverse perspectives influence research and practice in the field. PATIENT SAMPLENot applicable. OUTCOME MEASURESNot applicable. METHODSThe review analyzes the role of DEI in driving innovation and improving patient outcomes in spine surgery and discusses ongoing challenges such as unconscious biases and systemic barriers. RESULTSShifting paradigms in research through diverse perspectives is crucial for broadening the scope of inquiry and challenging existing standards. Efforts to promote diversity, including targeted outreach and mentorship initiatives, are essential for cultivating a more inclusive workforce. CONCLUSIONSEmbracing diverse perspectives and asking unconventional questions are vital for achieving a comprehensive understanding of spinal health and delivering equitable healthcare. Ongoing challenges highlight the need for continued commitment to DEI principles.

TALENT MANAGEMENT IN DIGITAL AGE

In the rapidly evolving landscape of the digital age, talent management has emerged as a critical focal point for organizations seeking to thrive amidst technological disruption and intense market competition. This abstract provides an overview of the challenges and opportunities presented by talent management in the digital era. The digital age has ushered in unprecedented changes in how businesses operate, demanding a workforce equipped with advanced digital skills and adaptability to navigate complex technological environments. As such, talent management strategies must evolve to attract, develop, and retain individuals capable of driving innovation and sustaining competitive advantage. Key challenges in talent management in the digital age include identifying and assessing digital skills, fostering a culture of continuous learning and upskilling, and leveraging technology to optimize recruitment, performance management, and employee engagement processes. Moreover, organizations must contend with the rise of remote work and the gig economy, which require new approaches to talent acquisition and retention. Despite these challenges, the digital age also presents unique opportunities for talent management. Advances in data analytics enable organizations to gain insights into workforce trends and performance metrics, facilitating informed decision-making and personalized employee development strategies. Furthermore, digital platforms and collaboration tools empower employees to connect and collaborate across geographical boundaries, fostering innovation and knowledge sharing. To capitalize on these opportunities, organizations must adopt a holistic approach to talent management that integrates digital technologies with human-centric practices. This involves aligning talent strategies with business objectives, cultivating a supportive learning culture, and nurturing a diverse and inclusive workforce that reflects the evolving needs of the digital economy. In conclusion, talent management in the digital age requires a proactive and adaptive approach that embraces innovation, collaboration, and continuous learning. By addressing the challenges and seizing the opportunities presented by digitalization, organizations can build a dynamic and resilient workforce capable of driving sustainable growth in an increasingly competitive global market.

Future Development Strategies to Enhance National Workforce Sustainability: A Comprehensive Review

In an era marked by rapid technological advancements, shifting demographic landscapes, and evolving economic paradigms, the sustainability and competitiveness of a nation's workforce have emerged as critical determinants of its long-term prosperity. This research investigates future development strategies aimed at bolstering the national workforce, addressing key challenges and harnessing opportunities in the contemporary socio-economic milieu. Through a comprehensive review of literature, policy documents, and empirical studies, this study examines various dimensions of workforce development, including education and skill acquisition, technological integration, labor market dynamics, and policy frameworks. Drawing insights from diverse sectors and global contexts, the research identifies emerging trends, best practices, and innovative approaches to empower individuals, organizations, and governments in navigating the complexities of the 21st-century labor landscape. By synthesizing existing knowledge and proposing actionable recommendations, this study contributes to the discourse on fostering a resilient, adaptable, and inclusive workforce ecosystem essential for sustained national prosperity and societal advancement.

97 BUILD EXITO: a successful collaborative training program for STEM undergraduates to improve workforce diversity

OBJECTIVES/GOALS: To truly improve health equity and accessibility, we must develop a diverse and inclusive workforce. The BUILD EXITO program developed as a collaboration between a network of undergraduate programs and a CTSA hub and now has become a sustainable resource that will outlive NIH funding. We will disseminate our successful model. METHODS/STUDY POPULATION: The BUILD EXITO program has completed 10 years of NIH funding, a partnership between OCTRI and Portland State University (PSU), to create a new model of research training for underrepresented and disadvantaged students. This model provides an opportunity to learn about clinical and translational research academic careers; participate in a research enhancement and professional development curriculum;have a long-term authentic research experience; and receive enhanced mentorship. BUILD EXITO includes PSU, and local and 3 US Pacific territory 2-year colleges. We have developed a sustainable plan that includes these core elements after NIH support for the program ends. We have tracked long-term student outcomes for entry into graduate programs and the research workforce. RESULTS/ANTICIPATED RESULTS: We will describe the experimental model and the network of university and community colleges in BUILD EXITO, including PSU, U of Alaska, and colleges in US territories of Guam, Northern Mariana Islands, and American Samoa. All these universities and colleges have high proportions of underrepresented and disadvantaged students. We will present data on characteristics of the >600 students who have participated in BUILD EXITO to demonstrate the diversity of the cohort. We will also describe 4-year degree completion, engagement in the research workforce, and entry into graduate or professional programs. We will show how this has positively affected faculty inclusion of students in research, institutional policies at the 2-year and 4-year programs, and how this model has become sustainable. DISCUSSION/SIGNIFICANCE: The BUILD EXITO program developed as a collaboration of the CTSA hub at OHSU and a highly diverse undergraduate programs. We have developed a successful model for training a diverse research workforce and will disseminate this sustainable model.

Marriott Hotel’s Practices in Mitigating Discrimination Through Inclusionary Employee Resource Groups

Human resources experts play a crucial role in fostering safe, healthy, and equitable workplaces, emphasizing inclusivity, diversity, and anti-discrimination. Marriott International serves as a prime example by prioritizing ongoing education to create a diverse and inclusive workforce, empowering employees to cater to a global clientele. Their initiatives inspire and educate HR professionals from other companies while reinforcing Marriott's commitment to bias reduction through continuous training in areas like unconscious bias, cultural competency, harassment prevention, and prejudice awareness. Marriott's dedication extends to providing resources and training to address workplace discrimination, promoting tolerance and diversity. The company's unwavering focus on diversity, equity, and inclusion underscores the importance of senior management support and consistent promotion of these values. Marriott's transparency in disclosing diverse data sets a benchmark for organizational growth, serving as a guiding principle for HR professionals to drive similar initiatives in their respective organizations. Ultimately, Marriott's efforts illustrate the potential for creating more equitable and inclusive workplaces globally, where employees are valued, respected, and supported to thrive.

Lack of Diversity in Transplant Hepatology Fellowship Program Directorship.

Diversity in medicine has garnered significant attention in recent medical workforce research, as studies consistently reveal the beneficial impact of race-concordant visits on patient outcomes, adherence, and satisfaction. While diversity among residency and fellowship program directors has been studied in other fields, little is known about the diversity within niche fellowship programs such as transplant hepatology. This study aims to investigate the demographic information of program directors in transplant hepatology fellowship programs. We identified transplant hepatology fellowship programs and their program directors from the American College of Gastroenterology website. Multiple reviewers compiled demographic and training information from internet searches, which was analyzed using chi-square analysis. In assessing racial diversity, researchers identified perceived race using multiple indicators, including name, physical appearance, and affiliation with identity associations. Our study analyzed data from 72 program directors, with 61.11% being male. Among the program directors, 55.6% appeared non-Hispanic White, 36.11% appeared Asian, while apparent Hispanics and Blacks represented 5.56% and 4.17%, respectively. Our analysis also found that male program directors appeared largely non-Hispanic white (72.72%) and were significantly more likely to be professors (p = 0.045) rather than associate or assistant professors. Our findings indicate that transplant hepatology fellowship programs are primarily led by male and non-Hispanic White physicians. To attract underrepresented medical students and residents, it is critical to make meaningful efforts to improve diversity and ensure equitable representation of leaders. Future research should focus on developing strategies to build a more inclusive workforce while addressing existing leadership inequities.

Towards an Inclusion Framework for Strategic Hiring

Diversity, equity, and inclusion (DEI) have become a critical issue in today’s globalized and diverse workforce. The purpose of this study is to explore and analyze the best practices and implementation strategies of a strategic hiring approach that advances DEI in hiring, offering insights that can be applied across a range of industries and sectors, ultimately contributing to a more equitable and inclusive workforce. This study aims to provide a comprehensive review of the literature on DEI and strategic hiring practices, identify the key factors that facilitate the successful implementation of DEI practices in strategic hiring, as well as the common barriers that hinder success. The research instrument included semi-structured interviews, surveys with Likert scale ratings, and document analysis to gather qualitative and quantitative data. The sample consisted of HR managers, recruiters, and hiring managers from the Business Process Outsourcing (BPO) industry, with a sample size of 25 participants selected through purposive sampling. The study incorporated an exploratory, descriptive, and interpretive research design to explore the best practices and implement strategies of strategic hiring for DEI. The results indicate that organizations can adopt strategies that promote DEI through strategic hiring. By identifying and highlighting these best practices, this study can help organizations create more diverse, equitable, and inclusive workplaces, which can lead to numerous benefits for employees, customers, and society as a whole. Keywords: Diversity, Equity and Inclusion (DEI), Diverse Workforce, Inclusive Workplaces, Strategic Hiring, Implementation Strategies

Challenges and Opportunities of Managing a Diverse and Inclusive Workforce in Japan

Purpose: The aim of the study was to investigate challenges and opportunities of managing a diverse and inclusive workforce in Japan
 Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.
 Findings: Managing diversity and inclusion in Japan is challenging due to cultural norms, language barriers, and talent shortages. However, it also offers opportunities for innovation and global competitiveness. Initiatives are gaining momentum, supported by government policies, making progress possible despite the obstacles.
 Unique Contribution to Theory, Practice and Policy: Social identity theory, intersectionality theory & inclusive leadership Theory may be used to anchor future studies on challenges and opportunities of managing a diverse and inclusive workforce in Japan. Organizations should move beyond surface-level diversity efforts and implement holistic strategies that address both demographic diversity and cognitive diversity. Implement policies that promote diverse hiring practices.

A Report on the Keynote Address and Symposium on Research in Health Disparities in the USA

Ensuring a diverse cancer research workforce remains challenging despite national recommendations and pathway programs dedicated to this mission. A panel composed of researchers, educators, and implementation scientists convened at the Binaytara Foundation’s 2023 Summit on Cancer Health Disparities to discuss funded pathway opportunities, share case examples, and outline best practices to achieve a diverse workforce and support research in cancer health equity. The panelists highlighted existing pathway opportunities through the National Cancer Institute’s Center to Reduce Health Disparities and illustrated specific funded examples, such as the University of Utah’s Huntsman Cancer Institute’s PathMaker program, the University of Utah’s postbaccalaureate program, and NIH diversity supplement mechanisms. Programmatic examples were illustrated with success stories from the panel. The panelists concluded with the following insights for successful pathway implementation: 1) Since a diverse research workforce benefits society, investing in training and funding mechanisms is critical to promote individual and societal success in making progress towards cancer health equity; 2) A holistic, inclusive, and pathway-focused approach can successfully support, retain, and promote students, trainees, and faculty underrepresented in medicine and science; and 3) An inclusive workforce is best prepared to meet the needs of the diverse communities we serve.

Gaps in diversity representation and data insufficiencies in the U.S. forest sector workforce analysis

When comprehensive and accurate data on diversity and representation is available, it significantly enhances our understanding of business challenges, thereby bolstering policy decisions and strategy formulation across all organizational tiers. Using the U.S. forest sector as a case study, we illustrate that there are significant gaps in diversity and representation within the private forest sector, particularly in terms of gender and race. These disparities exist across various domains and categories, including different forest industries, job roles, and business ownership structures. Our analysis brings to light the inadequacies of the current workforce data, emphasizing their limitations in keeping pace with the changing socio-economic landscape. We examine these areas of oversight and emphasize the profound implications they have for guiding both research and practices aimed at cultivating a sustainable and inclusive workforce.

Aquaculture in Shared Waters: Lessons for Diverse and Inclusive Workforce Training

Aquaculture in Shared Waters: Lessons for Diverse and Inclusive Workforce Training

Evaluating Inpatient Care Team Models in Hematology and Oncology Fellowship Programs in the United States

Introduction. In response to a growing and increasingly older population with complex medical needs, the hematology and oncology (HO) care system has integrated the hospitalist model into inpatient systems alongside HO trainees and faculty. The inclusive workforce is comprised of hospitalists and advanced practice providers (APPs) who co-manage patients with specialists or form separate non-trainee (NT) teams. Despite multiple advantages of the hospitalist model, the optimal care team structure and the impact on HO fellowship training have not been previously explored. We aimed to survey HO fellowship programs in the United States to identify the structure of inpatient HO staffing models implemented at their institution, and collect data on perceptions of the NT model within the fellowship programs. Methods. We constructed and distributed two national web-based surveys targeting all adult HO fellowship program directors (PDs) and fellows from Accreditation Council for Graduate Medical Education (ACGME)-accredited programs. The surveys were designed to assess various aspects of HO inpatient services, including team compositions, individual responsibilities, and availability of NT services. We also assessed the PDs' and fellows' perception on the impact of NT teams on their training and education. The surveys were emailed weekly between 6/20/23-7/29/23. Results.We identified 147 HO training programs.A total of 35 PDs and 101 fellows responded our survey (Table 1). The majority of PDs (83%) were from university training programs in the Midwest (43%) and Northeast (33%), with fellow class sizes of 6-12 (47%). Most (67%) programs had both trainee (T) and NT teams included in their inpatient medicine models (Figure 1). The most commonly reported NT team was the bone marrow transplant and cellular therapy service (BMT) (57%), supported primarily by APPs (55%). Only 33% of respondents reported a dedicated sickle cell disease (SCD) inpatient team within their institution. Hospitalists were included in the care model of the inpatient oncology (27%), inpatient malignant hematology (23%) and SCD (13%) teams. Most PDs agreed that the fellows are primarily responsible for most inpatient tasks and over 50% agreed that APPs are responsible for direct patient care, admissions and discharge planning. 83% of PDs reported that their program had an appropriate balance between inpatient and outpatient care. Half (50%) of PDs reported that fellows had a positive perception of NT teams at their institution, and 35% were neutral. The fellows who responded were predominantly second-year fellows (43%) in Northeastern (43%) university hospitals (92%) from programs with 6-12 fellows (63%). Most (71%) respondents had both T and NT teams included in their inpatient model. Inpatient malignant hematology (53%) and inpatient solid oncology (53%) teams were the most commonly reported NT teams, followed by BMT (40%) (Figure 1). Fellows reported their primary responsibilities to include procedures and tumor board discussions (94%), communication with outpatient teams (91%) and resident education and supervision (89%). APPs were primarily responsible for discharge planning (63%), admissions (59%) and direct patient care (58%). Most (85%) fellows agreed that their program had an appropriate balance between inpatient and outpatient care. Most fellows (69%) reported the impact of NT teams on fellows' inpatient and training experience to be neutral. Fellows from institutions without NT teams responded that the addition on NT team would have a positive impact in their training experience (69%). Most PDs and fellow respondents perceived a financial barrier to the implementation of NT teams at their institutions. Conclusions.Our findings highlight the existing heterogeneity in the distribution and composition of services among HO programs nationwide. PD respondents and fellows without NT teams perceived these teams as a beneficial addition to the program, in contrast to fellows in programs with existing NT teams who reported a neutral impact. Further investigation of the reasons for this discrepancy is essential to identify areas of improvement. Additional insights from the ongoing survey will be presented during the meeting.

An Equity-Focused Approach to Graduate Student Recruitment and Retention

Kinesiology programs seeking to prepare an inclusive workforce are committed to recruiting and retaining graduate students who represent the demographic diversity of our country, communities, and undergraduate universities. Plans for enhancing diversity, including partnerships between historically Black undergraduate institutions and graduate programs located on predominantly White campuses, must incorporate equity-focused strategies. In this article, four Black women with various experiences as students and faculty at predominantly White institutions and historically Black colleges and universities offer their advice on equity-focused approaches to graduate student recruitment and retention. This article is meant to provide nuanced understandings of the benefits and challenges of such approaches for students and faculty of color.