In recent years, there has been a push for organizations to commit to and deliver on diversity, equity, and inclusion (DEI) goals. When done right, it can have a significantly positive impact on employees and overall business success. This article, developed by our People & Culture Practice Group, explores five research papers to offer leaders evidence-based practices to enhance their DEI strategies, attract and retain diverse talent, and drive innovation and growth.

Research Paper 1: (Re)locating the Decision Makers in Ecotourism: Emphasising “Place” and “Grace” in a Global Industry’s DEI Efforts

Researchers examined the hiring practices of a global tourism organization to evaluate their approach to diversity, equity, and inclusion (DEI). The organization had been using anonymous recruitment processes to improve DEI outcomes, however, the research showed these methods were not successful. In contrast to anonymous approaches, some recruiters used personal connections and community engagement to source candidates, resulting in two hires from diverse backgrounds. The organization found that integrating local networks and valuing cultural and place-based expertise over conventional requirements can improve DEI outcomes. Additionally, mentorship and targeted recruitment within diverse networks fosters a more inclusive workforce.

Research Paper 2: Diversity, Equity and Inclusion in Artificial Intelligence: Evaluation of the Guidelines.

This paper examined the application of DEI principles within AI. Researchers found that most AI guidelines follow a ‘fair representation and treatment’ paradigm, aimed at respecting norms and values of equity and social justice and complying with anti-discrimination laws. However, this approach focuses only on compliance rather than proactive diversity enhancement. Recommendations to improve DEI principles when writing AI guidelines included increasing transparency of AI decisions, diversifying AI teams, and providing DEI training. 

Interested in learning more about DEI and Artificial Intelligence? Read our recent report: The Intersection of Artificial Intelligence and Diversity, Equity, Inclusion and Belonging

Research Paper 3: U.S. Federal Employees With Disabilities: How Perceptions of DEI and Accessibility Affect Differences in Job Satisfaction

Researchers found that federal employees with disabilities are significantly less satisfied with their jobs and work environments compared to their peers, primarily due to inadequate efforts across all aspects of Diversity, Equity, Inclusion, and Accessibility (DEIA). The study reveals that diversity alone is insufficient, as equitable promotion, proactive accessibility measures, and inclusive leadership practices are critical for improving workplace satisfaction and motivation among disabled employees. In one example provided, employees could not access the organization’s offices due to a lack of accessible entrances. Researchers suggest implementing an “espouse and enacting” commitment to inclusion, which involves integrating diverse perspectives through focus groups and taking continuous actions to support DEIA.

Research Paper 4: The Business Case for Diversity Backfires: Detrimental Effects of Organizations’ Diversity Rhetoric 

This paper examines the consequences of using the business case for diversity versus the fairness case for diversity. Researchers found that 80% of the Fortune 500 use the business case for diversity, whereas only 1-5% use the fairness case. Drawing upon employee survey data, communication solely focused on the business case has negative impacts on its employees, significantly undermining the sense of belonging among underrepresented groups. Organizations should consider communicating less on the business case of DEI efforts and instead commit to diversity without justification.

Research Paper 5: Integrating Workforce Health into Employer Diversity, Equity and Inclusion Efforts. 

This research paper highlights the importance of evaluating the different needs of various population groups when it comes to designing employee healthcare programs, rather than having a one-size-fits-all approach. The researchers recommend using focus groups and surveys to understand the health preferences and needs of different subgroups and when possible include race, ethnicity, and socioeconomic data in health program design to ensure equitable outcomes. Furthermore, organizations should evaluate how workplace policies affect employee health and implement equitable practices. 

“This research shows why continually assessing the impact of DEI programs is so important. In many cases, the strategies pursued did not have the desired positive effects. Successful DEI programs are nuanced, action-oriented, carefully monitored, and led by diverse leaders. When executed well, organizations can improve innovation and growth, and further support the communities they work in.” – Christine Hayward, Executive Director, IIC Partners

In summary: 5 Key Learnings

1. There is a reason Equity and Inclusion are tied to Diversity: Diverse hiring strategies must be matched with deep investments in accessibility and other inclusionary practices to empower long-term employee success.
2. Incorporate diverse perspectives: Diverse perspectives must be included at every level of the organization to identify obstacles and barriers in the workplace. An “espouse and enact” commitment to inclusion helps integrate insights and desired values into actionable strategies.
3. Move beyond compliance in AI policies: Shift from compliance-only approaches to AI guidelines to proactive diversity enhancement. This includes diversifying AI teams and increasing transparency in AI decision-making processes.
4. Build deep connections with diverse communities: Integrate local networks and value cultural and alternative areas of expertise over conventional requirements in recruitment. Personal connections and community engagement are powerful tools in diverse talent acquisition.
5. Seek feedback on DEI communication strategies: Avoid focusing solely on the business case for diversity, as it can undermine the sense of belonging among underrepresented groups.

Learn more about our People & Culture Practice Group.

Full Citations:

1. Mathis, W. (2023). ‘(Re)locating the Decision Makers in Ecotourism: Emphasising “Place” and “Grace” in a Global Industry’s DEI Efforts’. Technical Communication Quaterly, 32(3), pp.287-302. Available at: https://doi.org/10.1080/10572252.2023.2204139
2. Cachat-Rosset, G. and Klarsfled, A. (2023). ‘Diversity, Equity and Inclusion in Artificial Intelligence: An Evaluation of the Guidelines’. Applied Artificial Intelligence. 37(1). Available at: https://doi.org/10.1080/08839514.2023.2176618
3. Emidy, M. B., Lewis G. and Pizarro-Bore, X. (2024). ‘U.S. Federal Employees With Disabilities: How Perceptions of Diversity, Equity, Inclusion, and Accessibility Affect Differences in Job Satisfaction, Organizational Commitment, and Job Involvement’. Public Personnel Management, pp.1-31. Available at: DOI:10.1177/00910260241253577
4. Georgeac, A.M.O. and Rattan, A. (2023). ‘The Business Case for Diversity Backfires: Detrimental Effects of Organizations’ Instrumental Diversity Rhetoric for Underrepresented Group Members’ Sense of Belonging’. Journal of Personality and Social Psychology: Interpersonal Relations and Group Processes, 124(1), pp.69-108. Available at: 10.1037/pspi0000394
5. Sherman, W.B., Kelly, K.R. and Payne-Foster, P. (2021). ‘Integrating Workforce Health into Employer Diversity, Equity and Inclusion Efforts’. American Journal of Health Promotion, 35(5), pp. 609-612. Available at: 10.1177/0890117120983288