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SLIDEDOC
THE LATEST
RESEARCH
DIVERSITY
A collection of Executive Summaries for easy reference.
We know that diverse teams and companies perform better, are
About This more creative, and are better at solving problems. And yet the
places where we work, particularly in the upper echelons, are
Collection decidedly uniform when it comes to race and gender (read:
mostly white and mostly male).
So why the disconnect? Research is starting to unravel many of

the details (the answer goes well beyond explicit racism or
sexism), with implications for both common organizational
practices and our individual experiences and biases.
More and more of that research has been making its way to
HBR. Our JulyAugust 2016 issue explored the complexities of
building diverse organizations, and the number of web articles
on diversity and inclusion published this year represents a
dramatic increase over previous years. Our readers interest also
seems to be growing. Weve fielded requests for more content
on this topic, and here is our answer: a collection of executive
summaries of the best research pieces on diversity published
by HBR in the past few years.
The Latest Research: Diversity

2016 Harvard Business Review
2
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executive summaries of the latest research articles on diversity
to make it quick and easy to find the ideas that are most relevant
to you.
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with your subscription when you sign in to hbr.org.
Note that links work only in Slide Show view.
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change and that this format will make for a pleasurable browsing
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3
Contents 06 07 08 10 13
Non- Why Your How Neutral Why Diversity We Just Cant
Discrimination Diversity Layoffs Dis- Programs Fail Handle Diversity
Laws Make U.S. Program May proportionately Frank Dobbin and Lisa Burrell
States More Be Helping Affect Women Alexandra Kalev
Innovative Women but Not and Minorities
Huasheng Gao and Minorities (or Alexandra Kalev
Wei Zhang Vice Versa)
Evan Apfelbaum
15
Why Subtle Bias
16
Getting More
17
If Theres Only
19
The Unintended
20
Women and
Is So Often Black Women One Woman in Consequences Minorities Are
Worse Than into the C-Suite Your Candidate of Diversity Penalized for
Blatant Melinda Marshall Pool, Theres Statements Promoting
Discrimination and Tai Wingfield Statistically No Sonia Kang, Diversity
Eden King and Chance Shell Katherine DeCelles, Stefanie K.
Kristen Jones Be Hired Andrs Tilcsik, and Johnson and
Stefanie K. Sora Jun David R. Hekman
Johnson,
David R. Hekman,
and Elsa T. Chan

4
Contents 21 23 24 25 27
Why So The Biases That LGBT-Inclusive The 5 Biases Rethink What
Many Thirty- Punish Racially Companies Are Pushing You Know
Something Diverse Teams Better at 3 Big Women Out About High-
Women Are Katherine W. Things of STEM Achieving
Leaving Your Phillips, Robert B. Sylvia Ann Hewlett Joan C. Williams Women
Company Lount Jr., Oliver and Kenji Yoshino Robin J. Ely,
Christie Hunter Sheldon, and Floor Pamela Stone, and
Arscott Rink Colleen Ammerman
30
Help Your
32
Navigating
33
Whos Got
36
Research: Your
38
Defend Your
Employees the Cultural Those Top Firm Probably Research: What
Be Themselves Minefield Jobs? Isnt an Equal Makes a Team
at Work Erin Meyer Peter Cappelli, Opportunity Smarter? More
Dorie Clark and Monika Hamori, Employer Women
Christie Smith and Rocio Bonet Kevin Anita Woolley and
Stainback Thomas W. Malone
and Donald
Tomaskovic-Devey

5
DIVERSITY
EXECUTIVE SUMMARY
In 2013 Tim Cook, Apples CEO, urged the U.S.

Non-Discrimination Congress to adopt the federal Employment Non-
tend to be younger, better educated, more likely to
come from diverse backgrounds, and more willing
Laws Make U.S. States Discrimination Act (ENDA) to ban sexual-
orientation and gender-identity discrimination in
to take risks, and who exhibit a stronger ideological
liberalism traits that correlate with higher
More Innovative the workplace. He argued that it would not only creativity. The reverse is also true: Anti-LGBT
protect the rights of a diverse workforce but also people tend to be older, and more conservative, and
foster innovation. Is there really a connection? to exhibit a stronger religiosity, and these people
The authors research reveals that the adoption may relocate out of state after the adoption of an
of ENDAs between 1976 and 2008 did lead to a ENDA.
significant increase in innovation output. On
average, firms headquartered in states that passed
ENDAs experienced an 8% increase in the number
of patents and an 11% increase in the number of
patent citations, relative to firms headquartered in
states that did not pass such laws. Why the strong
impact? According to the research, ENDAs seem
Huasheng Gao and Wei Zhang to cause a rebalancing of the workforce. When a
August 17, 2016 state adopts one, it attracts pro-LGBT people, who
RELATED CONTENT
The inventors who move in [to a state that has adopted an ENDA]
tend to produce 30% more patents than the inventors moving out,
which is consistent with the view that pro-LGBT individuals tend to
be more creative than anti-LGBT individuals.
Read the
Full Article
Change to Slide Show The Latest Research: Diversity

6
view to access links 2016 Harvard Business Review
DIVERSITY
EXECUTIVE SUMMARY
Its no mystery that organizations struggle to

Why Your Diversity create the right conditions for stigmatized groups
rates of attrition among women, whereas the more
they emphasized the value of equality, the lower
Program May Be to reach their potential and succeed. The author of
this article was interested in determining whether
the rates of attrition among racial minorities. The
author suggests that the numerical representation of
Helping Women the relationship between the way organizations each group in a particular organization may affect
talked about diversity and difference (in the form the way those groups respond to diversity
but Not Minorities of their diversity statements) had any relationship messages. The bottom line? There isnt one
(or Vice Versa) to attrition rates among women and minority
groups.
approach that will work for everyone.
His first finding was that diversity statements

seek to appeal to the groups they target in two
fundamentally different ways: one approach values
and emphasizes difference, and the other values
and emphasizes equality. His second finding was
more surprising: Women and minorities not only
responded differently to these two approaches, but
Evan Apfelbaum responded in opposite ways. The more firms
August 08, 2016 emphasized the value of difference, the lower their
RELATED CONTENT
Although women and racial minorities are generally considered

under the same umbrella, the fact of the matter is that in the U.S.,
white women often comprise close to 40% of all employees in
professional settings.
Read the
Full Article Black women and men, by contrast, rarely comprise more than
5% of employees in these same settings.

7
DIVERSITY
EXECUTIVE SUMMARY
How Neutral Layoffs When companies downsize, diversity takes a hit

even if it had been treated as a priority. Why?
who may be among the first to go when position
and tenure are used to make cuts, there is another
Disproportionately Because companies rely heavily on position and
tenure to decide who stays and who goes. The
way to downsize: Focus on performance instead.
Affect Women and authors research shows that despite the formal
rules designed to make layoffs transparent and
Minorities fair, women and minorities are disproportionately
affected because their roles are perceived as
expendable.
For the most part, if women and minorities have
made it into management, theyre junior to
midlevel, recently appointed, or working in areas
such as human resources, legal departments, and
public relationsfunctions that are beneficial but
not usually perceived as core to the business.
If companies want to avoid losing ground on
Alexandra Kalev diversity and to retain promising new employees
July 26, 2016
RELATED CONTENT
When companies take a last hired, first fired

approach to layoffs, they lose nearly 19% of their
share of white women in management and 14% of
their share of Asian men.
Read the Graphic
Full Article How Different Approaches to
Downsizing Affect Diversity

8
DIVERSITY
Graphic
From How Neutral Layoffs
Disproportionately Affect Women
and Minorities
Change to Normal View to save graphic.

9
DIVERSITY
EXECUTIVE SUMMARY
Why Diversity After Wall Street firms repeatedly had to shell out
millions to settle discrimination lawsuits,
force-feeding can activate bias and encourage
rebellion.
Programs Fail businesses started to get serious about their efforts
to increase diversity. But unfortunately, they dont
However, in their analysis the authors uncovered
numerous diversity tactics that do move the needle,
seem to be getting results: Women and minorities such as recruiting initiatives, mentoring programs,
have not gained much ground in management over and diversity task forces. They engage managers in
the past 20 years. solving the problem, increase contact with women
The problem is, organizations are trying to and minority workers, and promote social
reduce bias with the same kinds of programs accountability. In this article, the authors dig into
theyve been using since the 1960s. And the usual the data, executive interviews, and several
toolsdiversity training, hiring tests, performance examples to shed light on what doesnt work and
ratings, grievance systemstend to make things what does.
worse, not better. The authors analysis of data
from 829 firms over three decades shows that these
tools actually decrease the proportion of women
and minorities in management. Theyre designed to
Frank Dobbin and Alexandra Kalev preempt lawsuits by policing managers decisions
JulyAugust 2016 and actions. But as lab studies show, this kind of
RELATED CONTENT
Read the Graphic Graphic

Full Article Poor Returns on the Diversity Programs That
Usual Diversity Programs Get Results

10
DIVERSITY
Graphic
From Why Diversity Programs Fail

11
DIVERSITY
Graphic
From Why Diversity Programs Fail

12
DIVERSITY
EXECUTIVE SUMMARY
We Just Cant Decades worth of studies show that a diverse

workforce measurably improves decision making,
intensify the consequences of our cognitive
shortcuts. Rivera studied hiring committees at
Handle Diversity problem solving, creativity, innovation, and
flexibility. But most of us also believe that hiring,
professional services firms that believed they were
ensuring rigor and counteracting bias through
development, and compensation decisions should group discussions of job candidates from the
come down to merit. Although the two ideas dont school-recruitment pipeline. But those
seem contradictory, theyre tough to reconcile in conversations actually dampened diversity by
practice. Cognitive roadblocks keep getting in the giving negative racial, ethnic, and gender
way. stereotypes greater sway over decisions.
The author looks at recent books and research
studies on the subject, including Success and Luck:
Good Fortune and the Myth of Meritocracy, by
Robert H. Frank, and Pedigree: How Elite Students
Get Elite Jobs, by Lauren A. Rivera. Frank points
out, for example, that hindsight bias causes us to
believe that random events are predictable and to
Lisa Burrell manufacture explanations for the inevitability of
JulyAugust 2016 our achievements. And winner-take-all markets
RELATED CONTENT
Read the Graphic

Full Article Inconsistent Levels of
Scrutiny

13
DIVERSITY
Graphic
From We Just Cant
Handle Diversity

14
DIVERSITY
EXECUTIVE SUMMARY
Why Subtle Bias Is So Headlines today are filled with blatant examples of
workplace bias, from employees who give black
unconscious beliefs about women and people of
color.
Often Worse Than coworkers nooses, to pay disparities in soccer, to
supervisors admonitions that women need to get
Some might argue that the evolution of bias from
obvious to subtle is evidence of progress.
Blatant Discrimination along with the boys. These obvious, Unfortunately, however, the authors research
inflammatory, and offensive behaviors deserve shows that subtle discrimination can be even worse
vigorous scrutiny. than overt discrimination.
Yet attention to biass blatant forms should not
divert attention from its subtle ones. Indeed, social
science data shows that people are much more
likely to encounter subtle forms of bias than overt
ones. HR professionals no longer post signs
reading Blacks need not apply, and managers
rarely catcall their female subordinates. Instead,
they might ignore the input of a woman or praise
the eloquence of a black employee. These
Eden King and Kristen Jones behaviors are often unintentional and may reflect
July 13, 2016
RELATED CONTENT
Read the
Full Article

15
DIVERSITY
EXECUTIVE SUMMARY
Decades after the womens and civil rights resource groups, although theyre well-intentioned,
Getting More Black movements began, black women appear to have dont help. There are several things leaders and
Women into the C-Suite benefited very little from either, relative to other
women and black men, in terms of empowerment
organizations can do, however, to ensure equal
opportunity for all. The most important? Create a
and advancement. According to the authors, culture in which people at the intersections of
neither movement recognizes their particular functional or affinity identities have equal access
challenges in the workplace. During the research to the attention of leaders or equal opportunity to
for their book, Ambition in Black and White: The earn it.
Feminist Narrative Revised, Marshall and
Wingfield spoke to black women who were
among the first to break racial and gender barriers
in white-collar occupations and to those who
encounter surprisingly similar obstacles today.
The discouraging truth is that while black
women have mentors and strong support networks,
they lack sponsors who will talk them up behind
Melinda Marshall and Tai Wingfield closed doors, steer plum assignments their way,
July 1, 2016 and defend them against detractors. And employee
RELATED CONTENT
Roughly twenty women helm a Fortune 500 company.

After the departure of Ursula Burns at Xerox, none of
those women will be black.
Read the
Full Article

16
DIVERSITY
EXECUTIVE SUMMARY
If Theres Only One Despite the hundreds of millions of dollars

invested in diversity programs each year, 85% of
minority candidate to the pool of finalists. But if
the pool holds only one woman or nonwhite
Woman in Your board members and executives are still white men.
The biggest challenge seems to be figuring out
person, theres statistically a zero chance that that
person will be hired.
Candidate Pool, Theres how to overcome the unconscious biases that get
in the way of these well-intentioned programs. The
Statistically No Chance authors conducted three studies to examine what
Shell Be Hired happens when you change the status quo among
finalists for a job position by manipulating the
number of women or minorities in the candidate
pool.
They found that the more women you have in a
group of finalists, the more likely it is that a woman
will be hired (as this graph illustrates). The same
goes for minorities. To overcome implicit biases
and increase fairness in hiring practices, therefore,
Stefanie K. Johnson, David R. Hekman, companies can add just one more woman or
and Elsa T. Chan
April 26, 2016
RELATED CONTENT
There are more CEOs of large U.S. companies

who are named David (4.5%) than there are
CEOs who are women (4.1%).
Read the Graphic
Full Article The Relationship Between Finalist
Pools and Actual Hiring Decisions

17
DIVERSITY
Graphic
From If Theres Only One Woman
in Your Candidate Pool, Theres
Statistically No Chance Shell
Be Hired

18
DIVERSITY
EXECUTIVE SUMMARY
a relatively raceless workplace identity.

The Unintended In trying to address discrimination, many
organizations now explicitly advertise their The authors of this article recently conducted
Consequences of dedication to diversity, identifying themselves as
equal opportunity or diversity-friendly
several studies to learn more about whitening and
how it is influenced by organizational diversity
Diversity Statements employers. The thinking is that such statements statements and about how organizations
will increase the diversity of their applicant pool respond to whitening. Their conclusion? Pro-
and ultimately of their workforce. diversity statements may be doing more harm than
We know a lot about how effective these good. What should employers do about it? A few
diversity statements are: Unfortunately, the pieces of advice emerge from the research.
answer is not very. But not much is known about
the steps minority job seekers are taking to avoid
anticipated discrimination. One way may be with a
practice called rsum whiteningconcealing or
downplaying racial cues on a job application
to increase the chance of getting a callback for an
interview. Rsum whitening goes hand-in-hand
Sonia Kang, Katherine DeCelles, with the desire to tone down race and to maintain
Andrs Tilcsik, and Sora Jun
March 29, 2016
RELATED CONTENT
Roughly one-third of our sample had engaged in

[rsum] whitening, and two-thirds knew someone
else who had.
Read the
Full Article

19
DIVERSITY
EXECUTIVE SUMMARY
Women and Minorities It is well known that people tend to favor and
promote those who are similar to them. But is
religious, gender, and racial differences; valued
working with a diverse group of people; and felt
Are Penalized for everyone treated equally when they do so?
For example, Madeleine Albright and Gloria
comfortable managing people from different racial
or cultural backgrounds.
Promoting Diversity Steinem were criticized for telling young women The researchers discovered that although these
that they should support presidential candidate attitudes didnt actually benefit any of the
Hillary Clinton. Likewise, Rosalind Brewer, an executives in the study, women and nonwhite
African-American woman and the CEO of Sams executives who held them were rated much worse
Club, was called racist for advocating for by their bosses, in terms of competence and
diversity. These widely publicized examples performance, than other women and nonwhite
demonstrate that women and minorities seem to be executives who did not actively promote balance.
scrutinized when they favor those like them, in a The authors discuss possible reasons for this
way that white men are not. disparity.
This idea prompted researchers to examine
whether women and nonwhite executives really are
penalized for helping other women and minorities.
Stefanie K. Johnson and David R. Hekman They surveyed 350 executives on diversity-related
March 23, 2016 issues such as whether they respected cultural,
RELATED CONTENT
For all the talk about how important diversity is within

organizations, white and male executives arent rewarded, career-
wise, for engaging in diversity-valuing behavior, and nonwhite and
female executives actually get punished for it.
Read the
Full Article

20
DIVERSITY
EXECUTIVE SUMMARY
Why So Many Why are women in their early thirties leaving your
company? Organizational leaders report that its
Thirtysomething primarily because of flexibility needs and family
demands. But women in their thirties disagree.
Women Are Leaving As a recent global ICEDR study revealed,
according to women themselves (and in sharp
Your Company contrast to the perceptions of their leaders), the
primary factor influencing the decision to leave
their organizations is pay. In fact, women are
actually more likely than men to leave for that
reason.
Not only are womens reasons for leaving
misunderstood, but differences between women
and men are overstated. Four out of the five top
reasons thirtysomething women and men leave
organizations overlap.
Christie Hunter Arscott
March 15, 2016
RELATED CONTENT
Four out of the five top reasons thirtysomething

women and men leave organizations overlap.
Read the Graphic

Full Article The Top 5 Reasons People in
Their 30s Leave Companies

21
DIVERSITY
Graphic
From Why So Many
Thirtysomething Women
Are Leaving Your Company

22
DIVERSITY
EXECUTIVE SUMMARY
The Biases That Punish Ample research shows racially diverse groups
outperforming racially homogenous groups: They
exactly the same. This means that diverse groups
are at risk of being denied funding that could help
Racially Diverse Teams work harder, exchange a wider range of
information, make more-accurate judgments, and
them succeed down the road.
Organizations can counteract potentially
improve team performance. Despite the evidence, damaging biases first by acknowledging that they
however, most organizations fail to capture the exist. They can also set clear performance
benefits that diverse groups offer. standards before teams are evaluated on their
Why the disconnect? The authors research results and ensure that the racial configuration of
suggests that peoples biases (both conscious and groups is masked for those assessing them. Diverse
unconscious) about diverse groups may be partly to groups themselves should keep these biases in
blame. Their findings were striking: When reading mind and emphasize whats going well to their
a transcript with pictures revealing a groups managers.
composition, people perceived racially diverse
teams as having more relationship conflict than
similar ones. And those teams were less likely to
receive additional resources as a result of these
Katherine W. Phillips, Robert B. Lount Jr., biased perceptions of conflicteven though the
Oliver Sheldon, and Floor Rink objective content of the groups interactions was
February 22, 2016
RELATED CONTENT
Read the
Full Article

23
DIVERSITY
EXECUTIVE SUMMARY
LGBT-Inclusive LGBT inclusion is top of mind for the business

community and not just because its the right
Companies Are thing to do. The Center for Talent Innovations
newest report demonstrates that countering LGBT
Better at 3 Big Things discrimination makes a corporation competitive on
three fronts: attracting and retaining top
talent, wooing and winning critical consumer
segments, and innovating for underserved markets.
In this article, the authors of the report talk about
why inclusive companies have an edge.
Sylvia Ann Hewlett and Kenji Yoshino

February 02, 2016
RELATED CONTENT
A stunning 72% of [LGBT] ally respondents say they are more likely
to accept a job at a company that is supportive of LGBT employees
than one that is not supportive.
Read the
Full Article

24
DIVERSITY
EXECUTIVE SUMMARY
The 5 Biases Pushing Several new studies add to the growing body of
evidence that documents the role of gender bias in
to different degrees and in different ways, but that
black women and Latinas also face a fifth type of
Women Out of STEM driving women out of science careers. The
authors research also indicates that bias, not
bias: isolation from coworkers because of racial
difference.
pipeline issues or personal choices, pushes women
out of scienceand that bias plays out differently
depending on a womans race or ethnicity.
According to Williams, women face four major
patterns of bias at work: having to prove
themselves over and over again; having to walk a
tightrope between being perceived as too feminine
to be competent and too masculine to be likable;
hitting a wall when they decide to have children,
which calls into question their commitment to both
jobs; and finding themselves pitted against other
women for limited opportunities. Her latest study
Joan C. Williams emphasizes that women of color experience these
March 24, 2015
RELATED CONTENT
Nearly half of black women (48%) and Latinas (47%) report having
been mistaken for administrative or custodial staff, an experience far
less common for white (32%) and Asian-American (23%) women
scientists.
Read the Graphic
Full Article Percent of U.S. Women
in STEM Who Report

25
DIVERSITY
Graphic
From The 5 Biases Pushing
Women Out of STEM

26
DIVERSITY
EXECUTIVE SUMMARY
It simply isnt true that a large proportion of

Rethink What You On the 50th anniversary of the admission of
women to Harvard Business Schools MBA HBS alumnae have opted out to care for
Know About High- program, the authors, who have spent more than
20 years studying professional women, set out to
children.
Going part-time or taking a career break to care
Achieving Women learn what HBS graduates had to say about work for children doesnt explain the gender gap in
and family and how their experiences, attitudes, senior management.
and decisions might shed light on prevailing
controversies. What their survey revealed is that The vast majority of women anticipated that
the conventional wisdom about womens careers their careers would rank equally with those of
doesnt always square with reality. their partners. Many of them were disappointed.
The survey showed, for instance, that: It is now time, the authors write, for companies
to consider how they can institutionalize a level
The highly educated, ambitious women and playing field for all employees, including
men of HBS dont differ much in terms of what caregivers of both genders. The misguided
they value and hope for in their lives and assumption that high-potential women are riskier
careers. hires than their male peers because they are apt to
Robin J. Ely, Pamela Stone, discard their careers after parenthood has become
and Colleen Ammerman yet another bias for women to contend with.
December 2014
RELATED CONTENT
Read the Graphic Graphic Graphic

Full Article Who Has Been Given High- Who is Satisfied Different Expectations
Level Responsibilities? Professionally? and ResultsRegarding

27
DIVERSITY
Graphic
From Rethink What You Know
About High-Achieving Women

28
DIVERSITY
Graphic
From Rethink What You Know
About High-Achieving Women

29
DIVERSITY
EXECUTIVE SUMMARY
Help Your Employees Research has shown that hiding our true identities
can cripple professional performance. For
explore five strategies managers can try, including
sharing their own stories of uncovering to make
Be Themselves at Work instance, closeted LGBT employees feel much
more isolated at work than their openly gay peers,
others feel safe doing so, developing an inclusion
index to track data on diversity, and building
and 52% of closeted employees feel their careers genuine connections with employees so that having
have stagnated, compared with just over a third of tough conversations when the time is right is a little
their out colleagues. But its not an issue for less difficult.
LGBT employees alone. A Deloitte University
Leadership Center for Inclusion report reveals that
61% of all employees cover their identities in
some waynot necessarily hiding something, but
downplaying things such as romantic
relationships, family obligations, or mental health
issues for fear of drawing unwanted attention or
making others uncomfortable.
So enabling employees to feel comfortable being
Dorie Clark and Christie Smith themselves could free people to focus on work,
November 03, 2014 unlocking dramatic performance gains. The authors
RELATED CONTENT
In order to unlock the benefits of diversity, we have to

make it safe for employees to uncover and bring their
full selves to work.
Read the Graphic
Full Article A Majority of Employees Report
Downplaying Their Differences at Work

30
DIVERSITY
Graphic
From Help Your Employees
Be Themselves at Work

31
DIVERSITY
EXECUTIVE SUMMARY
Dont underestimate the challenge.

Navigating the As we increasingly work with colleagues and
clients who come from all parts of the world, it is Management and work styles stem from lifelong
Cultural Minefield vital to understand how cultural differences affect
business. Yet too often we rely on clichs and
habits that can be hard to change.
stereotypes that lead us to false assumptions. To Apply multiple perspectives.

help managers negotiate the complexity of an Be aware of your own expectations and behaviors,
international work team, INSEAD professor Erin but also consider how members of other cultures
Meyer has developed a tool called the Culture perceive you and your teammates.
Map, which plots the positions of numerous
nationalities along eight behavior scales: Find the positive in other approaches.
communicating, evaluating, persuading, leading, The differences that people of varied backgrounds
deciding, trusting, disagreeing, and scheduling. bring to a work group can be great assets.
Meyer suggests that comparing the relative
positions of different nationalities along these Continually adjust your position.
scales can help us decode how culture influences Be prepared to keep adapting your behavior to
workplace dynamics. She adds four important meld with the styles of your colleagues.
Erin Meyer rules:
May 2014
RELATED CONTENT
Read the Assessment Slide Deck

Full Article Whats Your Cultural Navigating the Cultural
Profile? Minefield

32
DIVERSITY
EXECUTIVE SUMMARY
Whos Got Those In an HBR article in January 2005, Cappelli and

Hamori compared leaders in the top 10 roles at
companies have held on to even underperforming
executives to maintain stability.
Top Jobs? each of the Fortune 100 companies in 1980 with
those in 2001. Among their findings were a sharp
Generously illustrated with graphics, this article
profiles todays leaders in four areascareer
decline in the number of senior executives who trajectory, education, diversity, and hierarchy
had spent their entire careers with one company within the senior ranks.
and a corresponding uptick in rapidly advancing
young executives who spent less time with any
one employer. In this article they and Bonet
extend that analysis to 2011.
Perhaps the most noteworthy changes theyve
found are demographic. For example, the
percentage of executive women has risen quite a
bit. But the 2008 recession caused some interesting
developments: Financial institutions are bringing in
more senior executives from outside than they did a
Peter Cappelli, Monika Hamori, decade ago; leaders have been hesitant to leave
and Rocio Bonet their organizations for new opportunities; and
April 2014
RELATED CONTENT
Read the Graphic Graphic

Full Article Demographic Snapshot The Shift Toward More
of Fortune 100 Senior Women: Strong But
Executives Uneven
33
DIVERSITY
Graphic
From Whos Got Those Top Jobs?

34
DIVERSITY
Graphic
From Whos Got Those Top Jobs?

35
DIVERSITY
EXECUTIVE SUMMARY
Research: Your Firm Anyone who has hiring responsibilities would like
to think that the U.S. is tackling diversity head-on.
This article takes a historical perspective,
looking at why progress on equal opportunity has
Probably Isnt an Equal But how far have American companies really
come? The authors have been examining what has
stopped.
Opportunity Employer happened to equal opportunity in the private sector

since the Civil Rights Act of 1964. What they find
is disturbing: Progress has stalled (with nearly all
the progress in private-sector equal opportunity
occurring before 1980), many firms are showing
signs of increased gender and racial employment
segregation, and few firms even monitor progress
toward equal employment opportunity.
The reality is that while your company may
manage diversity, it probably doesnt hold anyone
accountable for whether your applicants and
employees are treated fairly and without regard to
Kevin Stainback and gender, race, and ethnicity in hiring and promotion
Donald Tomaskovic-Devey decisions.
June 19, 2013
RELATED CONTENT
Today only about 1 in 6 firms hold their managers

accountable for the progress of women or minorities
in their workplaces.
Read the Graphic
Full Article Private-Sector Workplace
Desegregation From White Men

36
DIVERSITY
Graphic
From Research: Your Firm Probably
Isnt An Equal Opportunity Employer

37
DIVERSITY
EXECUTIVE SUMMARY
The finding of the research: Theres little

Defend Your Research: correlation between a groups collective
What Makes a intelligence and the IQs of its individual members.
But if a group includes more women, its collective
Team Smarter? intelligence rises.
Are brainy people overrated? Are women the
More Women true key to success? In this article, Professors Anita
Woolley and Thomas Malone defend their findings
on the factors that contribute to group intelligence.
While the standard argument is that diversity is
good and you should have both men and women in
a group, preliminary data shows the more women,
the better.
Anita Woolley and Thomas W. Malone

June 2011
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SLIDEDOC

So why the disconnect? Research is starting to unravel many of

The Latest Research: Diversity

We hope that the compelling data presented here will inspire

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In 2013 Tim Cook, Apples CEO, urged the U.S.

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Its no mystery that organizations struggle to

His first finding was that diversity statements

Although women and racial minorities are generally considered

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How Neutral Layoffs When companies downsize, diversity takes a hit

When companies take a last hired, first fired

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The Latest Research: Diversity

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We Just Cant Decades worth of studies show that a diverse

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The Latest Research: Diversity

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Roughly twenty women helm a Fortune 500 company.

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If Theres Only One Despite the hundreds of millions of dollars

There are more CEOs of large U.S. companies

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The Latest Research: Diversity

a relatively raceless workplace identity.

Roughly one-third of our sample had engaged in

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For all the talk about how important diversity is within

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Four out of the five top reasons thirtysomething

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The Latest Research: Diversity

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LGBT-Inclusive LGBT inclusion is top of mind for the business

Sylvia Ann Hewlett and Kenji Yoshino

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The Latest Research: Diversity

It simply isnt true that a large proportion of

Read the Graphic Graphic Graphic

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The Latest Research: Diversity

The Latest Research: Diversity

In order to unlock the benefits of diversity, we have to

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The Latest Research: Diversity

Dont underestimate the challenge.

stereotypes that lead us to false assumptions. To Apply multiple perspectives.

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Whos Got Those In an HBR article in January 2005, Cappelli and

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