In 2024, global companies' main challenge concerning employment diversity in the cybersecurity sector was hiring veterans' spouses, as reported by ** percent of respondents. At the same time, hiring minorities was also a concern for nearly ** percent of the respondents.

It is important to identify any barriers in recruitment, hiring, and employee retention practices that might discourage any segment of our population from applying for positions or continuing employment at the City of Tempe. This information will provide better awareness for outreach efforts and other strategies to attract, hire, and retain a diverse workforce.This page provides data for the Employee Vertical Diversity performance measure.The performance measure dashboard is available at 2.20 Employee Vertical Diversity.Additional InformationSource:PeopleSoft HCM, Maricopa County Labor Market Census DataContact: Lawrence LaVictoireContact E-Mail: lawrence_lavicotoire@tempe.govData Source Type: Excel, PDFPreparation Method: PeopleSoft query and PDF are moved to a pre-formatted excel spreadsheet.Publish Frequency: Every six monthsPublish Method: ManualData Dictionary

This dataset contains current and historical demographic data on Google's workforce since the company began publishing diversity data in 2014. It includes data collected for government reporting and voluntary employee self-identification globally relating to hiring, retention, and representation categorized by race, gender, sexual orientation, gender identity, disability status, and military status. In some instances, the data is limited due to various government policies around the world and the desire to protect Googler confidentiality. All data in this dataset will be updated yearly upon publication of Google’s Diversity Annual Report . Google uses this data to inform its diversity, equity, and inclusion work. More information on our methodology can be found in the Diversity Annual Report. This public dataset is hosted in Google BigQuery and is included in BigQuery's 1TB/mo of free tier processing. This means that each user receives 1TB of free BigQuery processing every month, which can be used to run queries on this public dataset. Watch this short video to learn how to get started quickly using BigQuery to access public datasets. What is BigQuery .

Explore demographic data on the Massachusetts executive branch workforce. Track our progress toward our goals to reflect the diversity of the people we serve, and to stand out as an employer of choice.

This statistic displays where companies focus their diversity efforts in 2017 according to hiring decision makers worldwide. During the survey period, 48 percent of respondents stated that age and generational issues were included in their workplace diversity efforts.

Diversity in Tech Statistics: In today's tech-driven world, discussions about diversity in the technology sector have gained significant traction. Recent statistics shed light on the disparities and opportunities within this industry. According to data from various sources, including reports from leading tech companies and diversity advocacy groups, the lack of diversity remains a prominent issue. For example, studies reveal that only 25% of computing jobs in the United States are held by women, while Black and Hispanic individuals make up just 9% of the tech workforce combined. Additionally, research indicates that LGBTQ+ individuals are underrepresented in tech, with only 2.3% of tech workers identifying as LGBTQ+. Despite these challenges, there are promising signs of progress. Companies are increasingly recognizing the importance of diversity and inclusion initiatives, with some allocating significant resources to address these issues. For instance, tech giants like Google and Microsoft have committed millions of USD to diversity programs aimed at recruiting and retaining underrepresented talent. As discussions surrounding diversity in tech continue to evolve, understanding the statistical landscape is crucial in fostering meaningful change and creating a more inclusive industry for all. Editor’s Choice In 2021, 7.9% of the US labor force was employed in technology. Women hold only 26.7% of tech employment, while men hold 73.3% of these positions. White Americans hold 62.5% of the positions in the US tech sector. Asian Americans account for 20% of jobs, Latinx Americans 8%, and Black Americans 7%. 83.3% of tech executives in the US are white. Black Americans comprised 14% of the population in 2019 but held only 7% of tech employment. For the same position, at the same business, and with the same experience, women in tech are typically paid 3% less than men. The high-tech sector employs more men (64% against 52%), Asian Americans (14% compared to 5.8%), and white people (68.5% versus 63.5%) compared to other industries. The tech industry is urged to prioritize inclusion when hiring, mentoring, and retaining employees to bridge the digital skills gap. Black professionals only account for 4% of all tech workers despite being 13% of the US workforce. Hispanic professionals hold just 8% of all STEM jobs despite being 17% of the national workforce. Only 22% of workers in tech are ethnic minorities. Gender diversity in tech is low, with just 26% of jobs in computer-related sectors occupied by women. Companies with diverse teams have higher profitability, with those in the top quartile for gender diversity being 25% more likely to have above-average profitability. Every month, the tech industry adds about 9,600 jobs to the U.S. economy. Between May 2009 and May 2015, over 800,000 net STEM jobs were added to the U.S. economy. STEM jobs are expected to grow by another 8.9% between 2015 and 2024. The percentage of black and Hispanic employees at major tech companies is very low, making up just one to three percent of the tech workforce. Tech hiring relies heavily on poaching and incentives, creating an unsustainable ecosystem ripe for disruption. Recruiters have a significant role in disrupting the hiring process to support diversity and inclusion. You May Also Like To Read Outsourcing Statistics Digital Transformation Statistics Internet of Things Statistics Computer Vision Statistics

Many organizations are interested in increasing the diversity of their workforce and spend millions of dollars on diversity training. Yet there is little empirical evidence that such training increases diversity in organizations. We implemented a large-scale field experiment in a global telecommunications and engineering firm (n = 10,433) testing whether behaviorally designed training increases the diversity of who is hired. In particular, the diversity training was timely (delivered immediately before hiring managers shortlisted candidates), tailored to the hiring decision, delivered by senior members of the organization, and made diversity salient. Results show that behaviorally designed diversity training can positively influence the hiring of women and non-national applicants relative to business as usual. Our findings suggest that behaviorally designed diversity training can work to change the diversity of hires but that its success relies on carefully considered design choices and the decision context.

Bank of America's workforce diversity reveals a complex landscape, with white employees dominating executive and senior leadership roles at 71 percent in 2024. This stark contrast to other job categories highlights the ongoing challenges in achieving racial equity at the highest levels of the organization, despite progress in overall workforce diversity.

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Emergency medical services (EMS) workforce demographics in the United States do not reflect the diversity of the population served. Despite some efforts by professional organizations to create a more representative workforce, little has changed in the last decade. This scoping review aims to summarize existing literature on the demographic composition, recruitment, retention, and workplace experience of underrepresented groups within EMS. Peer-reviewed studies were obtained from a search of PubMed, CINAHL, Web of Science, ProQuest Thesis and Dissertations, and non-peer-reviewed (“gray”) literature from 1960 to present. Abstracts and included full-text articles were screened by two independent reviewers trained on inclusion/exclusion criteria. Studies were included if they pertained to the demographics, training, hiring, retention, promotion, compensation, or workplace experience of underrepresented groups in United States EMS by race, ethnicity, sexual orientation, or gender. Studies of non-EMS fire department activities were excluded. Disputes were resolved by two authors. A single reviewer screened the gray literature. Data extraction was performed using a standardized electronic form. Results were summarized qualitatively. We identified 87 relevant full-text articles from the peer-reviewed literature and 250 items of gray literature. Primary themes emerging from peer-reviewed literature included workplace experience (n = 48), demographics (n = 12), workforce entry and exit (n = 8), education and testing (n = 7), compensation and benefits (n = 5), and leadership, mentorship, and promotion (n = 4). Most articles focused on sex/gender comparisons (65/87, 75%), followed by race/ethnicity comparisons (42/87, 48%). Few articles examined sexual orientation (3/87, 3%). One study focused on telecommunicators and three included EMS physicians. Most studies (n = 60, 69%) were published in the last decade. In the gray literature, media articles (216/250, 86%) demonstrated significant industry discourse surrounding these primary themes. Existing EMS workforce research demonstrates continued underrepresentation of women and nonwhite personnel. Additionally, these studies raise concerns for pervasive negative workplace experiences including sexual harassment and factors that negatively affect recruitment and retention, including bias in candidate testing, a gender pay gap, and unequal promotion opportunities. Additional research is needed to elucidate recruitment and retention program efficacy, the demographic composition of EMS leadership, and the prevalence of racial harassment and discrimination in this workforce.

Diversity in the workforce composition of the Royal Bank of Canada remained relatively stable between 2019 and 2023. In 2023, 52 percent of the total workforce was women, while the share of female senior managers stood at 41 percent. In terms of racial diversity, the share of Black, Indigenous and people of color employees was 41 percent in the total workforce, 39 percent in senior management, and 24 percent at executive level.

This statistic displays the share of talent acquisition leaders and managers who say that diversity is the top trend affecting how they hire in 2017, by country. During the survey period, 78 percent of respondents from Germany states that diversity is the main issue when hiring.

The 10,000 Worlds Employee Dataset is a comprehensive dataset designed for analyzing workforce trends, employee performance, and organizational dynamics within a large-scale company setting. This dataset contains information on 10,000 employees, spanning various departments, roles, and experience levels. It is ideal for research in human resource analytics, machine learning applications in employee retention, performance prediction, and diversity analysis.

Key Features of the Dataset: Employee Demographics:

Age, gender, ethnicity Education level, degree specialization Years of experience Employment Details:

Department (e.g., HR, Engineering, Marketing) Job title and seniority level Employment type (full-time, part-time, contract) Performance & Productivity Metrics:

Annual performance ratings Work hours, overtime details Training programs attended Compensation & Benefits:

Salary, bonuses, stock options Benefits (healthcare, pension plans, remote work options) Employee Engagement & Retention:

Job satisfaction scores Attrition and turnover rates Promotion history and career growth Workplace Environment Factors:

Team collaboration metrics Employee feedback and survey results Work-life balance indicators Use Cases: HR Analytics: Identifying patterns in employee satisfaction, retention, and performance. Predictive Modeling: Forecasting attrition risks and promotion likelihoods. Diversity & Inclusion Analysis: Understanding representation across departments. Compensation Benchmarking: Comparing salaries and benefits within and across industries. This dataset is highly valuable for data scientists, HR professionals, and business analysts looking to gain insights into workforce dynamics and improve organizational strategies.

Would you like any additional details or a sample schema for the dataset?

Institutions of higher education (IHE) throughout the United States have a long history of acting out various levels of commitment to diversity advancement, equity, and inclusion (DEI). Despite decades of DEI “efforts,†the academy is fraught with legacies of racism that uphold white supremacy and prevent marginalized populations from full participation. Furthermore, politicians have not only weaponized education but passed legislation to actively ban DEI programs and censor general education curricula (https://tinyurl.com/antiDEI). Ironically, systems of oppression are particularly apparent in the fields of Ecology, Evolution, and Conservation Biology (EECB)–which recognize biological diversity as essential for ecological integrity and resilience. Yet, amongst EECB faculty, people who do not identify as cis-heterosexual, non-disabled, affluent white males are poorly represented. Furthermore, IHE lack metrics to quantify DEI as a priority. Here we show that only 30.3% of US-faculty posi..., Here we investigated the (lack of) process in faculty searches at IHE for evaluating candidates’ ability to advance DEI objectives. We quantified the prevalence of required diversity statements relative to research and/or teaching statements for all faculty positions posted to the Eco-Evo Jobs Board (http://ecoevojobs.net) from January 2019 - May 2020 as a proxy for institutional DEI prioritization (Supplement). We also mapped the job posts that required diversity statements geographically to gauge whether and where diversity is valued in higher education across the US. Data analysis We pulled all faculty jobs posted on Eco-Evo jobs board (http://ecoevojobs.net) from Jan 1, 2019, to May 31, 2020. For each position, we recorded the Location (i.e., state), Subject Area, Closing Date, Rank, whether or not the position is Tenure Track, and individual application materials (i.e., Research statement, Teaching statement, combined Teaching and Research statement, Diversity statement, Mentorship..., Google Sheets or Excel is required to open Lafferty et al. Data_File.xlsx Sankey Flow Show (THORTEC Software GmbH: www.sankeyflowshow.com) used to create the Sankey diagram Figure 2 produced in R

, Reference Information

Provenance for this README

• File name: README_Dataset-Academic-JEDI.txt
• Authors: Erin A. McKenney
• Other contributors: Diana J. R. Lafferty, Tru Hubbard, Sarah Trujillo, DeAnna Beasley
• Date created: 2023-06-08
• Date modified: 2023-10-18

Dataset Attribution and Usage

• Dataset Title: Data for the article “A path forward: creating an academic culture of justice, equity, diversity and inclusionâ€
• Persistent identifier: DOI:10.5061/dryad.cfxpnvxbb
• License: Use of these data is covered by the following license:
  • Title: CC0 1.0 Universal (CC0 1.0)
  • Specification: https://creativecommons.org/publicdomain/zero/1.0/; the authors respectfully request to be contacted by researchers interested in the re-use of these data so that the possibility of collaboration can be discussed.

Methodological Information

• All data were collected by the authors.
• Methods of data collection/generation: see manuscript and Supplemental Materials f...

Diversity Recruiting Software Market size was valued at USD 375.1 Million in 2023 and is projected to reach USD 713.5 Million by 2031, growing at a CAGR of 9.6% during the forecast period 2024-2031.

Global Diversity Recruiting Software Market Drivers

The market drivers for the Diversity Recruiting Software Market can be influenced by various factors. These may include:

Increasing Emphasis on Diversity and Inclusion: Organizations worldwide are increasingly recognizing the benefits of diversity in the workplace. Diversity recruiting software helps companies attract, hire, and retain diverse talent to foster innovation, improve company culture, and enhance decision-making processes. Regulatory Requirements and Compliance: Government regulations and corporate governance standards mandate diversity initiatives in hiring practices. Diversity recruiting software enables companies to track and meet diversity goals, ensuring compliance with reporting requirements and enhancing corporate social responsibility. Demand for Talent Acquisition Efficiency: Recruiting software streamlines the hiring process, allowing recruiters to reach a broader pool of diverse candidates efficiently. Features such as automated job posting, candidate screening, and AI-driven matching algorithms improve recruitment efficiency and reduce time-to-hire. Enhanced Candidate Experience: Modern recruiting platforms prioritize candidate experience with user-friendly interfaces, personalized communication, and transparent application processes. This enhances engagement and satisfaction among diverse candidates, improving recruitment outcomes. Business Reputation and Brand Image: Companies use diversity recruiting software to showcase their commitment to diversity, equity, and inclusion (DEI). A strong DEI reputation attracts socially conscious candidates who align with the company's values, enhancing employer brand and competitive advantage. Data-Driven Decision Making: Analytics provided by diversity recruiting software enable organizations to track diversity metrics, analyze hiring trends, and make data-driven decisions. Insights into candidate demographics, hiring biases, and retention rates help optimize recruitment strategies for better diversity outcomes. Globalization and Cultural Competence: In a globalized economy, companies require diverse teams with cultural competence to cater to international markets. Diversity recruiting software facilitates sourcing candidates with diverse cultural backgrounds, language skills, and global perspectives, supporting companies' expansion strategies. Support for Inclusive Hiring Practices: Advanced features in diversity recruiting software promote inclusive hiring practices, such as bias-free job descriptions, diverse candidate sourcing channels, and structured interview processes. These tools help mitigate unconscious bias and ensure fair treatment throughout the recruitment process. Cost Savings and Efficiency Gains: Automation of manual recruitment tasks, such as resume screening and scheduling, reduces administrative burden and time-to-hire. This not only saves costs associated with recruitment but also improves efficiency in identifying and hiring diverse talent. Integration with HR Systems: Seamless integration with existing HR systems, applicant tracking systems (ATS), and other recruitment tools ensures a cohesive approach to talent management. Unified data management across platforms enhances visibility into recruitment pipelines and improves overall HR decision-making.

The aim of this article was to assess the role of multigenerational diversity management on employee behavioural outcomes. This data intends to test all hypotheses in their null form: H1: Flexible leadership do not play any significant role in enhancing the quality of employee involvement in an organization. H2: Mentoring do not significantly affect citizenship behaviour in an organization. H3: Learning and development do not significantly determine the level of employee commitment in the organization. H4: Intergenerational Cooperation do not significantly influence turnover intentions in the organization. H5: Recognition do not significantly increase employee job satisfaction outcomes in the organization. A total of 290 copies of questionnaires were administered using stratified and simple random sampling techniques sampling method out of which 253 copies of the questionnaire were valid and functional for this research. The descriptive method of analysis was adopted, hypothesis was tested using linear regression. The data showed that flexible leadership has a significant effect on employee involvement, mentoring has a positive influence on organisational citizenship behaviours of employees, learning and development has a significant impact on employee commitment, intergenerational cooperation has no significant influence on turnover intentions, while, employee recognition impacts significantly on job satisfaction. Presented data are relevant to both employees, management, researchers and policy makers. The article recommends that management teams be more responsive to the complexities facing the 21st century multigenerational workforce through the implementation of multigenerational diversity management strategies in other to make work more inspiring.

In 2023, gender diversity in the U.S. workforce of JPMorgan Chase varied across job categories. On the executive and senior level, 30 percent of the employees were female, and 70 percent were male. Among the mid-level managers, the share of female employees was higher, as 44 percent of the mid-level managers were female. In terms of professionals, the share of female employees was 45 percent.

Bank of America's workforce has undergone a significant shift in racial diversity over the past six years. The share of white employees decreased from 53.2 percent in 2019 to 47.2 percent in 2024, marking a notable change in the company's demographic composition. Meanwhile, the representation of Hispanic, Asian, and Black racial groups grew steadily. The second-largest racial group in the observed period was Hispanic, whose share increased from 17.9 to 19.2 percent.

Analysis of ‘2.20 Employee Vertical Diversity (summary)’ provided by Analyst-2 (analyst-2.ai), based on source dataset retrieved from https://catalog.data.gov/dataset/bf0518c8-7314-4b2f-bf86-09856a8fc5cc on 11 February 2022.

--- Dataset description provided by original source is as follows ---

It is important to identify any barriers in recruitment, hiring, and employee retention practices that might discourage any segment of our population from applying for positions or continuing employment at the City of Tempe. This information will provide better awareness for outreach efforts and other strategies to attract, hire, and retain a perse workforce.

This page provides data for the Employee Vertical Diversity performance measure.

The performance measure dashboard is available at 2.20 Employee Vertical Diversity.

Additional Information

Source:PeopleSoft HCM, Maricopa County Labor Market Census Data

Contact: Lawrence LaVictoire

Contact E-Mail: lawrence_lavicotoire@tempe.gov

Data Source Type: Excel, PDF

Preparation Method: PeopleSoft query and PDF are moved to a pre-formatted excel spreadsheet.

Publish Frequency: Manual

Publish Method: Every six months

Data Dictionary

--- Original source retains full ownership of the source dataset ---