Introduction

Workplace Diversity Statistics: In recent years, many companies worldwide have focused on promoting diversity, equality, and inclusion (DEI) in their workplaces. They now see that having a diverse team is very important; it’s not just something they talk about but something that impacts all their activities. There are many benefits to DEI programs, and there are no drawbacks. A diverse workforce can lead to higher employee engagement and help attract new talent.

Overall, having a diverse team is one of the best ways to achieve high success and productivity. We shall shed more light on Workplace Diversity Statistics through this article.

In 2021, ** percent of American full-time employees valued working with people different from themselves. According to the Global Consumer Trends report on Diversity, Equity, and Inclusion by Dynata, only ** percent of Japanese employees valued a diverse workplace.

The GIST Impact DEI data offers a glimpse into the gender pay gap trends at top European companies and delves deeper into how these pay disparities materialize at different levels of the hierarchy.

By analysing labour force participation and pay gap data, we provide a picture of how well these businesses are performing in terms of Diversity, Equity, and Inclusion (DEI). The analysis also serves as a benchmark to help gauge corporate progress on DEI commitments, particularly related to gender diversity.

GIST Impact’s analysis delivers meaningful quantitative data insights concerning women's workforce participation and career progression, drawing upon publicly available and secondary data sources. This method provides a more nuanced depiction of the impact of gender-inclusive policies and practices than simply presenting gender equality scores based on qualitative data.

Our workplace diversity Data analysis also gives context to theoretical frameworks such as the "glass ceiling" effect that underscores the discrimination faced by women in the workplace. The glass ceiling effect can have a significant impact on an individual's professional development, and addressing it requires proactive efforts to promote diversity, equity, and inclusion in the workplace.

GIST Impact's DEI data can be used to: - Measure diversity and gender pay gap of companies and portfolios - Benchmark companies within their sector - Benchmark a portfolio against indices - Screen companies for risk and opportunity - Integrate sustainability into portfolio decision-making

In a survey conducted in July 2021 about the whether respondents think that diversity and inclusion in companies and institutions in the United Kingdom had improved or worsened in the last six months, 47.9 percent of the respondents said that it had improved a little, whereas 11.4 percent of respondents said that it had got a little worse.

In 2021, ** percent of global employees belonging to the Boomer generation considered their workplace to be very/extremely diverse. According to the Global Consumer Trends report on Diversity, Equity, and Inclusion by Dynata, ** percent of Gen Z or Millennial employees found their workplace diverse.

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 .

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.

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.

In a survey conducted in July 2021 regarding the ways in which respondents personally supported diversity and inclusion in the workplace in the United Kingdom, just over half of respondents said that they had talked with friends or family about these matters, while **** percent said that they posted about it publicly on a social media platform.

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

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Environment Agency employee diversity information.

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..., , , # Behaviorally designed training leads to more diverse hiring

Overview

The program (Stata do-files) for “Behaviorally designed training leads to diversity hiring†by Arslan, Chang, Chilazi, Bohnet, and Hauser, published in Science (2025).

The program files run all the code to import raw data files (xlsx, csv), clean and generate the data (in dta format), prepare the data for the analysis, run the regression analyses, export output, and thus generate tables presented in the paper. The replicator should expect the code to run for up to 15 minutes.

Data Availability and Sharing

The organizational data used in this manuscript is of a proprietary nature. We, the authors of the manuscript, have legitimate access to and permission to use the data, but we are unable to make the data publicly available due to a strict data use agreement with our field partner (global telecommunications and engineering company).

Interested researchers are encouraged to contact MoreThanNow to have...

According to a survey conducted in 2023, ** percent of employed adults who were Black believed that focusing on increasing diversity, equity, and inclusion at work was a good thing in the United States, while ** percent of employed adults who were White shared this belief.

In 2021, ** percent of global full-time employees considered their organization's leadership to be very/extremely diverse. According to the Global Consumer Trends report on Diversity, Equity, and Inclusion by Dynata, about **** of employees worldwide perceived their companies as diverse.

In an era of increasing globalization and workforce diversity, cultural competence has emerged as a pivotal factor for organizational success. This article explores best practices for fostering an inclusive work environment that not only acknowledges but actively values diversity. Drawing upon an extensive literature review encompassing academic research, industry reports, and successful organizational case studies, the study identifies key practices. These include strong leadership commitment, systematic cultural competence training, implementation of inclusive recruitment and promotion processes, establishment of employee resource groups, and the creation of flexible and supportive corporate cultures. The paper discusses potential challenges in implementing these practices and offers recommendations, underscoring their role in enhancing productivity, innovation, and talent retention.

In a January 2019 survey, ** percent of participants who identified themselves as LGBTQ from the United States said that they believe diversity and inclusion is essential to creating a supportive workplace culture. This is compared to only ** percent of white male participants who felt the same way. All survey participants were full-time working professionals.

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Diversity, Equity, Inclusion, and Accessibility (DEIA): In FY 2022, DHS approved the FY 2022-FY 2026 ICE DEIA Strategic Plan and Directorate Implementation Plans, which illustrates why creating a diverse and inclusive workforce is fundamental to ICE’s continuing ability to perform its critical mission efficiently and effectively. During this time, DEIA policies issued to the ICE workforce included the ICE Anti-Harassment Policy, the Diversity Policy, and the Civil Rights and Civil Liberties Policy. Additionally, ODCR, in collaboration with OHC, drafted new requirements for ICE to mandate diverse interview panels when filling supervisory positions via the competitive procedures in support of the DHS Secretary’s priority to advance DEIA.