Reimagining Diversity Training: How Timely and Targeted Approaches Can Drive Real Change
Generic diversity training programs, long a fixture in many corporate environments, have largely failed to create meaningful shifts in workplace diversity. However, new research by Harvard Business School Assistant Professor Edward H. Chang offers fresh insights into how more targeted, behaviorally-informed training can lead to substantial changes in hiring practices and, ultimately, workforce diversity.
The Problem with Traditional Diversity Training
The murder of George Floyd in 2020 ignited a global movement to address racial inequities, prompting many companies to invest heavily in diversity, equity, and inclusion (DEI) programs. However, as political pressures and legal challenges mounted, many of these companies retreated, questioning the efficacy of their efforts. According to Chang, the core issue lies not in the concept of diversity training itself but in its implementation.
Chang’s research reveals that broad, awareness-focused programs are often ineffective in creating lasting change. These programs rarely translate into meaningful behaviour shifts in areas like hiring. The reasons? Timing and content.
Timing is Everything
One major flaw in current diversity training programs is poor timing. Typically, these programs are rolled out during employee onboarding or as part of an annual requirement. However, the critical decisions that impact diversity—such as hiring new employees or evaluating staff for promotions—are often made months after training sessions take place.
Chang argues that training should occur right before these key moments. For example, managers should receive diversity training immediately before reviewing resumes or considering candidates for interviews, ensuring that the lessons are at the top of their minds when making decisions that directly impact workforce diversity.
Lack of Practical Guidance
Another challenge is that many diversity training programs are too abstract, offering little practical guidance on how to apply the concepts learned in real-world scenarios. Without clear instructions on acting, managers may feel uncertain about integrating diversity considerations into their day-to-day tasks.
Chang’s research suggests that diversity training needs to be actionable. Instead of simply raising awareness of bias, practical training should provide concrete steps that managers can take to ensure they are hiring and promoting diverse talent. This could involve assessing candidates based on their skills and potential to enhance team dynamics rather than relying on subjective criteria.
A New Approach: Behavioral Science Meets Diversity Training
To address these shortcomings, Chang and his colleagues redesigned a diversity training program focusing on behavioural science principles. The researchers collaborated with a global engineering and telecommunications company—a firm with a predominantly male workforce—that aimed to increase diversity, particularly by hiring more women and candidates from underrepresented nationalities.
The new program was deliberately timed: managers were asked to watch a brief, seven-minute video on inclusive hiring just before they reviewed resumes and identified candidates for interviews. The video, featuring two senior executives, emphasized diversity as a core corporate value and encouraged managers to consider candidates from diverse backgrounds, including women and non-national candidates.
The key to success, Chang explains, was to make the training personally relevant to managers by linking it to accurate, immediate decisions. This approach activated their motivation to align their actions with both their own values and those of the company, leading to more intentional, inclusive hiring practices.
Results That Speak for Themselves
The results of the experiment were striking. Over 10,000 job requisitions were analyzed, and the diversity training led to notable changes in hiring outcomes:
Women were more likely to be interviewed: The likelihood of women being chosen for interviews increased by 12%.
Non-national candidates had a higher chance of being hired: Managers were 13% more likely to interview candidates from other countries and 20% more likely to hire them.
Non-national women saw the most significant improvement: The training was particularly impactful for women from underrepresented nationalities, with the likelihood of being shortlisted for interviews increasing by 28% and the probability of being hired rising by 41%.
Interestingly, a version of the training that focused more on enhancing team effectiveness without explicitly promoting diversity also yielded positive results, though not as pronounced. This suggests a more subtle approach to diversity training may also be effective, especially when it aligns with broader organizational goals.
Key Takeaways for Business Leaders
For companies seeking to improve diversity outcomes, Chang offers several evidence-based recommendations for redesigning their training programs:
Get the timing right: Ensure diversity training occurs before managers make important decisions, such as hiring or performance reviews.
Make the diversity goal explicit: Don’t shy away from discussing the importance of diversity. Clearly state that diversity is integral to the company’s mission and success.
Frame the message positively: Focus on the opportunity to build a more diverse and effective team rather than emphasizing the need to reduce bias or discrimination.
Measure the impact: Track the effectiveness of training programs by linking them to specific, measurable outcomes, such as improved hiring practices or greater diversity in promotions.
By incorporating these principles, companies can create diversity training programs that are timely and relevant and have a tangible impact on workforce diversity.
A Promising Future for Diversity Training
As Chang and his colleagues continue to apply these behavioural principles in different industries, their research suggests that diversity training, when done correctly, has the potential to be a powerful tool for change. With the right timing, content, and focus, companies can finally create a workplace that reflects the diversity of society and fosters inclusivity at every level.
“We find real benefits in making diversity more salient in these important moments,” Chang concludes. By rethinking how we approach diversity training, businesses can transform their practices—and their workforces—for the better.
Disclaimer: This information is for general knowledge and informational purposes only and does not constitute financial, investment, or other professional advice.