Why is progress toward diverse representation so slow? Contrasting management practices’ prevalence versus effectiveness for achieving diverse representation

While a proliferation of management practices have been implemented in organizations in recent decades to create equitable and high performing workforces, there has been little to no progress toward diverse managerial representation during this timeframe. Our review contrasts the effectiveness of management practices for increasing diverse representation in management with how often these practices are utilized in organizations, centrally implicating ineffective management practices for the slow pace of change in diversifying managerial ranks. Specifically, we unveil that organizations predominantly implement ineffective and counterproductive practices that undermine managerial diversity while infrequently implementing practices that increase managerial diversity. For example, paid diversity roles (e.g., chief diversity officer), formal mentoring programs, and DEI-focused recruitment are among the most effective practices but are infrequently implemented in organizations. In contrast, diversity and harassment training and grievance procedures are frequently utilized in organizations but are negatively related to diverse representation. We also provide examples of organizations implementing multiple effective practices and making meaningful progress toward diversifying their workforces.