Fig 1.
Low diversity can be reinforced by feedbacks with three measures of inclusion: applicant diversity, appointment bias and departure bias.
Fig 2.
A mathematical model for appointment and departure bias (Eqs 7 and 8).
Fig 3.
Change in employee diversity over time predicted from Eq 5, for turnover rate of 0.05 per year, applicant diversity of 0.25 and initial employee diversity of 0.08, 0.12, 0.16 and 0.20.
Fig 4.
Predicted relationship between applicant diversity and equilibrium employee diversity: solid line and dashed lines represent stable and unstable equilibriums respectively.
In the shaded area, the equilibrium employee diversity is less than the applicant diversity: the organization is trapped in a low diversity state due to bias in appointment and/or departure. Arrows indicate trajectory.
Table 1.
Traps and opportunities for increasing workforce diversity.
Fig 5.
Appointment bias can arise from implicit bias and/or differences in career path.