How do employees respond to DEI training? It’s complicated

There’s been a lot of emphasis on — and pushback to — Diversity, Equity and Inclusion training recently. Although certain political agendas may call DEI initiatives into question, many organizations remain interested in them as a way of fostering a work environment where all sorts of employees feel seen and valued.

But what do employees actually think about DEI training? Anecdotal evidence might seem to put them into two categories: proponents and opponents.

But new research from a team led by an organizational change professor at Erasmus University in The Netherlands reveals a more complex picture.

Think, feel, behave

The researchers sent multiple questionnaires to some 1,600 U.S. employees who had experienced a DEI initiative in their organization within the prior six months. They were asked what they thought about these initiatives, how they felt about them, and what behaviors they adopted as a result of them.

Analyzing the data, the researchers came up with four basic kinds of response profiles. In an article they wrote for the Harvard Business Review, they suggested strategies for managers to approach each one:

1. Excited supporters

These people do such things as volunteer to lead DEI workshops, participate in cultural awareness events, and mentor colleagues from underrepresented populations. The researchers said managers can use these people to participate in committees or lead projects.

2. Calm compliers

These people tend to go along with attending diversity training and meetings and will respect DEI initiatives, but won’t take a leading role or advocate for them. Managers can keep them engaged through regular updates, and appeal to them emotionally to try to get them more fired up.

3. Torn shapers

These people like some aspects of DEI programs but resist others, and try to influence the organization’s efforts to more closely align with their preferences. Managers can glean useful feedback from them about how DEI efforts can be modified for greater effectiveness.

4. Discontented opponents

These people fundamentally oppose even the idea of DEI training and programs. Managers can try to find common ground with them — “We all care about fairness” — and provide grievance systems where they can air their objections.

Tailoring your approach

The researchers stressed the importance of avoiding a one-size-fits-all approach to employees’ responses to DEI programs and training.

“It is unrealistic to hope that all employees will respond as excited supporters,” they wrote. “Managers equipped with our typology can segment their employees, effectively understand the range of responses, and tailor specific interventions to address them.”

This blog entry is based on the following research study and journal article:

Kanitz, R., et al. (2024). Supportive, resistant, or both? A person-centric view on employee responses to diversity initiatives. Journal of Applied Psychology. https://doi.org/10.1037/apl0001190

Research: 4 Ways Employees Respond to DEI Initiatives. HBR, July 17, 2024.