"In the current climate, generic and expensive programs to promote diversity, equity, and inclusion-for example, trainings-are increasingly falling out of favor. In fact, most of the existing research suggests that trainings have not been effective at changing people's behaviors or measurable organizational outcomes, such as who gets hired. Yet, what hasn't changed is companies' need to tap into the broadest possible talent pool to hire the best person for the right role at the right time."
"The question on many leaders' minds, then, is how they can continue to improve the quality and fairness of their hiring in an effective and palatable way. is a senior researcher at the Women and Public Policy Program at Harvard Kennedy School, where she studies fairness and gender equality in the workplace. Her work focuses on debiasing organizational structures through behavioral design. She is the coauthor, with Iris Bohnet, of Siri Chilazi Make Work Fair: Data-Driven Design for Real Results (Harper Business, 2025)."
Generic and expensive diversity, equity, and inclusion programs, particularly trainings, frequently fail to change individual behaviors or measurable organizational outcomes such as hiring. Organizations still need access to the broadest talent pools to place the best candidates in the right roles at the right times. Leaders therefore seek effective, palatable ways to improve hiring quality and fairness. Debiasing organizational structures through behavioral design and data-driven interventions offers a practical path to reduce bias, reshape processes, and achieve measurable improvements in hiring outcomes rather than relying solely on traditional training programs.
Read at Harvard Business Review
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