Global research finds strong support for workplace diversity, equity and inclusion (DEI) across the US, Europe and Asian, yet only half of US employees say initiatives improve their daily experience, pointing to a shift from programmes to measurable fairness.
Around seven in ten employees worldwide say it is important to work in organisations that prioritise workplace DEI, according to new research from The Conference Board, which surveyed workers and leaders across the US, Europe and Asia on attitudes to organisational DEI efforts.
The research found that 77% of US respondents, 70% of Asia-based employees and 67% of Europe-based workers say it is important to work in organisations with a broad mix of people across race, gender, age and thinking styles.
At a time when corporate DEI strategies face heightened scrutiny in some markets, The Conference Board’s findings suggest support remains broadly intact. However, employee expectations are evolving. Credibility is now less about the visibility of programmes and more by whether employees can feel fairness in everyday decisions, argues the research. In other words, how pay is set, how opportunities are assigned and how leaders behave when it matters.
STRONG WORKPLACE SUPPORT FOR DEI
In the US, workplace DEI remains an important factor in employer choice. Nearly two-thirds (63%) of US respondents say they would not – or only reluctantly – work for an organisation that does not take DEI seriously. That’s down slightly from 68% in 2024.
Across regions, strongly negative views remain limited. The research reports negative perceptions below 10% overall. That said, neutral responses are growing, signalling uncertainty about effectiveness rather than widespread rejection of workplace DEI. While support remains substantial, belief in tangible impact is slipping.
US PERSPECTIVES ON DEI
In the US, the share of workers and leaders reporting a positive personal impact from DEI initiatives fell from 57% in 2024 to 50% in 2025. Fewer than half of respondents say common workplace DEI activities, such as training, formal discussions or tracking metrics, positively affect their daily work.
Perceptions of proportionality are also shifting. The share of US respondents saying their organisation’s workplace DEI effort is “about right” dropped from 58% to 47% year-on-year. On the other hand, those saying their organisation is doing “too much” rose to 31%, up from 21% in 2024.
The pattern suggests recalibration rather than collapse. Many employees appear less interested in programme volume and more focused on outcomes.
ASIAN & EUROPEAN PERSPECTIVES ON DEI
Regional responses highlight how employees experience workplace DEI across markets. In Asia, employees report stronger perceived implementation and higher perceived impact, with 56% reporting a positive work experience impact and 63% reporting positive business outcomes.
At the same time, The Conference Board’s research indicates a more mixed preference signal in parts of Asia. In fact, almost half of respondents do not care about DEI or would prefer to work where it is minimised, even as reported impact measures are higher.
Europe-based respondents are the most sceptical on perceived impact, reporting 50% positive work experience impact and 51% positive business outcomes on average. Yet 54% say their firms’ efforts are “about right.”
CREDIBILITY GAP BETWEEN LEADERSHIP & EMPLOYEES
The research highlights a persistent credibility gap between senior leadership and the wider workforce. In the US:
- 71% of executives say their organisation is dedicating more DEI resources than last year, compared with 57% of managers and 41% of employees.
- 62% of executives say DEI positively affects their work experience, versus 50% of managers and 48% of employees.
- 66% of executives report positive business impact, compared with 57% of managers and workers.
The implication is structural: when leaders measure progress by what they launch and employees measure it by what they experience, trust can erode — even when support for the underlying goals remains high.
MANAGERIAL IMPACT ON MEANINGFUL DEI
Across all regions, one variable is most strongly linked to whether workplace DEI is perceived as meaningful: frontline manager behaviour. Employees who feel included and respected by their manager are:
- more than twice as likely to say DEI improves job satisfaction, collaboration and trust in leaders; and
- three to four times more likely to say DEI initiatives positively shape work experience.
The effect is strongest in Asia, where employees who feel included by their managers are reported to be up to eight times more likely to cite positive business outcomes from DEI efforts.
The Conference Board’s work suggests employees place the highest value on workplace DEI efforts when they are tangible and outcome-based – including equitable pay, fair promotion processes, inclusive leadership behaviours and collaborative decision-making, rather than on the visibility of initiatives alone.
A TURNING POINT FOR GLOBAL WORKPLACE DEI
Seven in ten workers globally still say workplace DEI matters. But The Conference Board’s research signals a new phase: credibility now depends on measurable fairness – in pay, promotion, opportunity and leadership behaviour – not just programme visibility.
For organisations competing in global labour markets, the key test is whether DEI commitments are reflected in everyday decisions – for example, who gets hired, who gets developed, who gets promoted and whose voice carries weight. The debate is no longer whether workplace DEI should exist. It is whether employees can experience it working.
HOW TO TURN DEI COMMITMENTS INTO MEASURABLE IMPACT
So what does effective workplace DEI look like in practice? The findings point towards a shift from “more activity” to “more operational fairness”. Here are a few tips on how organisations can turn DEI commitments into measurable impact:
Anchor workplace DEI in core systems
The research shows that employees respond most positively to fairness where it is felt: pay, hiring, promotion and advancement transparency. That means rigorous pay equity reviews, clear promotion criteria and visible pathways to opportunity, with resources moved away from low-impact activities toward core processes that shape outcomes. Find out more on how organisations can improve performance and retention when inclusion is embedded in organisational systems rather than treated as a peripheral initiative here.
Make managers accountable for workplace DEI
The research is blunt: manager behaviour is the strongest predictor of whether employees experience DEI as meaningful. Employers can build this into management practice by tying inclusive behaviours to performance expectations, progression and leadership development. Read more on how empathy, fairness and psychological safety at manager level translate into engagement and inclusion by clicking here.
Move from generic DEI training to role-specific capability
The research suggests organisations should shift away from broad, high-volume DEI-related training towards role-specific, scenario-based learning that improves decision-making (for example in hiring panels, performance ratings, promotion calibration and scheduling). Several recent surveys have similarly emphasised the importance of connecting DEI learning to day-to-day workplace decision points, as reported here.
Measure lived experience, not just representation
Tracking representation alone is no longer enough to demonstrate credibility. The report points to monitoring what employees actually experience: pay progression, promotion flow, retention, fairness of scheduling, access to stretch opportunities, participation in key projects, as well as safety and respect at work, supported by pulse surveys and scorecards.
Close the perception gap with transparent outcomes
Where executives report progress but employees feel little benefit, trust can break. Making outcomes visible through pay equity corrections, promotion patterns, access to opportunities and manager accountability, helps shift workplace DEI from narrative to proof. Read more here on how organisations build credibility by integrating equity and inclusion into governance and reporting, rather than relying on internal campaigns alone.
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