thesis diversity management

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Diversity impact on organizational performance: Moderating and mediating role of diversity beliefs and leadership expertise

Jamshid ali turi.

1 Department of Management Studies, Bahria Business School, Bahria University, Islamabad, Pakistan

Sudhaishna Khastoori

2 Department of Management Sciences, SZABIST, Larkana, Pakistan

Shahryar Sorooshian

3 Department of Business Administration, University of Gothenburg, Gothenburg, Sweden

Nadine Campbell

4 Business school, Western Sydney University, Sydney, Australia

Associated Data

The data has been sent to the SZABIST center of research in Shaheed Zulfikar Ali Bhutto Institute of Science and Technology, 79 Clifton Road, Karachi 75600, Pakistan. To obtain the archive, should use the main author's name followed by the year 2021, "Ali Turi / Khastoori - 2021. Data set, the contact information for the SZABIST center of research is: Tel: (021) 358-21538-42 (EXT # 407) Fax: (021) 35830446 Email: kp.ude.tsibazs@ofni .

The current research examines the impact of four independent diversity variables, gender, age, educational background, and ethnicity, on the moderating role of diversity beliefs and the mediating role of leadership expertise to measure organisational performance in Pakistan. A self-administered questionnaire using a 6-point Likert scale approach was adopted to collect the responses from 176 employees. Quantitative analysis was done using SPSS, and SMART-PLS3 were used for was used to comprehend the objectives of the research. The findings indicate that age diversity, diversity beliefs, and leadership expertise have a statistically significant impact on organisational performance. Moreover, moderating variable diversity belief did not affect organisational performance, but leadership expertise plays a significant mediating role in organisational performance. Our study provides critical theoretical contributions to research diversity and organisational performance in Pakistan and examines the impact of workforce diversity on organisational performance with leadership expertise as mediator and diversity beliefs as a moderator.

1. Introduction

Diversity has many meanings, applications, and implications. Some organisations see it as an asset from which innovation and competitive advantages can springboard, while others see it as a hindrance, constrain, and biases. Traditionally, diversity included religion, language, age, gender, ethnicity, education, cultural and personality orientation [ 1 ]. Today, the concept of diversity has evolved to encompass strategic targets to improve organisational performance and effectiveness [ 2 ]. Therefore, organisations promote workforce diversity to bolster organisational performance [ 3 ]. However, many studies suggest that diversity exists in different forms with different intensities. If not managed properly, it has the potential to harm morale, intensify turnover and result in substantial communication problems.

The lack of diversity training and understanding of diversity beliefs, especially in developing countries with rigid social and cultural bonds, leads to organisational bias. To overcome these organisational biases, E-Vahdati et al. [ 4 ] recommended that firms should emphasise corporate governance, accountability, ethics, trust, and diversity. Moreover, organisations also need diversity for rational decision-making and promoting a conducive environment, where everyone’s beliefs are respected, leading to employees self-reflecting on the positive benefits [ 5 , 6 ]. However, if workforce diversity is mismanaged, this could lead to emotional conflicts, perceived organisational politics, miscommunication, power struggle, and higher employee turnover. As a result, having a diverse workforce would become an inhibitor for organisational development [ 7 , 8 ].

Muhammad Ali Jinnah, the founder of Pakistan, believed that diversity management involves four key concepts. One is democratisation which would guarantee cooperation amongst its citizens. Two, consistent social equity and equivalence through egalitarian Islamic values. Three, stringent laws with no room for bias or discrimination. Four, protectionism for minorities, women, and other disadvantaged groups [ 9 ]. Despite this, Pakistan is among the lowest-ranked diverse countries in the world. It ranked in the 22nd percentile for gender diversity and female economic activity in emerging economies due to its religious and cultural norms. Additionally, Pakistan’s sectoral diversity falls in the bottom five [ 10 ].

Previous studies on diversity focused on culture and ethnicity, but elements such as age, gender, and education have not been fully explored. Therefore, there is a need to examine different elements of diversity in different settings to understand its applications and managerial implications for sustainable organisational performance [ 11 – 13 ]. However, the subjective nature of diversity has left many practitioners ill-equipped to manage diversity effectively or determine which components play a role in diversity management and diversity-related issues [ 14 ].

The contradictory research results on diversity need to be further examined to increase our comprehension and better explain this phenomenon. Previous research has considered various diversity dimensions to identify their impact on organisational performance. For example, García-Granero et al. [ 15 ] and Georgakakis [ 16 ] explored the relationship between top management team functional diversity and the firm’s performance with the moderating role of top management (CEO) attributes. Other studies have used negative descriptors such as discrimination and racial prejudice to explore diversity.

However, no studies have examined the projectized environments or considered the role of leadership expertise and diversity beliefs. This research’s main queries are to determine how leadership expertise adds to organisational performance, value diversity beliefs, and organisational performance? Therefore, our contribution to the diversity literature will help us better understand and assess the impact of diversity on organizational performance by examining leadership expertise as a mediating variable and determining the extent to which diversity and organizational performance are related, using diversity beliefs as a moderating variable within Pakistan.

2. Literature review and hypotheses

Diversity is considering, recognising, and respecting others’ opinions and differences irrespective of their culture, gender, age, social status, race, physical capability, and so on [ 7 , 17 ]. It is used to find opportunities, face challenges, and explore new avenues [ 18 ]. Furthermore, diversity can be used to enhance knowledge and skill levels, help to understand behaviour, conflicts and fill the gaps within the organisation [ 7 , 19 ]. While there are many facets to diversity, this research aims to look more especially at gender, age, ethnicity, and educational diversity.

2.1 Gender diversity

Gender diversity represents the gender identities of men and women. It describes the emotional difference and experience publicly and culturally attached to men and women within any firm [ 20 ]. Research has found that a moderate level of gender diversity boosts the competitive edge, whereas greater levels of gender diversity reduce organizational performance. Other studies have shown that organisational success depends upon gender equality and equity [ 21 , 22 ];. Although western organisations have been moving closer to gender equality, Pakistan is way behind [ 21 ]. The gender-oriented inequities within the Pakistani workplace are reinforced by personal biases and stereotypes, referring that the status of men is perceived as superior to women. Many organisations prefer hiring male employees because they perceive men as better performers [ 23 ].

2.2 Age diversity

Age diversity is the ability of an organisation to accept different age groups. The business environment can only grow and succeed when various age groups within an organisation come with diverse experiences [ 24 – 26 ]. Recently, age diversity issues have gained significance because professionals are choosing to work past retirement age, and young adults are working part-timers while completing their studies [ 27 – 29 ]. Many organisations are welcoming this trend because they need skilled employees with experience and young talent with an innovative mindset for new ventures better organisational performance [ 30 , 31 ]. However, In Pakistan, young people face more discrimination in the labour market than old workers [ 32 ], as cultural norms are founded on respect for their elders.

2.3 Ethnic diversity

Ethnic diversity refers to differences in religion, language, and cultural background. Employees from different backgrounds working in the same organisation represent different lifestyles, cultures, beliefs, and skills that can improve strategic decisions [ 14 ]. Due to these perceived attributes and globalisation, organisations are focusing on multiplicity diversity building, but many companies struggle to produce and implement policies that reduce ethnic discrimination, which negatively impacts organisational performance [ 32 – 35 ]. Pakistani laws espouse that all citizens are equal irrespective of their religion, language, gender, or caste, but for minorities in Pakistan, this is a farfetched dream. According to EEOC data, ethnic diversity violations cost companies $112.7 million per annum due to ethnic diversity violations [ 3 ].

2.4 Educational diversity

Educational diversity denotes differences in knowledge, training, skills, experience, and qualification [ 18 , 36 ]. Some organisations refuse to employ highly qualified workers because they do not believe highly educated individuals are better performers, while others see employees with less education, skills, and training underperform [ 22 ]. The lowest level of education affects the earnings of rural workers in Pakistan, but old earners who receive more education earn more in urban areas. Organisations use educational diversity to have a mix of soft and hard-tech skills [ 37 ], and employees consider having educational diversity to significantly increase their ability in obtaining desirable jobs [ 38 , 39 ]. Age, gender, ethnicity, and educational diversity add to the synergetic pragmatism of the projects and organisation [ 30 , 40 ]. These findings lead us to the stance that H1 : Diversity has a significant positive impact on project performance .

2.5 Leadership expertise

Leadership expertise plays a crucial role in organisational performance, as it creates new directions, new philosophies, optimism, boost enthusiasm and cooperation among employees, and devises appropriate visions and strategies. Furthermore, leadership expertise considers diversity an organisational strength and promotes inclusion and diversity using various leadership styles as one leadership style may not work in diverse teams. The leader-member exchange (LMX) theory explains this approach best. It is a relationship-based approach with a dyadic relationship between the leader and their employees [ 41 ].

According to LMX [ 41 ], a leader uses a specific leadership style for each team member based on their mindset. The leaders share more knowledge and information, delegate responsibilities, and encourage participation in decision-making with some members and not others. LXM theory allows leaders to develop in-groups and spend more resources on the members they expect to perform better. This relationship between a leader and members gradually develops and reaches a high degree of dependence, mutual trust, and support. As a result, productivity increases. That eventually enhances employee retention, loyalty, and sustainable organisational growth.

Previous results maintain that effective diversity management at the workplace adds to both organisational and organisational performance [ 7 , 40 ]. Diversity, which has become an integral part of every organisation and project in this unified world, needs better leadership expertise to manage it at the micro and macro levels [ 34 , 42 ]. Research supports that a leader’s expertise, i.e., leading employees with respect regardless of their caste and creed, leading them with self-assurance, positively shaping their behaviour, results in enhanced employee performance, which eventually reflects increased organisational performance [ 43 ]. The findings lead us to H2 : Diversity with leadership expertise has a positive impact on organisational performance .

2.6 Role of diversity beliefs as a moderating variable

Diversity beliefs mean understanding that everyone is unique, and there is a need to recognise individual differences. These differences include race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies [ 11 ]. Today, globalisation is one of the driving forces of diversity within organisations. However, accommodating diversity beliefs in terms of spiritual, cultural, and political views sometimes challenges a diverse organisation [ 12 , 25 ]. Staff needs to be reminded that they should not impose their opinions on others as their personal and ethnic beliefs are independent of their work obligations [ 27 , 44 ]. The employment practices linked with unbiased diversity beliefs can lead to constructive organisational results [ 11 , 26 ].

These diversity beliefs can be polarised perceptions or preferences towards homogeneity or heterogeneity [ 7 , 17 ]. A leader’s diversity beliefs may be one of the factors influencing organisational performance. Manoharan and Singal [ 42 ] found diversity positively affects organisational performance when supported by positive beliefs and values. Kundu and Mor [ 45 ] concluded that a generally positive view of workforce diversity could positively impact organisational and new venture (project) performance. Additionally, the perception of employees about workforce diversity is positively linked with organisational performance [ 46 ], and employees perceive their organisation more favourably when diversity management is perceived as positive [ 18 ]. However, due to organisational variations and cultural settings, diversity needs to be managed differently [ 14 , 47 ]. As such, we hypothesise that H3 : Diversity beliefs moderates the relationship between leadership expertise and organisational performance .

Furthermore, organisations bring people from different cultures to boost creativity, knowledge, and rational problem-solving approaches. Consequently, the leaders in this 21 st century have become highly alarmed with diversity management in organisations [ 48 ]. It is believed that diversity at the workplace positively impacts organisational performance, and the leadership expertise mediates this relationship. According to prior research [ 8 , 49 ], organisational leaders play a vital role in forming and promoting the workplace culture, free of prejudice and personal biases. The workforce mainly follows leaders to set the perspective wherein they would work in an organisational setting. Thus, forming such an environment that imitates respect, ethical behaviour, understanding, and encouraging cross-cultural values improves organisational performance. However, this relationship is moderated by the diversity beliefs. Everyone in the organisation does not hold the same values and beliefs. Still, a true leader who can determine the varied beliefs of employees and manage diversity in a way that is convincing for each team member can help organisations reach new heights [ 50 ]. The research findings lead to the hypothesis that H4 : Diversity significantly impacts organisational performance with the mediation of leadership expertise and moderation of diversity beliefs .

The Conceptual Model ( Fig 1 ) was developed based on the relationship between four dimensions of diversity most relevant to the Pakistani context, the leadership expertise, diversity beliefs, and organisational performance. This conceptual framework indicates the impact of workforce diversity on organisational performance in the presence of leadership expertise as mediating variable and diversity beliefs as moderating variable in the services sector and projectized organisations in Pakistan’s major cities.

3. Methodology

A quantitative approach using a correlational study was undertaken to determine the extent of a relationship constructs under investigation. A structured questionnaire was adopted from previous studies [ 51 , 52 ] to collect primary data using a survey, keeping in mind the objectives of the studies. The study used a 6-point Likert scale for grading the responses with the scale (1 = strongly disagree, 2 = disagree, 3 = partially disagree, 4 = partially agree, 5 = agree, 6 = strongly agree). The target population of the study was the project management professionals, working in the major cities of Pakistan. These cities were selected because many of the national and international developmental projects take place here. Organizations were selected from the services sector. The questionnaires were self-administered.

Additionally, a muti-level sampling procedure was adopted to make the respondent selection process more accurate and precise. In the first phase, stratified random sampling was applied to select the strata of the potential respondents. In the second phase, the quota sampling technique was applied to select the qualifying organizations, and in the third phase, convenient sampling was used to collect data. A total of 550 questionnaires were distributed, and 482 were returned. Questionnaires were assessed and screened for completeness. A total of 17 questionnaires were discarded as more than 10% of the values were missing. A further 12 were removed because of outliers. The remaining 451 were analysed using SPSS and Smart PLS.

4. Results and findings

4.1 participant demographics.

Table 1 contains the demographic details of the respondents. Among 176 respondents, 97 were male, and 79 were female. Most of the respondents were aged 30–35, had more than 5years’ experience working for their organisation, and held a bachelor’s degree or higher. This indicates that the participants were well educated and possessed sufficient skills and knowledge to answer all the survey questions proficiently.

4.2 Instrument validity

Table 2 indicates the loading factors for all the items are in the acceptable range of greater than 0.70. The average variance extracted (AVE) falls between 0.612–0.678 for the constructs, indicating a high-reliability level. Moreover, the composite reliability (CR) values range from 0.862 to 0.947 and are highly consistent and satisfy the convergent validity criteria. Furthermore, predictive accuracy, effect size, and predictive relevance were conducted for the goodness of fit, and their values fell in an acceptable range.

*OL = Organisational Leadership; AD = Age Diversity; ED = Ethnic Diversity; GD = Gender Diversity; EDD = Educational Diversity LE = Leadership Expertise; DB = Diversity Beliefs.

4.3 Discriminant validity: Fornell-Larcker Criterion

Discriminant validity of the constructs was checked using Fornell-Larcker Criterion. Discriminant validity confirms correlation among constructs if the values do not exceed 0.85 and the square root of AVEs is greater than the correlation of other constructs. Table 3 maintains that all values are less than 0.85, and their square root of AVEs was greater than their constructs’ off-diagonal values. These details satisfy the discriminant validity requirements.

*AD = Age Diversity; DB = Diversity Beliefs; ED = Ethnic Diversity; EDD = Educational Diversity GD = Gender Diversity; LE = Leadership Expertise; OP = Organisational Performance.

4.4 Discriminant validity: HTMT Criterion

HTMT refers to the average of the correlations of indicators between different constructs relative to the average of the correlations of indicators within the same construct. It measures the discriminant validity between the construct of the instrument. While conservative cut-off values are 0.9 is advocated a more stringent ratio of 0.85 as it offers the best criterion compared to all other methods of assessing discriminant validity [ 53 ]. Thus, any inter-construct ratio greater than 0.85 would be considered as having poor discriminant validity. The HTMT ratios obtained in this study, as shown in Table 3 , indicate no discriminant validity problems between the constructs.

4.5 Hypothesis testing

The path estimation or hypothetical relations was performed to observe the significant relationship in the inner path model. The entire hypothetical path in the framework was examined through the regression coefficient (β). Using the PLS Bootstrap technique, the value of β was checked to observe the proposed hypotheses in the structural model. Table 4 demonstrates the path coefficient assessment result where out of 10 direct hypotheses, six were supported, and four were not supported. The supported hypotheses were significant at least at the level of 0.05, have expected positive sign directions, and consist of a path coefficient value (β) ranging from 0.181 to 0.515.

Additionally, Table 5 shows that all six direct relationships were significant as the p-value is less than 0.05 and the t-value is higher than 1.96, depicted in Fig 2 . However, the other four hypotheses were unsupported because the p-value was higher than 0.05, and the t-values were less than 1.96.

In the case of moderating hypothesis, DB does not moderate the relationship between LE and OP. Therefore, it confirms that DB does not play any significant moderating role in the relationship between LE and OP.

4.6 Mediation hypothesis

For the mediating analysis, the bootstrapping technique was applied [ 54 ]. The mediation analysis results are presented in Table 6 and in Fig 3 , where among the four mediating hypotheses, three were supported, and one was not supported. The mediating path AD -> LE -> OP, ED -> LE -> OP, and EDD -> LE -> OP was significant as p < .005 and the values of LL and UL do not have zero (0) in between, which confirmed a mediating effect. However, the other mediating path GD -> LE -> OP was not significant as p < .005, and the zero (0) exists between LL and UL. In addition, among the three hypotheses, the AD -> LE -> OP path was partially mediated as the direct hypothesis was significant. However, the other two significant paths were fully mediated as their direct relationships were not significant.

5. Discussion

After many years of research on workplace diversity, there is considerable misperception over what diversity is. The broad definitions state that diversity seeks inclusion but does not identify the difference between social diversity where individuals of different races, ethnicity, religious beliefs, socio-economic status, language, geographical origin, gender, and/or sexual orientation bring their different knowledge, background, experience, and interest to increase organisational performance. Similarly, functional diversity where individuals with a variety of educational and training backgrounds are not examined. As a result, organisations are left confused about how to manage diversity to maximise organisational performance [ 55 – 58 ].

The present research provides a better understanding of the prevailing diversity scenario in Pakistan’s service sector and projectized organisations. The research indicates that three diversity variables, ethnic, gender, and education, do not significantly impact organisational performance. In contrast, age diversity has a significant impact on organisational performance.

The moderating hypothesis indicates that diversity beliefs play no significant role in improving organisational performance. This study challenges previous findings in the literature review sections, which proclaims that diversity and diversity beliefs significantly affect organisational performance. Therefore, organisations prefer to engage the workforce with diverse social, cultural, and ethnic backgrounds, bringing multi-facet experiences, learning, tacit and explicit knowledge to the organisation, boom effectiveness, and efficiencies, face challenges, and accept future challenges. This may be due to regional and cultural factors, that diversity beliefs are not promoting organisational performance, which may be explored in the future. Moreover, this study indicates that leadership expertise plays a significant mediating role, and diversity beliefs play a significant moderating role in organisational performance.

5.1 Theoretical implications

Our study provides critical theoretical contributions to research diversity and organisational performance. There is a gap in the current literature on the impact of workforce diversity on organisational performance, with leadership expertise as mediating variable and diversity beliefs as moderating variable in the services sector and projectized organisations in Pakistan. Specifically, we determined that leadership expertise mediates age, ethnicity, and educational diversity, and organisational.

Second, we contribute to research on the effective path by which diversity influences organisational performance by exploring the mediating role of leadership expertise. That is, our study not only examined that leadership expertise positively influences organisational performance. Building on these studies, our research uses leader-member exchange theory as an effective path and organisational performance as a goal. Drawing on the leader-member exchange theory, we determine that leadership expertise can impact diversity and enhance organisational performance. Our results suggest that leadership expertise is a crucial mechanism for diversity management and improving organisational performance in Pakistan.

Finally, our research explored the value of incorporating the moderator, diversity beliefs, and the mediator leadership expertise into a single theoretical model helps us better to understand the relationship between diversity and organisational performance. Our study showed that diversity beliefs do not moderate the relationship between leadership expertise and organisational performance. However, there were direct relationships between age diversity and leadership expertise, age diversity and organisational performance, diversity beliefs and organisational performance, and ethnic diversity and leadership expertise. Additionally, this study also found that there is partial and no mediation between age diversity, gender diversity, and organizational performance.

5.2 Practical implications

In addition to the theoretical contributions, our research informs practitioners in several ways. First, our results show that age, ethnicity, and educational diversity directly contributes to organisational performance via leadership expertise. There was also a direct relationship between age and ethnic diversity and leadership expertise. These findings emphasise the relevance of diversity management in light of globalisation.

Leaders should employ leader-member exchange procedures to help sustain organisational performance in an increasingly diverse workforce. That is, leadership styles need to change based on the mindset of the various groups within the organisation. The leaders share more knowledge and information, delegate responsibilities, and encourage participation in decision-making with some members and not others. LXM theory allows leaders to develop in-groups and spend more resources on the members they expect to perform better. However, this study added to the body of knowledge, that leadership expertise may not contribute to well managed and effective group development, due to social, religious, and cultural limitations of the locality/respondents.

5.3 Limitations and future research directions

This study has several limitations. First, it focused on age, gender, ethnic, and education diversity management and did not take into account other demographic diversity practices implemented within the organisations. Previous research recognises that a broad spectrum of demographic diversity influences organisational performance [ 55 ]. Future research should investigate a broader range of demographic diversity to understand better what constitutes a comprehensive approach to diversity management. Second, the research is quantitative, and its moderate response rate may limit the generalisability of the results [ 59 ]. Future research could combine qualitative and quantitative methods to leverage both structured and unstructured data to enhance the depth of insights and provide more specific practical outcomes [ 60 ]. Third, the generalisability of findings should be interpreted with caution. Every society has its own culture, norms, and social values, and previous research has identified that organisational culture may influence the findings related to diversity management [ 61 ].

6. Conclusions

Workplace diversity is becoming one of the most popular ways to evaluate organisational performance. Thus, conducting training and creating awareness regarding diversity will lead to value generation, better productivity, and vitality. Managing diversity at the workplace considers leveraging and respecting cultural differences in employees’ competencies, ideas, and innovativeness to persuade them to contribute towards a common goal and do it in a way that gives a competitive edge to organisations. Hence, it is recommended to encourage a more diversified workforce and create awareness to increase organisational performance. In addition, this research has focused on diversity beliefs as a moderating variable. However, future research can be conducted that how leadership expertise can mediate between age and gender diversity and organizational performance. Additionally, organisational justice as a moderator between diversity dimensions and organisational performance needs to be explored. Moreover, in the current paper, the social traits of diversity have been studied, providing opportunities or gaps to study functional diversity traits in the future.

Ethical consent

The study was approved by the ethical committee of the SZABIST Larkana Campus. The consent was informed, and the information was collected through an approved structured questionnaire. Moreover, the authors declare that they have no conflict of interest.

Funding Statement

The author(s) received no specific funding for this work.

Data Availability

• PLoS One. 2022; 17(7): e0270813.

Decision Letter 0

16 Dec 2021

PONE-D-21-09151Diversity Impact on Organizational performance: Moderating and Mediating role of Diversity Beliefs and Leadership ExpertisePLOS ONE

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Reviewer #1: The study is interesting, and the results are useful for diversity related research. However, the manuscript needs to be thoroughly checked for language including grammar. Detailed review comments are attached.

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You get a minor revision, make a revision immediately, pay attention to the marked reviews, the introduction is quite clear but there are some things that need to be improved, the methods, data processing and others are quite good

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Author response to Decision Letter 0

24 Jan 2022

General: The whole paper was revisited and the help of the expert/native speaker was also incorporated. Additionally, some technical quality improvements are also considered.

Reviewer #1: The study is interesting, and the results are useful for diversity related research. However, the manuscript needs to be thoroughly checked for language including grammar. Detailed review comments are attached.

Suggestion accepted and incorporated . Thanks for your appreciation, the whole paper was revisited and the suggestions were incorporated

Reviewer #2: You get a minor revision, make a revision immediately, pay attention to the marked reviews, the introduction is quite clear but there are some things that need to be improved, the methods, data processing and others are quite good

Suggestion accepted and incorporated. Thanks for your appreciation, the whole paper was revisited and the suggestions were incorporated

Submitted filename: reviewers comments and responses.docx

Decision Letter 1

21 Jun 2022

Diversity Impact on Organisational Performance:

Moderating and Mediating Role of Diversity Beliefs and Leadership Expertise in Pakistan

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Acceptance letter

15 Jul 2022

Diversity Impact on Organizational performance: Moderating and Mediating role of Diversity Beliefs and Leadership Expertise

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Diversity Management and the Role of Leader

The paper’s intention is to provide the correspondence of the globalization and the diversity in the management in this current trade era. The aim of the article is to understand the leader’s role in diversity management which is rapidly changing the global trade market more clearly. Globalization has a very big influence on the diversity management these days, both directly and indirectly. This study is based on a systematic review of 14 journal articles presented on the concerned topic. It is divided into three main parts: the paper describes benefits of diversity management, leader’s role and the challenges which leaders face while playing the role in the diverse management. In the review, it was found that “diversity” in the workplace is one of the most important factors to run the business or corporation smoothly and workplaces are truly benefitted by the management of the diversity. It works as an “aid to trade” in the performance of the workforce in the corporate culture. Next, we explained the challenges which leaders face and how to avoid those by taking initial steps. The paper ends up by providing discussions, limitations of the previous literature and some suggestions to the future researchers.

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THESIS PROPOSAL Managing workforce Diversity in the international organization: A theoretical and realistic perspective

This research proposal discusses the thesis topic of workforce diversity and how it is managed at an organizational level with a specific focus on German organizations.

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Please cite as: Al Ariss, A., & Guo, G. C. Job allocations as cultural sorting in a culturally diverse organizational context. International Business Review (2015), http://dx.doi.org/10.1016/j.ibusrev.2015.09.010

Akram AL ARISS

This study addresses the inadequacy of the career and diversity literatures in explaining the dynamics of job allocations in a culturally diverse organizational context. In order to better understand this topic, we conducted a qualitative study involving personal interviews with 50 Emiratis and international employees who worked in managerial positions in the United Arab Emirates (UAE). The purpose of the study was to explore the unique challenges associated with managing a culturally diverse workforce and explore the role of culture in allocating jobs among employees with diverse cultural backgrounds. Despite the perceived value of having a culturally diverse workforce, our findings indicate a lack of effective diversity management strategies for dealing with challenges and issues associated with a high level of cultural diversity in the participating organizations. This study provides insights into the impact of cultural/nationality-based stereotypes on job allocations as well as on organizational outcomes. Based on the findings, we discussed implications for research and practice and as well as for policy makers.

Mustafa Ozbilgin

Diversity management has been extensively studied in domestic settings. However, domestic diversity management research is inadequate for understanding diversity management concerns of global firms at the level of their strategic decision making and cross-national coordination activities. The aim of this paper is to examine Japanese global firms in the automotive industry with a view to reveal their reasons for adoption, diffusion and implementation of global diversity management activities. The field research assumes a multi-party, multi-layered approach, incorporating interviews with decision leaders in key institutional actors, including diversity managers, trade union and employers’ association representatives and, subject specialist scholars. The research also involves documentary analysis of policy documents and corporate data. The paper provides a) a literature review on diversity management that identifies its key tenets and global and domestic versions, b) a conceptual framework of influences which shape the diversity management approach that a firm may take, c) an elaboration of the research methods and techniques and d) a case study of global diversity management in the Japanese automobile industry from a multi-stakeholder perspective. Research findings reveal that despite their global outlook, the automotive companies still retain multinational rather than global approaches to diversity management. The paper explains why this may be the case and proposes some remedies for overcoming current tensions in effective implementation of global diversity management activities.

Ajay Prakash

Aroush Khan

Workforce diversity is a primary concern for most of the businesses. Today's organisations need to recognise and manage workforce diversity effectively. Many articles have been written on this topic but there is no specific definition of workforce diversity. The main purpose of this article is to review the literature of workforce diversity. What is workforce diversity? What are the benefits of workforce diversity in organisations, what management can do to enhance work force diversity in organisations? What are the disadvantages of workforce diversity? .This questions would be main purpose of this article.

Lena Elisabeth Kemper

In response to demographic change organizations in Germany and Japan have recently begun to adapt their human resource management practices to embrace employees with diverse backgrounds: e.g. females, foreigners, or older workers (aged fifty and older). Based on a survey of 209 organizations we compare the current situation of diversity management practices in the two countries. Our findings indicate that, due to institutional differences, the scope and focus of diversity management varies significantly. Japanese diversity management focuses primarily on gender, whereas German organizations adopt a broader approach. While Japanese organizations consider communication and HR initiatives more important, German organizations assign a higher importance to practices integrating diversity in everyday work.

Human Factors and Ergonomics in Manufacturing

Brian D'Netto

shatrughna yadav

Corporate culture is like a tree which has diversified his business in different perspectives. In that context to managing the workplace diversity becomes one of the most important issues to ensuring the organizational effectiveness. Diversity Management is an important tool for fostering creativity and innovation through managing diverse workforce. Managing diversity is simply managing the individual in workplace. Diversity transforms the homogenous to heterogeneous workforce. In the recent years, employing heterogeneous workforces is important for competitive organization but to manage the diversified workforce is major challenge for management. This paper provides an overview of issues and challenges occur in the managing diversity. It also aims to investigate the gaps between theories and practices in the organization. This study emphasizes that it is need to develop a model and framework in the Indian context to manage the diversity effectively.

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Dissertations / Theses on the topic 'Diversity in the workplace'

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ANJORIN, RASHIDAT, and AVNI JANSARI. "MANAGING CULTURAL DIVERSITY AT WORKPLACE." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-40190.

Shawver, Brenda G. "The social construction of workplace "diversity"." [Tampa, Fla.] : University of South Florida, 2004. http://purl.fcla.edu/fcla/etd/SFE0000263.

Powell, Catherine Shivers. "Mediation, diversity, and justice in the workplace." [Pensacola, Fla.] : University of West Florida, 2009. http://purl.fcla.edu/fcla/etd/WFE0000163.

Lundman, Ida, and Anna Nordberg. "Praktiskt mångfaldsarbete : En fallstudie av Piteå Kommuns socialtjänsts praktiska mångfaldsarbete." Thesis, Umeå universitet, Sociologiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-117059.

Paez, Karen N. "Diversity awareness, diversity climate, and individual career outcomes : a counseling psychology perspective /." view abstract or download file of text, 2006. http://proquest.umi.com/pqdweb?did=1276405611&sid=1&Fmt=2&clientId=11238&RQT=309&VName=PQD.

Taylor, Aisha Smith. "Toward a Taxonomy of Diversity at Work: Developing and Validating the Workplace Diversity Inventory." PDXScholar, 2011. https://pdxscholar.library.pdx.edu/open_access_etds/158.

Lien, Vy Ngoc. "Workplace culture, workgroup identification, and workplace conflict." CSUSB ScholarWorks, 2002. https://scholarworks.lib.csusb.edu/etd-project/2334.

Ebron, Christopher J. "Perceptions of workplace diversity among park districts in Illinois /." Available to subscribers only, 2006. http://proquest.umi.com/pqdweb?did=1136096451&sid=18&Fmt=2&clientId=1509&RQT=309&VName=PQD.

Radwan, Nagwa Farid. "A novel approach towards understanding diversity in the workplace." Thesis, University of Nottingham, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.419421.

Ortiz, Daniel M. "Retail Business Managers' Strategies for Enhancing Workplace Diversity Planning." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6084.

Sayers, Roslyn, and roslyn sayers@rmit edu au. "Australia's Changing Workplace: A Generational Perspective." RMIT University. Economics, Finance and Marketing, 2006. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20070122.102821.

Joubert, Yvonne Trijntje. "Organisation team sport interventions to minimise diversity constraints in the workplace." Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/30564.

Roberge, Marie-Élène. "When and how does diversity increase group performance? a theoretical model followed by an experimental study /." Columbus, Ohio : Ohio State University, 2007. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1187203714.

Alexandre, Cesar da S. "Diversity management : a philosophical deliberation." Thesis, Cape Technikon, 2004. http://hdl.handle.net/20.500.11838/1007.

Bialy, Eugene J. "Emerging Trends in Workforce Diversity." SeeFull Text at OhioLINK ETD Center (Requires Adobe Acrobat Reader for viewing), 2004. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=toledo1082983510.

Kotze, Sharon Jean. "Social diversity in an engineering workplace: a conflict resolution perspective." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1638.

Ralepeli, Selebeli Gideon. "Employee perceptions on managing diversity in the workplace / S.G. Ralepeli." Thesis, North-West University, 2008. http://hdl.handle.net/10394/2905.

La, Masa Francesco. "Developing effective measures to implement gender diversity in the workplace." reponame:Repositório Institucional do FGV, 2018. http://hdl.handle.net/10438/20159.

Panoch, Amber. "The relationship between diversity and employee retention." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001panocha.pdf.

Feldman, Joseph Allan. "Factors of workforce diversity that influence individual and organizational performance." Thesis, University of Pretoria, 2001. http://hdl.handle.net/2263/29395.

Kamps, Jenna May. "The influence of diversity complexity and emotional intelligence on the attitude towards diversity in organisations." Thesis, Stellenbosch : Stellenbosch University, 2010. http://hdl.handle.net/10019.1/70359.

Heller, Deanna M. (Deanna Marcell). "Cultural Diversity and Team Performance: Testing for Social Loafing Effects." Thesis, University of North Texas, 1997. https://digital.library.unt.edu/ark:/67531/metadc278980/.

Obiero, Lawrence O. "Workplace diversity challenges and options for organizations to meet diversity needs of women and people of color /." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1997. http://www.kutztown.edu/library/services/remote_access.asp.

Minneyfield, Aarren Anthony. "OBSERVER ATTRIBUTION OF WORKPLACE INCIVILITY AS RACIAL DISCRIMINATION: AN APPLICATION OF SOCIAL INFORMATION PROCESSING THEORY." OpenSIUC, 2021. https://opensiuc.lib.siu.edu/theses/2889.

Caudill, Abbie Nicole. "Academic Gender Diversity Climates: A Multi-Method Study of the Role of Diversity Climate in Academic Workplace Outcomes." University of Akron / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=akron1540823577252695.

Doyle, Elizabeth. "Identifying Best Practices for Gender Diversity in Leadership Roles in the Workplace." Ohio University Honors Tutorial College / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=ouhonors1429795787.

Amuenje, Florentia. "The impact of diversity training on employee attitudes and behaviour with regard to diversity in work organisations: an analysis of a diversity-training programme in a Namibian work organisation." Thesis, Rhodes University, 2003. http://hdl.handle.net/10962/d1002433.

Peters, Björn A. "Managing diversity in intergovernmental organisations." Wiesbaden : VS, Verlag für Sozialwissenschaften, 2008. http://dx.doi.org/10.1007/978-3-531-90891-5.

Pérez, Juliana, and Magnus Ohlin. "Diversity Maturity : How are managers in Sweden facing today’s diverse workforce?" Thesis, Blekinge Tekniska Högskola, Sektionen för management, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-1176.

Chang, Boin. "Examining links between diversity and outcomes in work groups effects of different levels of diversity and social networks /." Akron, OH : University of Akron, 2009. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=akron1240417885.

Schilpzand, Maria Catharine. "Cognitive diversity and team performance: the roles of team mental models and information processing mechanisms." Diss., Georgia Institute of Technology, 2010. http://hdl.handle.net/1853/37186.

Priest, Walker Heather A. "The influence of cultural diversity on initial decisions to trust in newly forming teams a policy capturing approach /." Orlando, Fla. : University of Central Florida, 2008. http://purl.fcla.edu/fcla/etd/CFE0002358.

Fenton, Mark G. "Multicultural training at WAM!NET a digital technology company of Minneapolis, Minnesota /." Online version, 1999. http://www.uwstout.edu/lib/thesis/1999/1999fentonm.pef.

Varnavas, Christine Ann. "The need for cross-cultural training in Hospitality and Tourism programs." Online version, 2000. http://www.uwstout.edu/lib/thesis/2000/2000varnavasc.pdf.

Yamashita, Kazuhiro. "Importance of developing multicultural diversity training program in the hotel industry in the Minneapolis area." Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004yamashitak.pdf.

Bridges, Jessica. ""Do You Comb Your Hair?”: Detangling First-Generation Black Student Experiences in Internships." Thesis, Boston College, 2020. http://hdl.handle.net/2345/bc-ir:108770.

Prieb, Michelle E. ""It's not on my 'to do' list" : the discursive construction of workplace diversity." Virtual Press, 2005. http://liblink.bsu.edu/uhtbin/catkey/1313948.

Oh, Gloria. "Mere Diversity or Genuine Inclusion: Moral and Pragmatic Arguments for an Inclusive Workplace." Thesis, Boston College, 2018. http://hdl.handle.net/2345/bc-ir:108033.

Gavin, Fiona. "Workplace diversity and European enlargement : a qualitative study within the international civil service." Thesis, University of Manchester, 2012. https://www.research.manchester.ac.uk/portal/en/theses/workplace-diversity-and-european-enlargementa-qualitative-study-within-the-international-civil-service(1b190a5a-4a99-4fd5-b8d2-6890cb2be610).html.

Cantu, Cassandra A. "A comprehensive study and critical analysis of diversity management in organizations." Online version, 2008. http://www.uwstout.edu/lib/thesis/2008/2008cantuca.pdf.

Pinjani, Praveen. "Diversity in global virtual teams a partnership development perspective /." Greensboro, N.C. : University of North Carolina at Greensboro, 2007. http://libres.uncg.edu/edocs/etd/1410/umi-uncg-1410.pdf.

Fernandez, Venard Lourdes Perry Earnest L. "METPRO a case study in diversity and newspaper economics /." Diss., Columbia, Mo. : University of Missouri--Columbia, 2009. http://hdl.handle.net/10355/5361.

Swart, Victor. "Factors influencing cultural diversity at a multinational company." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/8790.

Grobler, Jan Dirk. "Diversity in decision making for competitive advantage : conceptualising the impact diversity of ideas has on decision making efficiency." Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/80223.

Carelse, Kareemah. "Employees’ perceptions towards workplace diversity in a financial institution operating in the Western Cape." uwc, 2013. http://hdl.handle.net/11394/3224.

Milton, Laurie Patricia. "Managing diversity to improve the bottom-line : confirming identities to enhance work group dynamics and performance /." Digital version accessible at:, 1998. http://wwwlib.umi.com/cr/utexas/main.

Hartung, Faye. "How individualist and collectivist organizational cultures influence work processes, outcomes, and cooperation." Online version, 2000. http://www.uwstout.edu/lib/thesis/2000/2000hartungf.pdf.

Kothbauer, Teresa R. "Intercultural competencies required by organization development consultants." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001kothbauert.pdf.

Burger, Louis Wicus. "Case study : the success of diversity management practices at Benga mine." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/97609.

Phillips, Lisa. "Staff retention and generational diversity : workplace characteristics that predict affective commitment and turnover intentions /." [St. Lucia, Qld.], 2007. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe20085.pdf.

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Please also visit our neurodiversity at work page to learn more about the stanford neurodiverse candidate reigistry., employers, please visit our neurodiversity at work page to learn more about our program and the stanford neurodiversity job bank ., about the stanford neurodiversity project, what is neurodiversity, neurodiversity is a concept that regards individuals with differences in brain function and behavioral traits as part of normal variation in the human population., the movement of neurodiversity is about uncovering the strengths of neurodiverse individuals and utilizing their talents to increase innovation and productivity of the society as a whole., our key objectives.

• Establish a culture that treasures the strengths of neurodiverse individual
• Empower neurodiverse individuals to build their identity and enhance their long-term skills of daily living throughout the lifespan
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• Train talented individuals to work with the neurodiverse population
• Disseminate the Stanford Neurodiversity Model locally, nationally, and internationally
• Maximize the potential of neurodiversity

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Feb February 26 Mon 2024

" Helping Autistic Adults Develop Self-Compassion "

Ru Ying Cai, PhD, Autism Spectrum Australia and La Trobe University

Chris Edwards, PhD, Autism Spectrum Australia and Griffith University

Feb February 29 Thu 2024

Grand rounds, department of obstetrics and gynecology, university of rochester medical center.

Rochester, New York

“The Strengths-Based Model of Neurodiversity: Applications in Education, Employment, and Clinical Settings"

Lawrence Fung, MD, PhD, Stanford University

Mar March 03 Sun 2024

Exploring neurodiversity in healthcare and medicine  .

Columbia University Vagelos College of Physicians and Surgeons, New York, New York

Mar March 07 Thu 2024

Disability rights and inclusion: a multidisciplinary conference, touro law center.

Central Islip, New York

“Applying the Strengths-Based Model of Neurodiversity in the Workplace"

Mar March 18 Mon 2024

" Not That Different "

Nidhi Mishra

Founder and CEO, Bookosmia

Mar March 19 Tue 2024

Neurodiversity association hong kong.

“Unleashing the Power of Neurodiversity, a New Concept in Diversity, Equity, and Inclusion"

Mar March 22 Fri 2024

Neurodiversity celebration week.

“Good Practice for Neurodiversity Professionals"

Apr April 11 Thu 2024

Beautiful minds: neurodiversity, equity and inclusion conference, university of michigan.

Ann Arbor, Michigan

"Neurodiversity in the Workplace". 

Apr April 15 Mon 2024

"Building a Bridge to Belonging"

Rev. Jennifer DeBusk Alviar

May May 02 Thu 2024

Grand rounds, department of psychiatry, brigham and women hospital and harvard medical school.

Boston, Massachussetts

“Neurodiversity in Psychiatric Practice"

May May 20 Mon 2024

Mona Kay, MSW, PhD, Host of the “ Neurodiverse Love ” podcast

Greg Fuqua, MA,  Divergent Coaching and Consulting

Jun June 05 Wed 2024

Opening keynote, american association of occupational health nurses (aaohn) national conference.

“Neurodiversity and Strengths-Based Approaches in Medicine"

Feb February 25 Tue 2025

Behavioral health grand rounds, penn medicine princeton house behavioral health and university of pennsylvania.

Princeton, New Jersey

“Neurodiversity: The New Diversity"

Program News

January 2023

California Department of Developmental Services awarded Dr. Lawrence Fung and his team on a new project to develop and assess a curriculum designed to train job coaches to support regional center consumers with intellectual / developmental disabilities.

March 25 2021, stanford neurodiversity project and dpr construction signed an agreement to start a pilot neurodiversity at work program at dpr construction., stanford neurodiversity project and google signed an agreement to start a pilot neurodiversity at work program at google cloud., postdoctoral research scholar in neurodiversity, neurodiversity publications, jan january 2024, a dual design thinking - universal design approach to catalyze neurodiversity advocacy through collaboration among high-schoolers.

Schuck, R.K. and Fung, L.K.  

Front Psychiatry. 2024 Jan 10:14:1250895. 

doi: 10.3389/fpsyt.2023.1250895.

Aug August 2022

Neurodiversity: an invisible strength.

Fung, L.K., Ulrich, T.L., Fujimoto, K.T., Taheri, M.  

JOM 74, 3200–3202 (2022).

https://doi.org/10.1007/s11837-022-05454-2 

Jun June 2022

The impact of autism-related training programs on physician knowledge, self-efficacy, and practice behavior: a systematic review.  .

Lauren Clarke and Lawrence K Fung

Autism (2022).

https://doi.org/10.1177/13623613221102016  

May May 2022

A scoping review of peer mentoring programs for autistic college students..

Isabelle F. Morris, Christy Matta, Lawrence K. Fung

Review Journal of Autism and Developmental Disorders.

https://doi.org/10.1007/s40489-022-00325-7 

Jan January 2022

Neurodiversity and opportunities in psychiatry.  .

Psychiatric Times (2022).

Nov November 05 Fri 2021

Stanford program matches autistic job seekers with employers..

Stanford Medicine News (2021).

Quick Links Featuring the Stanford Neurodiversity Project in the Media:

Success, february 16, 2024, more companies are adopting sensory-friendly practices—here’s how your business can follow suit , salon, june 5, 2023, neurotypicals: what makes them tick, and how can autistic people better understand them.

Matthew Rozsa

Stanford Medicine SCOPE 10k, May 3, 2023

What does it mean to be neurodiverse in medicine.

Emily Moskal

Kent State Today, April 21, 2023

Stanford university professor encourages neurodiversity advocacy through education and research.

Kent State Today

Scienceline, March 4, 2023

Doctors with autism speak out against stigma.

By Alice Sun

NPR Morning Edition, January 12, 2023

'significant overlap': researchers work to understand connection between autism and gender fluidity.

By Lesley McClurg

CBC News, August 28, 2022

The way we approach autism is evolving. that encourages some calgarians and concerns others, stanford alumni weekend: classes without quizzes, october 20, 2022, neurodiversity: the new diversity, jul july 21 wed 2021, stanford neurodiversity project speaker reflects on career as a neurodiverse adult, jul july 26 mon 2021, exclusive: google cloud exec rob enslin talks neurodiversity in the workforce and how the autism career program seeks top talent, aug august 04 wed 2021, google, stanford are teaming up to cultivate greater neurodiversity in the high tech workplace, sep september 17 fri 2021, neurodiversity in the workplace — and at events, dec 29, 2021, neurodiversity helps parents understand the atypical ways kids think, jan january 11 sat 2020, neurodiversity is strength the power of neurodiversity in school and at work.

Lawrence Fung, M.D., Ph.D.

Location: India Autism Center, Kolkata, India

Mar March 05 Thu 2020

The stanford neurodiversity project, with dr. lawrence fung  - different brains®.

Hackie Reitman, M.D.

What Makes Up Your Mind: How And Why To Celebrate Neurodiversity

Covid-19 q&a: dr. lawrence fung on impacts on the neurodiverse community, jun june 27 thu 2019, tech companies lead the way in hiring people with autism: what can we learn from them - triple pundit, sep september 09 mon 2019, dr. lawrence fung and his team was awarded one of the adult transition research grant by autism speaks for "achieving steady work among adults with autism through specialized employment program"., oct october 17 thu 2019, hiring neurodiverse people like me can give companies a competitive advantage - the washington post.

Haley Moss, Esq

Dec December 07 Sat 2019

As workers become harder to find, microsoft and goldman sachs hope neurodiverse talent can be the missing piece  - fortune, past events (including recordings of presentations in past special interest group meetings).

2023-2024 Academic Year

September 2023

Sep September 19 Tue 2023

"Improving Primary Care Providers' Confidence in Treating Children with Autism in a Rural Setting"

Sean Inderbitzen, LCSW, PhD

October 2023

November 2023

Nov November 09 Thu 2023

American bar association - section of labor and employment law.

Seattle, Washington

“Understanding and Managing Neurodiversity in the Workplace"

Hon. Stephanie M. Jones, Social Security Administration

Melissa S. Woods, Cohen, Weiss and Simon LLP

Salomon Chiquiar-Rabinovich, Law Offices of Salomon Chiquiar-Rabinovich

Nov November 16 Thu 2023

Grand rounds, kennedy kreiger institute and johns hopkins university.

Baltimore, Maryland

“Neurodiversity and Strengths-Based Approaches in Psychiatry"

Nov November 20 Mon 2023

"Research Basics Training:  Working Towards Inclusive Autism Research"

Maria Massolo, PhD,  Morrigan Hunter, MA, LCSW, Reid Caplan, MA

Kaiser Permanente

December 2023

January 2024

February 2024

August 2024

2022-2023 Academic Year

September 2022

Sep September 14 Wed 2022

Ohiohealth pride brg speaker series.

Neurodiversity in the Medical and Employment Settings

Stanford University

Sep September 19 Mon 2022

Fatmah Aure, The Kelsey

Sep September 21 Wed 2022

Neurodiversity at the Workplace

United States Army Research Labs

October 2022

Oct October 12 Wed 2022

2022 interagency accessibility forum (iaaf), difest global panel.

Disability Bias: Consequences and Economic Impact

November 2022

Nov November 15 Tue 2022

Reel event: working memory and the 2e child.

7:00-8:30 pm PST, on Zoom

Nov November 21 Mon 2022

"My Entrepreneurial Life as a Person on the Spectrum"

Dani Bowman, Danimations

December 2022

Dec December 19 Mon 2022

Eric Vorm, US Army

Jan January 16 Mon 2023

"Bringing the Neurodiverse Community Together Through Research"

Link to Interest Form for Job Coach Training Working Group

Feb February 01 Wed 2023

Community engagement meeting (part 1) - 4pm pst.

• Rationale of the project "Training Service Providers to Improve Employment Outcomes of Individuals with Intellectual and Developmental Disabilities"
• Introduction to TSPAA and TSPAIDD

February 2023

Feb February 08 Wed 2023

Canadian bar association of british columbia.

"Neurodiversity in the Practice of Law"

Feb February 15 Wed 2023

Community engagement meeting (part 2) - 4pm pst.

• Community discussions on employment support for individuals with I/DD

Feb February 22 Wed 2023

Community engagement meeting (part 3) - 4pm pst.

• Community discussions on job coaching for individuals with I/DD

Feb February 23 Thu 2023

National park service.

"Neurodiversity in the Workplace"

Feb February 27 Mon 2023

Marcia Eckerd Ph.D.

Mar March 01 Wed 2023

Community engagement meeting (part 4) - 4pm pst, zoom meeting link.

• Plans going forward in working group

Stanford Child Mental Health Projects for Ukraine

Mar march 20 mon 2023.

Renee Rosales, Theara

Mar March 30 Thu 2023

2nd international symposium on inclusion in higher education, sao paolo, brazil.

“Stanford Neurodiversity Project- Participatory Community-Based Approach"

Apr April 04 Tue 2023

Department seminar, department of psychology, california state university, east bay.

“Strengths-Based Model of Neurodiversity"

Apr April 13 Thu 2023

Neurodiversity seminar, shell global solutions (us) inc..

“Neurodiversity Across the Lifespan"

Apr April 17 Mon 2023

Mai Pham, MD, MPH, Institute of Exceptional Care

Apr April 19 Wed 2023

Google cloud champions of neurodiverse families., apr april 21 fri 2023, neurodiversity research initiative (nri) invited lectureship, kent state university.

“Advancing Neurodiversity Advocacy through Education and Research"

Recording (active until March 2024)

Kent State Today Story

Apr April 26 Wed 2023

De&i week, department of pathology, stanford university school of medicine.

“Neurodiversity in Academic Medicine"

May May 15 Mon 2023

"Introduction to Center for Sleep in Autism + Stanford Neurodiversity Project Updates"

Link to Interest Form for Community Academic Partnership for the Center for Sleep in Autism

May May 16 Tue 2023

Axinn, veltrop & harkrider llp.

“Neurodiversity in the Legal Settings"

May May 22 Mon 2023

Information session for community academic partnership for the center for sleep in autism.

5pm Pacific Time 

ZOOM Meeting Recording

Jun June 19 Mon 2023

"Invisible Labor: The Subminimum Wage for Autistic Workers"

Emily Ruppel, University of California at Berkeley

Jul July 04 Tue 2023

Mensa foundation’s colloquium.

“The Talent and Potential of Neurodiversity"

Jul July 12 Wed 2023

Human resources management group, stanford university.

Stanford, California

Jul July 17 Mon 2023

"Neurodiversity Advocacy" by Matias Solorzano, California Polytechnic University at Humboldt, and

"Neurodiversity and Ploitics" by Nick Gnatt, California State University at East Bay

August 2023

Aug August 21 Mon 2023

"Enabling Neurodiversity in Organisations: Leveraging the HRM and Digital Technology Nexus"

Jennifer Spoor, PhD , Latrobe University, Melbourne, Australia

2021-2022 Academic Year

September 2021

Sep September 01 Wed 2021

Duke center for autism and brain development.

"The Stanford Neurodiversity Project – a Multi-faceted Approach to Advance Neurodiversity Advocacy and Research in Academic Psychiatry"

Sep September 10 Fri 2021

Grand rounds, brookdale university hospital and medical center, brooklyn, ny.

"Neurodiversity in the Educational and Employment Settings"

Sep September 15 Wed 2021

Neurodiversity awareness training at the department of comparative medicine, stanford university school of medicine, sep september 20 mon 2021, meeting of the special interest group for neurodiversity.

Marina Ciccarelli, PhD, Curtin University; Cheryl Mangan & Brendan James, Autism CRC (Australia)

October 2021

Oct October 18 Mon 2021

Janette Dinishak, PhD, University of California at Santa Cruz

Oct October 24 Sun 2021

Octoberfest carnival.

at New Community Church (1100 Middle Ave, Menlo Park) 

Oct October 29 Fri 2021

Office of faculty development, diversity and engagement, stanford university.

"Neurodiversity as a Competitive Advantage at Stanford" 

November 2021

UC Davis Neurodiversity Summit

The summit, co-sponsored by the UC Davis Center for Mind and Brain (CMB) and the UC Davis MIND Institute, will feature presentations, a panel discussion, and a moderated debate focused on neurodiversity as it relates to  nonspeaking autism  and  intellectual/developmental disabilities . Panelists and presenters include neurodivergent people, parents, and researchers, with some participants representing more than one of these perspectives.

Click the link to register.

Nov November 16 Tue 2021

Stanford inclusive design week, panel: disability, design, and ai.

The implementation of AI systems for services such as healthcare, housing, employment, and mobility is increasing in prevalence in society. However, these systems have the potential to discriminate against persons with disabilities if not designed well. This panel, consisting of Sachin Pavithran, Lydia X.Z Brown, and Karen Nakamura will discuss the ways in which AI can dehumanize persons with disabilities and what can be done about it from the perspective of US policy, community activism, and disabilities studies.

Register Here (Open to all):

Eventbrite Registration for Disability, Design, and AI Panel

December 2021

Dec December 03 Fri 2021

United nations panel discussion on advancing employment for persons with disabilities.

Join the United Nations live webinar on  3 December from 09:00 – 11:30 a.m. EST/New York time . Listen to panel discussions on the role of innovative technologies and digital accessibility tools in supporting persons with disabilities in employment and the impact of COVID-19 on persons with disabilities in the workplace. There will also be a special event to launch our Employee Resource Group – UN(dis)ABILITIES. 

Overview of content: 

· Panel Discussion I: Advancing Employment for Persons with Disabilities –  The Role of Technology

· Panel Discussion II: Advancing Employment for Persons with Disabilities –  Post-COVID Return-to-Work

· Launch of UN System-wide Employee Resource Group –  UN(dis)ABILITIES

Please click the link below to join the webinar:

https://un-org.zoom.us/j/96255661798  

Passcode: IntDisRn2!

Dec December 20 Mon 2021

Neurodiversity & Relationships: Moving from Expectation to Appreciation of Cognitive Differences

Allison Burgess, LMFT

January 2022

Jan January 07 Fri 2022

Academic child and adolescent psychiatry webinar series, university college dublin, ireland, jan january 24 mon 2022.

John Comegys

Title of presentation: Hidden Genius: Autism--Personal, Professional, Vocational

February 2022

Feb February 21 Mon 2022

Perry LaRogue, PhD, Mansfield Hall

Feb February 28 Mon 2022

Transition to independence fair (tif), san mateo county, california, mar march 03 thu 2022, diversity in the minerals, metals, and materials professions 4 (dmmm4) , anaheim, california, usa .

Maximizing the Potential of Neurodiversity in the Employment and Educational Settings

Mar March 21 Mon 2022

Apr april 06 wed 2022, san mateo medical center, primary care grand rounds.

Neurodiversity and its Opportunities in Medicine

Lawrence Fung, MD, PhD

Apr April 13 Wed 2022

Physical medicine & rehabilitation grand rounds, stanford university school of medicine.

Neurodiversity in the Medical, Educational, and Employment Settings

Apr April 18 Mon 2022

Capitalizing on Strengths of Neurodiverse Individuals

Louis Chesney

Apr April 29 Fri 2022

Child and family focused education workshop, judicial council of california, may may 16 mon 2022.

Was Joseph on the Spectrum?  Lessons on Neurodiversity and Inclusion from the Biblical Story of Joseph

Samuel J. Levine, J.D.

Touro Law Center, NY

Jun June 20 Mon 2022

Katie Oswald

Full Spectrum Agency for Autistic Adults

Recording   

Jul July 18 Mon 2022

Ashley Lehman

College Internship Program

Jul July 19 Tue 2022

Greater cincinnati federal executive board.

Introduction to Neurodiversity

August 2022

Aug August 02 Tue 2022

Urology grand rounds, stanford university school of medicine, aug august 15 mon 2022.

The State of the Stanford Neurodiversity Project

Aug August 17 Wed 2022

Department of environmental, health, and safety, stanford university school of medicine, aug august 18 thu 2022, neurodiversity workshop, stanbridge academy, aug august 25 thu 2022, i/dd topics & trends 2022 - brought to you by lsa and dana hooper.

Neurodiversity Trends in Companies and Jobs

Time: 6:30 to 7:30pm

Register here!

Aug August 26 Fri 2022

Genetics grand rounds, stanford university school of medicine.

2020-2021 Academic Year

August 2021

Aug August 16 Mon 2021

Andrew Komarow, Planning Across The Spectrum

Aug August 18 Wed 2021

Stanford neurodiversity awareness training for the sip program, department of rehabilitation, state of california, jul july 30 fri 2021, diversity & accessibility guilds at  technology transformation services - u.s. general services administration, jul july 19 mon 2021.

Bill Wong, OTD, Stanbridge University

Jul July 14 Wed 2021

Neurodiversity awareness training at the department of genetics, stanford university school of medicine, jul july 13 tue 2021, neurodiversity awareness training at the department of chemical and systems biology (faculty meeting), stanford university school of medicine, jun june 21 mon 2021.

Mahnaz Akhavan Tafti, PhD, Alzahra University, Tehran- Iran

Jun June 02 Wed 2021

Neurodiversity awareness training at the basic science chairs meeting, stanford university school of medicine, may may 17 mon 2021.

Speaker:    Lawrence Fung, M.D., Ph.D. , Stanford University

Title : The State of the Stanford Neurodiversity Project

Apr April 22 Thu 2021

Autism awareness month, shell oil company.

Title : Maximizing the Potential of Autistic Individuals at the Workplace 

Apr April 19 Mon 2021

Judi Uttal, Orange County Asperger’s Support Group

Apr April 15 Thu 2021

Ireland's second national diversity and inclusion conference.

Panelists:    Lawrence Fung, M.D., Ph.D. , Stanford University; Sandra Healy, DCU Centre of Excellence for Diversity and Inclusion;  Michelle Carpenter, Indeed ;  Andrew Eddy, Untapped, Neurodiversity Hub Title : Neurodiversity in the Workplace 

Apr April 08 Thu 2021

Amazon naam 2021.

Title : The Latest Research on Neurodiversity 

Apr April 06 Tue 2021

Autism awareness month, nvidia.

Title : Neurodiversity in the Workplace 

Mar March 15 Mon 2021

Dana Hooper,  Life Services Alternatives, Inc.

February 2021

Feb February 17 Wed 2021

Google neurodiversity awareness for managers summit.

Title : Neurodiversity 101 and Metrics Innovation during Hiring and Performance Evaluation

Feb February 15 Mon 2021

  Kim Schreiber ,  NeuroNav

Interest Form for NeuroNav

Feb February 05 Fri 2021

Empire college school of law.

Title : Maximizing the Potential of Neurodiversity at Higher Education

January 2021

Jan January 25 Mon 2021

Marcelle Ciampi and David Hall of NeuroGuides

Jan January 21 - 22 Thu -Fri 2021

Stanford neurodiversity job fair / reverse job fair, jan january 20 wed 2021, orange county asperger's support group.

Title : Neurodiversity in the Workplace and the Stanford Neurodiversity Project

December 2020

Dec December 21 Mon 2020

Speaker: Jenara Nerenberg , author of Divergent Mind

Dec December 10 Thu 2020

Google cloud.

Title : Maximizing the Potential of Neurodiversity at the Workplace

Dec December 03 Thu 2020

Neurodiversity: a paradigm shift in tertiary education & employment.

Speaker:    Lawrence Fung, M.D., Ph.D. , and Christy Matta, Stanford University

Title : The Stanford Neurodiversity Project

November 2020

Nov November 20 Fri 2020

Uc davis neurodiversity summit.

Register here

Polaris Enterprise to Empower Adults with Autism Looking for Employment

Nov november 17 tue 2020, google research, nov november 16 mon 2020.

Speaker: Emily Rothman, PhD, Boston University; Jamil Karriem , Hiki

Videorecording

October 2020

Oct October 05 Mon 2020

Guest lecture, university of california at berkeley.

Title of presentation: The Strengths-Based Model of Neurodiversity and the Stanford Neurodiversity Project

Oct October 06 Tue 2020

Psychiatry grand rounds, university of california at san francisco.

Title of presentation:  Neurodiversity in the Medical and Educational Settings

September 2020

Sep September 04 Fri 2020

Friends of children with special needs (fcsn), sep september 14 mon 2020, community advisory committee, palo alto unified school district.

Title: The Strengths-Based Model of Neurodiversity in Educational Settings

Sep September 21 Mon 2020

Speakers: Lauren Rettagliata and Mark Rettagliata  

Sep September 24 Thu 2020

Grand rounds, department of surgery, western reserve health education (wrhe).

Title of presentation:  Neurodiversity in the  Medical and Educational Settings

2019-2020 Academic Year

August 2020

Aug August 07 Fri 2020

University college dublin acap covid-19 summer school webinar series.

Title: Neurodiversity and the Impact of COVID-19

Aug August 07 - September Sep 18 Fri -Fri 2020

Stanford neurodiversity design thinking workshop.

Lawrence Fung, M.D., Ph.D. , Stanford University

Aug August 17 Mon 2020

Speaker:  Maisie Soetantyo, M. Ed. , Relationship Development Intervention (R) Certified Consultant

Title: Autism Career Pathways Project ( slides )

Jul July 23 Thu 2020

Los altos chambers of commerce.

Title of Presentation:  Neurodiversity in the Workplace

Register here .

Jul July 20 Mon 2020

Speaker: Tiffany Jameson,  Grit and Flow

Jun June 16 - 30 Tue -Tue 2020

Society for industrial and organizational psychology avirtual conference 2020 .

Speakers:   

Valentina Bruk-Lee, Ph.D., Florida International University; Susanne Bruyere, Ph.D., Cornell University; Nancy Doyle, Ph.D., City University of London;   Lawrence Fung, M.D., Ph.D. , Stanford University; Eric Patten, Ph.D., St. Joseph's University

Title:  Diamond in the rough?  Neurodiversity inclusion in practice.

Jun June 15 Mon 2020

Peter DeHaas,  San Francisco Disability Business Alliance 

Lawrence Fung, Stanford Neurodiversity Project

Location:  1520 Page Mill Road, Room 117

May May 21 Thu 2020

The matthew foundation covid-19 virtual series in collaboration with the stanford down syndrome research center.

Title: COVID-19'S Impact on Present and Future Services and Plicy for the Down Syndrome and I/DD Community.

Time: 1pm PST 

Speakers: Nicole Jorwic and Jordan Lindsey

Register at:  https://tinyurl.com/y8p2xdjt 

  THE MATTHEW FOUNDATION

COVID-19 VIRTUAL SERIES

in collaboration with the Stanford Down Syndrome Research Center

  Nicole Jorwic , Sr. Director, Public Policy, The Arc (National)

May May 18 Mon 2020

Title: Neurodiversity Housing

Speaker: Ashley Kim, Elevare Community

Location:  Zoom ONLY

May May 16 Sat 2020

21st century dads.

SFN Zoom Conference - For Dads raising children with special needs

Visit here for more information and registration.

Apr April 30 Thu 2020

India autism center webinars.

Title: Dealing with Stress and Anxiety during the Pandemic

Recorded Session

Apr April 20 Mon 2020

Title:  Fighting For Our Different Brains

Speaker: Hackie Reitman, M.D. , Different Brains

Apr April 06 Mon 2020

Special seminar, stanford neurodiversity project.

Title: Life Interrupted: Managing Stress and Anxiety during a Global Pandemic

Speaker: Janie Hong, Ph.D.

Recorded session

Mar March 16 Mon 2020

Cancelled - meeting of the special interest group for neurodiversity, mar march 26 - 27 thu -fri 2020, cancelled - roundtable on autism-inclusive employment .

Location:  École À Pas de Géant / Giant Steps School, Montreal, Ontario, Canada

February 2020

Feb February 24 Mon 2020

Speaker: Nancy Doyle , Ph.D.

Feb February 22 Sat 2020

Family leadership summit, palo alto unified school district.

Keynote Speaker : Jonathan Mooney, Author of "Normal Sucks"

Location:  Gunn High School, CA

Feb February 21 Fri 2020

Bay area autism consortium.

Title : The Strengths-Based Model of Neurodiversity at Stanford

Location:  Sobrato Redwood Shores conference center; 350 Twin Dolphin Dr, Redwood City, CA 94065

Feb February 04 Tue 2020

Community conversations on mental health and well-being.

Time: 9-10am

Title : Neurodiversity is Strength: The Power of Neurodiversity at Stanford University

Feb February 03 Mon 2020

Time: 1:30 to 2:30pm

January 2020

Jan January 23 Thu 2020

Turquoise neurodiversity workshop.

Speakers:    Lawrence Fung, M.D., Ph.D. , Stanford University

Jan January 20 Mon 2020

Speaker: Haley Moss, Esq

Jan January 10 - 12 Fri -Sun 2020

Second international conference on autism.

Location:  Kolkata, India

December 2019

Dec December 16 Mon 2019

Speaker: Siena Castellon, creator of Neurodiversity Celebration Week

Location:  Stanford University School of Medicine, 1520 Page Mill Road, Palo Alto, Room 117

November 2019

Nov November 16 Sat 2019

San francisco autism society.

Speaker:    Lawrence Fung, M.D., Ph.D. , Stanford University

Location:  Li Ka Shing Center, Stanford University, Stanford, CA

Nov November 11 Mon 2019

Anthony Pacilio, JP Morgan Chase

Location:   Stanford University School of Medicine, 1520 Page Mill Road, Palo Alto, Room 117

Nov November 06 Wed 2019

Psychiatry grand rounds, stanford university.

Speakers:    Lawrence Fung, M.D., Ph.D. , Alison Morantz, J.D., Ph.D. , Nicole Ofiesh, Ph.D. , Stanford University

Location:  401 Quarry Road, Stanford, CA

Nov November 01 Fri 2019

Autism tree project foundation annual neuroscience conference.

Presentation: "Neurodiversity is Strength: The Power of Neurodiversity in School and at Work"

Location:  Sanford Consrtium of Regenerative Medicine, La Jolla, CA

October 2019

Autism in High Tech Summit

Presentation: The Strengths-Based Model of Neurodiversity and the  Stanford Neurodiversity Project

Oct October 14 Mon 2019

Tasha Oswald, Ph.D. ( Open Doors Therapy )

Oct October 12 Sat 2019

Autism at work summit.

Presentation:  "Mental Health at the Workplace"

Oct October 10 Thu 2019

Deej and q&a with dj.

Location:  Haymarket Theater, Palo Alto High School, 50 Embarcadero Road, Palo Alto, CA

September 2019

Joseph Strayhorn, M.D.

2018-2019 Academic Year

August 2019

Aug August 30 Fri 2019

Stanford neurology grand rounds.

Keynote Speaker : Lawrence Fung, M.D., Ph.D. , Stanford University

Presentation Title : The Strengths-Based Model of Neurodiversity and the Stanford Neurodiversity Project

Aug August 12 Mon 2019

Hala Annabi, Ph.D.

University of Washington

Jul July 25 Thu 2019

Jun june 20 thu 2019, national alliance on mental illness,contra costa county.

Speaker : Lawrence Fung, M.D., Ph.D. , Stanford University

Jun June 10 Mon 2019

Valerie Paradiz, Ph.D. NeuroNavigators

Jun June 04 Tue 2019

Autism speaks transition to adulthood town hall.

Speakers: Lawrence Fung, M.D,, Ph.D. , Stanford;  Lisa Croen, Ph.D., Kaisar Permanente; Alex Diaz, College Internship Program; Nathaniel Majors, Project Speak Up; Somer Bishop, Ph.D., UCSF.

May May 13 Mon 2019

Ronan McGovern, AIB

May May 08 Wed 2019

Neurodiversity awareness seminar at the department of pathology, stanford university school of medicine (lab management / professionalism series).

Speaker: Lawrence Fung, MD, PhD Presentation title:  Maximizing the Potential of Neurodiverse Trainees in Medicine at Stanford 

Apr April 30 Tue 2019

Neurodiversity at work roundtable, united nations.

Speakers: Lawrence Fung, M.D,, Ph.D. , Stanford;  Sarah Loucks, SAP; Neil Barnett, Microsoft; Jim Sinocchi, JP Morgan Chase; James Mahoney, JP Morgan Chase; Susanne M. Bruyère, Cornell; Barbara Bookman, City University of New York; Martha K. Jackson, NYC Mayor’s Office.

Dr. Fung presented the Stanford Neurodiversity Project at the United Nations.

Apr April 27 Sat 2019

Marin autism collaborative annual meeting .

Speaker: Lawrence Fung, MD, PhD Presentation title:  Neurodiversity is Strength! The Power of Neurodiversity in School and at Work. 

Apr April 25 Thu 2019

Meetup presentation | neurodiversity in the workplace.

Presentation Title : Neurodiversity In The Workplace: What Does It Mean

Apr April 23 Tue 2019

Autism at work awareness day.

Presentation Title : Maximizing the Potential of Neurodiversity In The Workplace

Apr April 10 Wed 2019

Vii annual international conference “autism: challenges and solutions”, moscow, russia .

Speaker: Lawrence Fung, MD, PhD Presentation title:  Maximizing the Potential of Neurodiverse Students and Employees through Specialized Program Development 

Apr April 08 Mon 2019

Yudi Bennett Exceptional Minds

For more about the speaker

Mar March 16 Sat 2019

Autism aspergers spectrum coalition for education, networking and development .

Speaker: Lawrence Fung, MD, PhD Presentation title:  Maximizing the Potential of Neurodiverse Students and Employees 

Mar March 14 Thu 2019

Strengths of dyslexia: entrepreneurship & neurodiversity symposium.

Sponsored by: Stanford Schwab Learning Center, UCSF Dyslexia Center, Stanford Neurodiversity Project

Mar March 11 Mon 2019

Laurie Sperry, Ph.D. Yale University 

"Asset Focused EmployABILITY"

Mar March 04 Mon 2019

Workshop on "asking for accommodations in the workplace: jobs and internships" .

Sponsor:  BEAM, Stanford Career Education

Mar March 03 Sun 2019

Santa clara county psychological association - workshop on "working with autism spectrum disorders in teens & adults" .

Speaker: Lawrence Fung, MD, PhD

Presentation title:  Stanford Neurodiversity Project: A positive psychology approach

February 2019

Feb February 22 Fri 2019

Neurodiversity awareness seminar at the san andreas regional center .

Speaker: Lawrence Fung, MD, PhD Presentation title:  The Stanford Neurodiversity Project 

Feb February 11 Mon 2019

Micaela Connery The Kelsey

Feb February 01 Fri 2019

Neurodiversity awareness seminar at the vaden health center at stanford .

Speaker: Lawrence Fung, MD, PhD Presentation title:  Maximizing the Potential of Neurodiverse Students at Stanford 

January 2019

Jan January 14 Mon 2019

Mark Jessen, SAP

Jan January 10 Thu 2019

Neurodiversity awareness seminar at the stanford graduate school of business .

December 2018

Dec December 18 Tue 2018

Janet Lawson and Dan Swearingen Autistry Studios

For more about the speakers

November 2018

Nov November 17 Sat 2018

Nov november 13 tue 2018.

David Nordfors i4j

Nov November 07 Wed 2018

Accessibility week at google.

October 2018

Oct October 09 Tue 2018

Speaker:   Steve Keisman Presentation title:  

September 2018

Sep September 24 Mon 2018

Neurodiversity awareness seminar at schwab learning center.

Speaker: Lawrence Fung, MD, PhD Presentation title:  "How to Help Neurodiverse Students Learn Better?"

Sep September 11 Tue 2018

Speaker: Alicia Danforth, PhD Presentation title:  "Psychotherapy in Adults with Autism Spectrum Disorder"

Sep September 05 Wed 2018

Neurodiversity @ stanford uit pilot kickoff workshop.

2017-2018 Academic Year

August 2018

Aug August 15 Wed 2018

Neurodiversity awareness seminar at stanford career and experiential education.

Speaker: Lawrence Fung, MD, PhD Presentation title:  Introduction to Neurodiversity: How Can We Help Our Neurodiverse Students at Stanford?

Aug August 14 Tue 2018

Speaker: Michael Bernick Presentation title:  "With California's Extensive Autism Employment System, Why is Autism Unemployment Higher Today than in 1990"

Jul July 18 Wed 2018

Neurodiversity awareness seminar at the gene vector and virus core.

Speaker: Lawrence Fung, MD, PhD Presentation title: Introduction to Neurodiversity - A prelude to the Neurodiversity at Work Program

Jul July 17 Tue 2018

Speaker: Susanne Bruyere, PhD Presentation Title: Workplace Disability Inclusion Policies and Practices: Implications for Autism at Work Initiatives

Jun June 14 Thu 2018

Nsf convergence workshop, nashville, tn..

Speaker: Lawrence Fung, MD, PhD Presentation title: The Stanford Neurodiversity Project

Jun June 12 Tue 2018

Speakers: Anlor Davin and Gregory Yates; Co-chair, Autism Aspergers Spectrum Coalition for Education Networking and Development (AASCEND; http://www.aascend.org/ ) Presentation title: Mindfulness Practice for Adults with Autism Spectrum Disorder

May May 23 Wed 2018

Bay area parent mentor night, autism tree project foundation, stanford, ca, may may 08 tue 2018.

Speaker: Kerry Margo Presentation topic : College Students with Autism Spectrum Disorder

Apr April 24 Tue 2018

Research workshop, 3rd autism at work summit, seattle, wa., mar march 01 thu 2018, neurodiversity awareness seminar at the university it department.

February 2018

Feb February 13 Tue 2018

Speaker: Jan Johnston-Tyler; Evo Libri https://evolibri.com/ Presentation topic: Neurodiversity hiring programs

January 2018

Jan January 16 Tue 2018

Speaker: Tim Goldstein Presentation topic: Training companies on understanding neurodiverse individuals

December 2017

Dec December 12 Tue 2017

Speaker: Paulette Penzvalto ; Program Manager, Google Presentation topic: Neurodiversity Internship Program at Google  

November 2017

Nov November 14 Tue 2017

Speaker: Cheryl Morin; SAP Presentation topic: SAP Autism at Work High School Program

Engineering: Graduate Thesis Information: Dissertations and Theses

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Search citations and abstracts of dissertations and theses submitted by Santa Clara University and other participating institutions.  Allows a 24-page preview of all dissertations published after 1996.  SCU affiliated users may download the full-text of any SCU dissertation pubiished after 1996.

This database is accessible along with the engineering databases on the library's website.

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Click on the "advanced" search tab. Use the "Database:" pull-down menu to select "Interdisciplinary - Dissertations & Theses."

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2 Deans of Diversity, Equity, and Inclusion at MIT Alleged in Shocking Plagiarism Scandal

I n the world of academia, integrity is paramount. It is the cornerstone upon which scholarly work is built. However, recent allegations of plagiarism against two Deans of Diversity, Equity, and Inclusion (DEI) at the Massachusetts Institute of Technology (MIT) have sent shockwaves through the academic community, raising questions about the sanctity of academic integrity.

Understanding Plagiarism

Before delving into the allegations, it’s important to understand what plagiarism is. Plagiarism is the practice of using someone else’s work or ideas without giving them proper credit, often with the intent of passing them off as one’s own. In academic circles, this is regarded as a grave breach of ethics. It undermines the very essence of scholarly work, which is built on original thought and rigorous research.

The Accused

Tracie Jones-Barrett and Alana Anderson, the two DEI deans in question, were hired by MIT in 2021 amidst the George Floyd protests and the broader racial reckoning within higher education institutions. Their roles were seen as crucial in fostering an inclusive and equitable academic environment. However, a lawsuit now alleges that both Jones-Barrett and Anderson plagiarized significant portions of their dissertations, casting a shadow over their credibility.

The Role of a Dissertation in the MIT Plagiarism Scandal

A dissertation, which is at the heart of these allegations, is a long piece of writing on a particular subject, especially one submitted for a doctoral degree. It’s an original contribution to the existing body of knowledge in a particular academic field. The process of writing a dissertation involves extensive research, critical thinking, and original thought. Any allegations of plagiarism in a dissertation are therefore taken very seriously.

The Allegations

The lawsuit points out numerous instances where each woman allegedly stole pages, passages, and ideas from fellow academics for their respective dissertations. The scale of the purported serial plagiarism, as outlined by Aaron Sibarium of The Free Beacon, is staggering. It paints a picture of academic dishonesty that is deeply concerning.

One of the most glaring instances highlighted in the complaint is where Anderson allegedly copied more than a full page of work from Mark Chae, a Pillar College counseling professor, into her thesis without citation. Anderson also appears to have taken words from Jarvis Givens, a professor at the Harvard Graduate School of Education. These instances of alleged plagiarism, if proven true, represent a serious breach of academic ethics.

Potential Consequences

If these allegations are substantiated, they could result in significant ramifications. Plagiarism violates academic integrity rules and can lead to penalties ranging from retraction of published work to loss of position. The universities involved are likely to investigate  these allegations. The outcome of this investigation could have far-reaching implications for the individuals involved and the institutions they represent.

However, it is important to remember that these are allegations at this point, and the individuals are presumed innocent until proven guilty. The legal process must be allowed to take its course without prejudice. In the realm of justice, the fundamental principle dictates that individuals are presumed innocent until proven otherwise.

The Bigger Picture

This case serves as a stark reminder of the importance of academic integrity. It underscores the need for rigorous checks and balances in the academic world to prevent such incidents. It also raises questions about the hiring practices of institutions and the measures they take to ensure the credibility of their staff. Institutions of higher learning must strive to uphold the highest standards of academic integrity .

As we await further developments in this case, it is crucial to remember the potential impact of such allegations on the individuals involved and the institutions they represent. The academic community must stand firm in its commitment to integrity, fairness, and truth. This case serves as a reminder that the pursuit of knowledge must always be grounded in honesty and integrity.

Two receive Klemperer Award for outstanding materials PhD thesis

Two PhD graduates, Qi Hua and Falon Kalutantirige, were awarded the 2024 Klemperer Award for Outstanding Materials Chemistry Ph.D. Thesis in the Department of Chemistry.

In a special presentation to the department on May 9, 2024, Hua presented her thesis, “Understanding and Controlling the Reactivity of Oxygen Reduction and Methanol Oxidation Electrocatalysts,” and Falon presented her thesis, “Morphogenesis-Morphology-Function Relationships of Irregular Nanomaterials Using Advanced Electron Microscopy and Graph Theory.”

Advised by chemistry Prof. Andrew Gewirth, Hua began her graduate studies at Illinois in 2019 after completing a Bachelor of Science degree in chemistry at Lanzhou University. And Kalutantirige earned a Bachelor of Science degree in chemistry from the University of Sri Jayewardenepura, Sri Lanka, in 2017, and was advised at Illinois by materials science and engineering professor Qian Chen, who is also affiliated with the Department of Chemistry.

Related People

• Awards and Honors
• Women in Chemistry
• Materials Chemistry

More Department News

• Two receive Klemperer Award for outstanding materials PhD thesis Two PhD graduates, Qi Hua and Falon Kalutantirige, were awarded the 2024 Klemperer Award for Outstanding Materials Chemistry Ph.D. Thesis in the Department of Chemistry. Read full story
• Spotlight: Class of 2024 Chemistry at Illinois graduates Graduate spotlights   Zach Burke Dual degree: Bachelor of Science in chemistry and Bachelor of Science in Astrophysics Undergraduate research: I was in the group of Mikael Backlund where I worked on super resolution via image inversion interferometry. Through this research,... Read full story
• Two receive TS Piper Award for outstanding PhD thesis Two PhD graduates in the Department of Chemistry — Chi-Herng "Daniel" Hu and Joe Lastowski — were awarded the 2024 Theron Standish Piper Award for outstanding thesis work in inorganic chemistry. Read full story

7 Princeton Traditions in My Last Semester

May 16, 2024, amélie lemay.

As a follow-up to my sophomore blog post about 7 traditions in my first on-campus semester , I now present to you 7 traditions from my final semester. 

1. Taking 3 courses + thesis

In the final semester, seniors generally take a lighter course load to have additional time to focus on the thesis. This spring I only took 3 courses plus the thesis (which counts as a course), giving me more time to focus on my project than when I have a typical 4-5 course load. This also gave me time for graduate school interviews, student visit days, and other tasks associated with planning for life post-Princeton.

2. Choosing a grad school program

Come March, I was notified of my acceptances to the different graduate school programs I'd applied to. In the fall, I'll be starting a doctoral program in Civil and Environmental Engineering at MIT working with Dr. Desirée Plata! Being able to share this news with my professors and letter of recommendation writers was exciting and rewarding.

3. Printing and binding my thesis

In mid-April, my thesis was wrapping up, and it was time for official printing and binding. Printing your thesis is optional, but it's traditional to present a leather-bound copy to your advisor. I chose to print my thesis and was incredibly proud to present the culmination of my project to Dr. Bourg.

4. Stepping into the Fountain of Freedom post-thesis submission

Following submission of the thesis, seniors will step into the Fountain of Freedom to officially mark the beginning of the mythical "PTL" (post-thesis life). The water wasn't very warm on the day after my department's thesis submission date (April 15), but I still honored the tradition by stepping into the water.

5. Wearing my class jacket

Formerly known as a " beer jacket ," to be worn by seniors at the Nassau Inn to protect their day clothes, the class jacket is now the de facto uniform for Reunions. The jacket prominently displays your class year, making it easy to spot your classmates among the masses of orange and black that flock to campus for Reunions each May. Our class voted on the design in the fall, and I'm really pleased with the final design.

6. Taking photos by the bronze tigers

Our class government offered free sessions with a pro photographer by the bronze tigers, and I also took photos of my friends myself. We brought numerous graduation props (thesis, class jacket, cap) to the session.

7. Walking through FitzRandolph Gate

At Commencement, I'll walk through FitzRandolph Gate for the first time since the class of 2024 Pre-Rade in my first on-campus semester. Legend has it that students who walk through the gates between the Pre-Rade and Commencement won't graduate in four years. All appears to be on track for me to officially receive my diploma on May 28, but I certainly won't be taking any chances between now and then.

And with that, my undergraduate experience at Princeton has come to a close! I've truly loved my time here, and I'll forever be grateful to Old Nassau.

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Cincinnati children’s rises in ranking of top hospitals and health systems for diversity .

Wednesday, May 15, 2024

Cincinnati Children’s, which has more than 19,000 employees, has again been recognized as one of the nation’s Top Hospitals and Health Systems for Diversity by Fair360, previously known as DiversityInc. Cincinnati Children’s was the only pediatric health system in the Top 10 this year.

Cincinnati Children’s has again been recognized as one of the nation’s Top Hospitals and Health Systems for Diversity by Fair360 , previously known as DiversityInc. Cincinnati Children’s was the only pediatric health system in the Top 10 this year, advancing to No. 6 on the list from No. 17 in 2023.

Cincinnati Children’s also earned the distinction of being one of Fair360’s Top Companies for Executive Women, where it placed 10th in the nation and was the only pediatric health system named.

Fair360 recognizes large U.S. employers for excellence in diversity and inclusion management. Each year, it evaluates organizations across six categories: leadership accountability, talent programs, human capital metrics, workplace practices, supplier fairness and philanthropy.

Fair360’s final rankings are empirically driven, based on employer-submitted data about organizational policies, practices and procedures.

“Intentional efforts around diversity, equity and inclusion in healthcare delivery, research and education can help reduce care disparities, drive better patient and employee experiences and ultimately improve overall health for all people,” said Steve Davis, MD , president and CEO of Cincinnati Children’s, which has more than 19,000 employees.

“At Cincinnati Children’s, our aim is to have a workforce that reflects the population we serve,” said Peter Adebi , senior vice president and chief Human Resources and Diversity officer. “The benefits of a diverse, equitable and inclusive workforce include better patient care, improved patient outcomes and enhanced employee retention.”

For the past several years, Cincinnati Children’s has been on a mission to advance diversity, equity and inclusion across the organization, diligently collecting robust data to ensure accountability and measure progress. Submitting that data to Fair360 enables Cincinnati Children’s to examine its progress on a national scale and recognize achievements to date.

Today, because of these efforts:

• Women constitute 79% of all employees at Cincinnati Children’s, including more than half of the physicians
• Executive and senior manager diversity includes 52% women and 22% people of color
• Women make up 50% of the Board of Trustees, and 25% are people of color
• About 24% of the employees of Cincinnati Children’s are people of color, and so are one out of four physicians
• Cincinnati Children’s Tier-1 diverse spending reached 10.94% as of March 31, 2024, exceeding the 6% industry standard

“Fair360’s recognition provides an external validation of our performance across many diversity, equity and inclusion metrics,” said Bobby Rodriguez, vice president of Diversity, Inclusion and Community Relations. “At Cincinnati Children’s, we pride ourselves on being the best at getting better. We are grateful for both the acknowledgement of what we’ve achieved and the insights into what we need to do to create a place where everyone feels welcome, safe, valued and respected.”

In April 2024, Cincinnati Children’s was recognized by Forbes as one of America’s Best Employers for Diversity. Of the 500 companies recognized by Forbes , Cincinnati Children’s ranked No. 60 across all industries and was the nation’s second-highest rated health system for diversity.

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McKinsey Global Private Markets Review 2024: Private markets in a slower era

At a glance, macroeconomic challenges continued.

McKinsey Global Private Markets Review 2024: Private markets: A slower era

If 2022 was a tale of two halves, with robust fundraising and deal activity in the first six months followed by a slowdown in the second half, then 2023 might be considered a tale of one whole. Macroeconomic headwinds persisted throughout the year, with rising financing costs, and an uncertain growth outlook taking a toll on private markets. Full-year fundraising continued to decline from 2021’s lofty peak, weighed down by the “denominator effect” that persisted in part due to a less active deal market. Managers largely held onto assets to avoid selling in a lower-multiple environment, fueling an activity-dampening cycle in which distribution-starved limited partners (LPs) reined in new commitments.

About the authors

This article is a summary of a larger report, available as a PDF, that is a collaborative effort by Fredrik Dahlqvist , Alastair Green , Paul Maia, Alexandra Nee , David Quigley , Aditya Sanghvi , Connor Mangan, John Spivey, Rahel Schneider, and Brian Vickery , representing views from McKinsey’s Private Equity & Principal Investors Practice.

Performance in most private asset classes remained below historical averages for a second consecutive year. Decade-long tailwinds from low and falling interest rates and consistently expanding multiples seem to be things of the past. As private market managers look to boost performance in this new era of investing, a deeper focus on revenue growth and margin expansion will be needed now more than ever.

Perspectives on a slower era in private markets

Global fundraising contracted.

Fundraising fell 22 percent across private market asset classes globally to just over $1 trillion, as of year-end reported data—the lowest total since 2017. Fundraising in North America, a rare bright spot in 2022, declined in line with global totals, while in Europe, fundraising proved most resilient, falling just 3 percent. In Asia, fundraising fell precipitously and now sits 72 percent below the region’s 2018 peak.

Despite difficult fundraising conditions, headwinds did not affect all strategies or managers equally. Private equity (PE) buyout strategies posted their best fundraising year ever, and larger managers and vehicles also fared well, continuing the prior year’s trend toward greater fundraising concentration.

The numerator effect persisted

Despite a marked recovery in the denominator—the 1,000 largest US retirement funds grew 7 percent in the year ending September 2023, after falling 14 percent the prior year, for example 1 “U.S. retirement plans recover half of 2022 losses amid no-show recession,” Pensions and Investments , February 12, 2024. —many LPs remain overexposed to private markets relative to their target allocations. LPs started 2023 overweight: according to analysis from CEM Benchmarking, average allocations across PE, infrastructure, and real estate were at or above target allocations as of the beginning of the year. And the numerator grew throughout the year, as a lack of exits and rebounding valuations drove net asset values (NAVs) higher. While not all LPs strictly follow asset allocation targets, our analysis in partnership with global private markets firm StepStone Group suggests that an overallocation of just one percentage point can reduce planned commitments by as much as 10 to 12 percent per year for five years or more.

Despite these headwinds, recent surveys indicate that LPs remain broadly committed to private markets. In fact, the majority plan to maintain or increase allocations over the medium to long term.

Investors fled to known names and larger funds

Fundraising concentration reached its highest level in over a decade, as investors continued to shift new commitments in favor of the largest fund managers. The 25 most successful fundraisers collected 41 percent of aggregate commitments to closed-end funds (with the top five managers accounting for nearly half that total). Closed-end fundraising totals may understate the extent of concentration in the industry overall, as the largest managers also tend to be more successful in raising non-institutional capital.

While the largest funds grew even larger—the largest vehicles on record were raised in buyout, real estate, infrastructure, and private debt in 2023—smaller and newer funds struggled. Fewer than 1,700 funds of less than $1 billion were closed during the year, half as many as closed in 2022 and the fewest of any year since 2012. New manager formation also fell to the lowest level since 2012, with just 651 new firms launched in 2023.

Whether recent fundraising concentration and a spate of M&A activity signals the beginning of oft-rumored consolidation in the private markets remains uncertain, as a similar pattern developed in each of the last two fundraising downturns before giving way to renewed entrepreneurialism among general partners (GPs) and commitment diversification among LPs. Compared with how things played out in the last two downturns, perhaps this movie really is different, or perhaps we’re watching a trilogy reusing a familiar plotline.

Dry powder inventory spiked (again)

Private markets assets under management totaled $13.1 trillion as of June 30, 2023, and have grown nearly 20 percent per annum since 2018. Dry powder reserves—the amount of capital committed but not yet deployed—increased to $3.7 trillion, marking the ninth consecutive year of growth. Dry powder inventory—the amount of capital available to GPs expressed as a multiple of annual deployment—increased for the second consecutive year in PE, as new commitments continued to outpace deal activity. Inventory sat at 1.6 years in 2023, up markedly from the 0.9 years recorded at the end of 2021 but still within the historical range. NAV grew as well, largely driven by the reluctance of managers to exit positions and crystallize returns in a depressed multiple environment.

Private equity strategies diverged

Buyout and venture capital, the two largest PE sub-asset classes, charted wildly different courses over the past 18 months. Buyout notched its highest fundraising year ever in 2023, and its performance improved, with funds posting a (still paltry) 5 percent net internal rate of return through September 30. And although buyout deal volumes declined by 19 percent, 2023 was still the third-most-active year on record. In contrast, venture capital (VC) fundraising declined by nearly 60 percent, equaling its lowest total since 2015, and deal volume fell by 36 percent to the lowest level since 2019. VC funds returned –3 percent through September, posting negative returns for seven consecutive quarters. VC was the fastest-growing—as well as the highest-performing—PE strategy by a significant margin from 2010 to 2022, but investors appear to be reevaluating their approach in the current environment.

Private equity entry multiples contracted

PE buyout entry multiples declined by roughly one turn from 11.9 to 11.0 times EBITDA, slightly outpacing the decline in public market multiples (down from 12.1 to 11.3 times EBITDA), through the first nine months of 2023. For nearly a decade leading up to 2022, managers consistently sold assets into a higher-multiple environment than that in which they had bought those assets, providing a substantial performance tailwind for the industry. Nowhere has this been truer than in technology. After experiencing more than eight turns of multiple expansion from 2009 to 2021 (the most of any sector), technology multiples have declined by nearly three turns in the past two years, 50 percent more than in any other sector. Overall, roughly two-thirds of the total return for buyout deals that were entered in 2010 or later and exited in 2021 or before can be attributed to market multiple expansion and leverage. Now, with falling multiples and higher financing costs, revenue growth and margin expansion are taking center stage for GPs.

Real estate receded

Demand uncertainty, slowing rent growth, and elevated financing costs drove cap rates higher and made price discovery challenging, all of which weighed on deal volume, fundraising, and investment performance. Global closed-end fundraising declined 34 percent year over year, and funds returned −4 percent in the first nine months of the year, losing money for the first time since the 2007–08 global financial crisis. Capital shifted away from core and core-plus strategies as investors sought liquidity via redemptions in open-end vehicles, from which net outflows reached their highest level in at least two decades. Opportunistic strategies benefited from this shift, with investors focusing on capital appreciation over income generation in a market where alternative sources of yield have grown more attractive. Rising interest rates widened bid–ask spreads and impaired deal volume across food groups, including in what were formerly hot sectors: multifamily and industrial.

Private debt pays dividends

Debt again proved to be the most resilient private asset class against a turbulent market backdrop. Fundraising declined just 13 percent, largely driven by lower commitments to direct lending strategies, for which a slower PE deal environment has made capital deployment challenging. The asset class also posted the highest returns among all private asset classes through September 30. Many private debt securities are tied to floating rates, which enhance returns in a rising-rate environment. Thus far, managers appear to have successfully navigated the rising incidence of default and distress exhibited across the broader leveraged-lending market. Although direct lending deal volume declined from 2022, private lenders financed an all-time high 59 percent of leveraged buyout transactions last year and are now expanding into additional strategies to drive the next era of growth.

Infrastructure took a detour

After several years of robust growth and strong performance, infrastructure and natural resources fundraising declined by 53 percent to the lowest total since 2013. Supply-side timing is partially to blame: five of the seven largest infrastructure managers closed a flagship vehicle in 2021 or 2022, and none of those five held a final close last year. As in real estate, investors shied away from core and core-plus investments in a higher-yield environment. Yet there are reasons to believe infrastructure’s growth will bounce back. Limited partners (LPs) surveyed by McKinsey remain bullish on their deployment to the asset class, and at least a dozen vehicles targeting more than $10 billion were actively fundraising as of the end of 2023. Multiple recent acquisitions of large infrastructure GPs by global multi-asset-class managers also indicate marketwide conviction in the asset class’s potential.

Private markets still have work to do on diversity

Private markets firms are slowly improving their representation of females (up two percentage points over the prior year) and ethnic and racial minorities (up one percentage point). On some diversity metrics, including entry-level representation of women, private markets now compare favorably with corporate America. Yet broad-based parity remains elusive and too slow in the making. Ethnic, racial, and gender imbalances are particularly stark across more influential investing roles and senior positions. In fact, McKinsey’s research  reveals that at the current pace, it would take several decades for private markets firms to reach gender parity at senior levels. Increasing representation across all levels will require managers to take fresh approaches to hiring, retention, and promotion.

Artificial intelligence generating excitement

The transformative potential of generative AI was perhaps 2023’s hottest topic (beyond Taylor Swift). Private markets players are excited about the potential for the technology to optimize their approach to thesis generation, deal sourcing, investment due diligence, and portfolio performance, among other areas. While the technology is still nascent and few GPs can boast scaled implementations, pilot programs are already in flight across the industry, particularly within portfolio companies. Adoption seems nearly certain to accelerate throughout 2024.

Private markets in a slower era

If private markets investors entered 2023 hoping for a return to the heady days of 2021, they likely left the year disappointed. Many of the headwinds that emerged in the latter half of 2022 persisted throughout the year, pressuring fundraising, dealmaking, and performance. Inflation moderated somewhat over the course of the year but remained stubbornly elevated by recent historical standards. Interest rates started high and rose higher, increasing the cost of financing. A reinvigorated public equity market recovered most of 2022’s losses but did little to resolve the valuation uncertainty private market investors have faced for the past 18 months.

Within private markets, the denominator effect remained in play, despite the public market recovery, as the numerator continued to expand. An activity-dampening cycle emerged: higher cost of capital and lower multiples limited the ability or willingness of general partners (GPs) to exit positions; fewer exits, coupled with continuing capital calls, pushed LP allocations higher, thereby limiting their ability or willingness to make new commitments. These conditions weighed on managers’ ability to fundraise. Based on data reported as of year-end 2023, private markets fundraising fell 22 percent from the prior year to just over $1 trillion, the largest such drop since 2009 (Exhibit 1).

The impact of the fundraising environment was not felt equally among GPs. Continuing a trend that emerged in 2022, and consistent with prior downturns in fundraising, LPs favored larger vehicles and the scaled GPs that typically manage them. Smaller and newer managers struggled, and the number of sub–$1 billion vehicles and new firm launches each declined to its lowest level in more than a decade.

Despite the decline in fundraising, private markets assets under management (AUM) continued to grow, increasing 12 percent to $13.1 trillion as of June 30, 2023. 2023 fundraising was still the sixth-highest annual haul on record, pushing dry powder higher, while the slowdown in deal making limited distributions.

Investment performance across private market asset classes fell short of historical averages. Private equity (PE) got back in the black but generated the lowest annual performance in the past 15 years, excluding 2022. Closed-end real estate produced negative returns for the first time since 2009, as capitalization (cap) rates expanded across sectors and rent growth dissipated in formerly hot sectors, including multifamily and industrial. The performance of infrastructure funds was less than half of its long-term average and even further below the double-digit returns generated in 2021 and 2022. Private debt was the standout performer (if there was one), outperforming all other private asset classes and illustrating the asset class’s countercyclical appeal.

Private equity down but not out

Higher financing costs, lower multiples, and an uncertain macroeconomic environment created a challenging backdrop for private equity managers in 2023. Fundraising declined for the second year in a row, falling 15 percent to $649 billion, as LPs grappled with the denominator effect and a slowdown in distributions. Managers were on the fundraising trail longer to raise this capital: funds that closed in 2023 were open for a record-high average of 20.1 months, notably longer than 18.7 months in 2022 and 14.1 months in 2018. VC and growth equity strategies led the decline, dropping to their lowest level of cumulative capital raised since 2015. Fundraising in Asia fell for the fourth year of the last five, with the greatest decline in China.

Despite the difficult fundraising context, a subset of strategies and managers prevailed. Buyout managers collectively had their best fundraising year on record, raising more than $400 billion. Fundraising in Europe surged by more than 50 percent, resulting in the region’s biggest haul ever. The largest managers raised an outsized share of the total for a second consecutive year, making 2023 the most concentrated fundraising year of the last decade (Exhibit 2).

Despite the drop in aggregate fundraising, PE assets under management increased 8 percent to $8.2 trillion. Only a small part of this growth was performance driven: PE funds produced a net IRR of just 2.5 percent through September 30, 2023. Buyouts and growth equity generated positive returns, while VC lost money. PE performance, dating back to the beginning of 2022, remains negative, highlighting the difficulty of generating attractive investment returns in a higher interest rate and lower multiple environment. As PE managers devise value creation strategies to improve performance, their focus includes ensuring operating efficiency and profitability of their portfolio companies.

Deal activity volume and count fell sharply, by 21 percent and 24 percent, respectively, which continued the slower pace set in the second half of 2022. Sponsors largely opted to hold assets longer rather than lock in underwhelming returns. While higher financing costs and valuation mismatches weighed on overall deal activity, certain types of M&A gained share. Add-on deals, for example, accounted for a record 46 percent of total buyout deal volume last year.

Real estate recedes

For real estate, 2023 was a year of transition, characterized by a litany of new and familiar challenges. Pandemic-driven demand issues continued, while elevated financing costs, expanding cap rates, and valuation uncertainty weighed on commercial real estate deal volumes, fundraising, and investment performance.

Managers faced one of the toughest fundraising environments in many years. Global closed-end fundraising declined 34 percent to $125 billion. While fundraising challenges were widespread, they were not ubiquitous across strategies. Dollars continued to shift to large, multi-asset class platforms, with the top five managers accounting for 37 percent of aggregate closed-end real estate fundraising. In April, the largest real estate fund ever raised closed on a record $30 billion.

Capital shifted away from core and core-plus strategies as investors sought liquidity through redemptions in open-end vehicles and reduced gross contributions to the lowest level since 2009. Opportunistic strategies benefited from this shift, as investors turned their attention toward capital appreciation over income generation in a market where alternative sources of yield have grown more attractive.

In the United States, for instance, open-end funds, as represented by the National Council of Real Estate Investment Fiduciaries Fund Index—Open-End Equity (NFI-OE), recorded $13 billion in net outflows in 2023, reversing the trend of positive net inflows throughout the 2010s. The negative flows mainly reflected $9 billion in core outflows, with core-plus funds accounting for the remaining outflows, which reversed a 20-year run of net inflows.

As a result, the NAV in US open-end funds fell roughly 16 percent year over year. Meanwhile, global assets under management in closed-end funds reached a new peak of $1.7 trillion as of June 2023, growing 14 percent between June 2022 and June 2023.

Real estate underperformed historical averages in 2023, as previously high-performing multifamily and industrial sectors joined office in producing negative returns caused by slowing demand growth and cap rate expansion. Closed-end funds generated a pooled net IRR of −3.5 percent in the first nine months of 2023, losing money for the first time since the global financial crisis. The lone bright spot among major sectors was hospitality, which—thanks to a rush of postpandemic travel—returned 10.3 percent in 2023. 2 Based on NCREIFs NPI index. Hotels represent 1 percent of total properties in the index. As a whole, the average pooled lifetime net IRRs for closed-end real estate funds from 2011–20 vintages remained around historical levels (9.8 percent).

Global deal volume declined 47 percent in 2023 to reach a ten-year low of $650 billion, driven by widening bid–ask spreads amid valuation uncertainty and higher costs of financing (Exhibit 3). 3 CBRE, Real Capital Analytics Deal flow in the office sector remained depressed, partly as a result of continued uncertainty in the demand for space in a hybrid working world.

During a turbulent year for private markets, private debt was a relative bright spot, topping private markets asset classes in terms of fundraising growth, AUM growth, and performance.

Fundraising for private debt declined just 13 percent year over year, nearly ten percentage points less than the private markets overall. Despite the decline in fundraising, AUM surged 27 percent to $1.7 trillion. And private debt posted the highest investment returns of any private asset class through the first three quarters of 2023.

Private debt’s risk/return characteristics are well suited to the current environment. With interest rates at their highest in more than a decade, current yields in the asset class have grown more attractive on both an absolute and relative basis, particularly if higher rates sustain and put downward pressure on equity returns (Exhibit 4). The built-in security derived from debt’s privileged position in the capital structure, moreover, appeals to investors that are wary of market volatility and valuation uncertainty.

Direct lending continued to be the largest strategy in 2023, with fundraising for the mostly-senior-debt strategy accounting for almost half of the asset class’s total haul (despite declining from the previous year). Separately, mezzanine debt fundraising hit a new high, thanks to the closings of three of the largest funds ever raised in the strategy.

Over the longer term, growth in private debt has largely been driven by institutional investors rotating out of traditional fixed income in favor of private alternatives. Despite this growth in commitments, LPs remain underweight in this asset class relative to their targets. In fact, the allocation gap has only grown wider in recent years, a sharp contrast to other private asset classes, for which LPs’ current allocations exceed their targets on average. According to data from CEM Benchmarking, the private debt allocation gap now stands at 1.4 percent, which means that, in aggregate, investors must commit hundreds of billions in net new capital to the asset class just to reach current targets.

Private debt was not completely immune to the macroeconomic conditions last year, however. Fundraising declined for the second consecutive year and now sits 23 percent below 2021’s peak. Furthermore, though private lenders took share in 2023 from other capital sources, overall deal volumes also declined for the second year in a row. The drop was largely driven by a less active PE deal environment: private debt is predominantly used to finance PE-backed companies, though managers are increasingly diversifying their origination capabilities to include a broad new range of companies and asset types.

Infrastructure and natural resources take a detour

For infrastructure and natural resources fundraising, 2023 was an exceptionally challenging year. Aggregate capital raised declined 53 percent year over year to $82 billion, the lowest annual total since 2013. The size of the drop is particularly surprising in light of infrastructure’s recent momentum. The asset class had set fundraising records in four of the previous five years, and infrastructure is often considered an attractive investment in uncertain markets.

While there is little doubt that the broader fundraising headwinds discussed elsewhere in this report affected infrastructure and natural resources fundraising last year, dynamics specific to the asset class were at play as well. One issue was supply-side timing: nine of the ten largest infrastructure GPs did not close a flagship fund in 2023. Second was the migration of investor dollars away from core and core-plus investments, which have historically accounted for the bulk of infrastructure fundraising, in a higher rate environment.

The asset class had some notable bright spots last year. Fundraising for higher-returning opportunistic strategies more than doubled the prior year’s total (Exhibit 5). AUM grew 18 percent, reaching a new high of $1.5 trillion. Infrastructure funds returned a net IRR of 3.4 percent in 2023; this was below historical averages but still the second-best return among private asset classes. And as was the case in other asset classes, investors concentrated commitments in larger funds and managers in 2023, including in the largest infrastructure fund ever raised.

The outlook for the asset class, moreover, remains positive. Funds targeting a record amount of capital were in the market at year-end, providing a robust foundation for fundraising in 2024 and 2025. A recent spate of infrastructure GP acquisitions signal multi-asset managers’ long-term conviction in the asset class, despite short-term headwinds. Global megatrends like decarbonization and digitization, as well as revolutions in energy and mobility, have spurred new infrastructure investment opportunities around the world, particularly for value-oriented investors that are willing to take on more risk.

Private markets make measured progress in DEI

Diversity, equity, and inclusion (DEI) has become an important part of the fundraising, talent, and investing landscape for private market participants. Encouragingly, incremental progress has been made in recent years, including more diverse talent being brought to entry-level positions, investing roles, and investment committees. The scope of DEI metrics provided to institutional investors during fundraising has also increased in recent years: more than half of PE firms now provide data across investing teams, portfolio company boards, and portfolio company management (versus investment team data only). 4 “ The state of diversity in global private markets: 2023 ,” McKinsey, August 22, 2023.

In 2023, McKinsey surveyed 66 global private markets firms that collectively employ more than 60,000 people for the second annual State of diversity in global private markets report. 5 “ The state of diversity in global private markets: 2023 ,” McKinsey, August 22, 2023. The research offers insight into the representation of women and ethnic and racial minorities in private investing as of year-end 2022. In this chapter, we discuss where the numbers stand and how firms can bring a more diverse set of perspectives to the table.

The statistics indicate signs of modest advancement. Overall representation of women in private markets increased two percentage points to 35 percent, and ethnic and racial minorities increased one percentage point to 30 percent (Exhibit 6). Entry-level positions have nearly reached gender parity, with female representation at 48 percent. The share of women holding C-suite roles globally increased 3 percentage points, while the share of people from ethnic and racial minorities in investment committees increased 9 percentage points. There is growing evidence that external hiring is gradually helping close the diversity gap, especially at senior levels. For example, 33 percent of external hires at the managing director level were ethnic or racial minorities, higher than their existing representation level (19 percent).

Yet, the scope of the challenge remains substantial. Women and minorities continue to be underrepresented in senior positions and investing roles. They also experience uneven rates of progress due to lower promotion and higher attrition rates, particularly at smaller firms. Firms are also navigating an increasingly polarized workplace today, with additional scrutiny and a growing number of lawsuits against corporate diversity and inclusion programs, particularly in the US, which threatens to impact the industry’s pace of progress.

Fredrik Dahlqvist is a senior partner in McKinsey’s Stockholm office; Alastair Green  is a senior partner in the Washington, DC, office, where Paul Maia and Alexandra Nee  are partners; David Quigley  is a senior partner in the New York office, where Connor Mangan is an associate partner and Aditya Sanghvi  is a senior partner; Rahel Schneider is an associate partner in the Bay Area office; John Spivey is a partner in the Charlotte office; and Brian Vickery  is a partner in the Boston office.

The authors wish to thank Jonathan Christy, Louis Dufau, Vaibhav Gujral, Graham Healy-Day, Laura Johnson, Ryan Luby, Tripp Norton, Alastair Rami, Henri Torbey, and Alex Wolkomir for their contributions

The authors would also like to thank CEM Benchmarking and the StepStone Group for their partnership in this year's report.

This article was edited by Arshiya Khullar, an editor in the Gurugram office.

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