DEI and future of selection

Question 1

Follmer et al. (2024)

Overview and legislation

Question 2

Follmer et al. (2024)

implications of legislation; what can be done

Question 3

Van Knippenberg et al. (2020)

Answer 3

Synergy from diversity: Managing team diversity to enhance performance.

Question 4

SIOP statement on meritocracy EO

Question 5

Keith et al. (2025)

Answer 5

The Beginning of the End for Equal Employment Opportunity?:
What the repeal of EO 11246 means for organizations

Question 6

Legate & Weinstein (2024)

Answer 6

Motivation science can improve DEI training

Strategies for motivating change from motivational interviewers

(a) build rapport through empathy
(b) elicit ambivalence (reflecting on resistance to change)
(c) attending to self motivational statements (e.g., “if you could make the work environment more inclusive, what would you do?”)
(d) support self-efficacy, provide affirmations

all of these align with components of SDT

Question 7

Rupp et al. (2020)

Answer 7

Addressing the so-called diversity-validity tradeoff: Exploring the practicalities and legal defensibility of Pareto-optimization for reducing adverse impact within personnel selection

Question 8

EO 14281 - what is it, what changes, and what remains the same?

Answer 8

The Executive Order directs federal agencies to eliminate the use of disparate impact liability “in all contexts to the maximum degree possible.” Disparate impact refers to policies or practices that are neutral on their face but have a disproportionate adverse effect on protected groups, even without intentional discrimination.

This shift moves the focus solely to cases of intentional discrimination (disparate treatment).

What remains the same
1. Disparate Treatment Claims:
Claims based on intentional discrimination remain actionable. The burden-shifting framework established in McDonnell Douglas Corp. v. Green still applies to these cases. (see Vodanovich & Rupp 2022 for steps)

2. State and Local Protections:
   State and local laws that provide protections against disparate impact discrimination may still be in effect, depending on the jurisdiction.

This means employers must navigate a complex legal landscape where federal, state, and local laws may differ.

Question 9

EO 14281 - the role of IO’s

Question 10

King & Gilrane (2015)

Answer 10

Social science strategies for managing diversity: I-O opportunities to enhance inclusion

white paper that lists individual (employee, manager) and organizational (hiring, div training, and perf management) suggestions for enhancing inclusion

individuals
(a) employees: provide support (listen), confront bias (intervene)
(b) managers: beware of own bias blind spots, question assumptions, be a role model for inclusion

organizations
(a) hiring: job related measurement, consider full range of competencies, address stereotype threat
(b) diversity training: include multiple group rather than single group focus; use multiple learning techniques; awareness AND behavioral goals; integrate into larger strategic diversity initiatives
(c) performance management: provide more information, increase time, increase accountability