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Diversity, Equity and Inclusion in the Workplace

A majority of u.s. workers say focusing on dei at work is a good thing, but relatively small shares place great importance on diversity in their own workplace, table of contents.

• The value of DEI efforts at work
• The importance of a diverse workforce
• DEI measures and their impact
• How gender, race and ethnicity impact success in the workplace
• Acknowledgments
• The American Trends Panel survey methodology

Pew Research Center conducted this study to better understand how adults in the United States think about diversity, equity and inclusion efforts in the workplace. This analysis is based on survey responses from 4,744 U.S. adults who are working part time or full time, are not self-employed, have only one job or have multiple jobs but consider one their primary job, and whose company or organization has 10 or more people. The data was collected as part of a larger survey of workers conducted Feb. 6-12, 2023. Everyone who took part is a member of Pew Research Center’s American Trends Panel (ATP), an online survey panel that is recruited through national, random sampling of residential addresses. This way nearly all U.S. adults have a chance of selection. The survey is weighted to be representative of the U.S. adult population by gender, race, ethnicity, partisan affiliation, education and other categories. Read more about the ATP’s methodology .

Read more about the questions used for this report and the report’s methodology .

References to workers or employed adults include those who are employed part time or full time, are not self-employed, have only one job or have multiple jobs but consider one their primary job, and whose company or organization has 10 or more people.

References to White, Black and Asian adults include those who are not Hispanic and identify as only one race. Hispanics are of any race.

References to college graduates or people with a college degree comprise those with a bachelor’s degree or more. “Some college” includes those with an associate degree and those who attended college but did not obtain a degree.

References to disabled workers include those who say a disability or handicap keeps them from fully participating in work, school, housework or other activities.

All references to party affiliation include those who lean toward that party. Republicans include those who identify as Republicans and those who say they lean toward the Republican Party. Democrats include those who identify as Democrats and those who say they lean toward the Democratic Party.

Workplace diversity, equity and inclusion efforts, or DEI, are increasingly becoming part of national political debates . For a majority of employed U.S. adults (56%), focusing on increasing DEI at work is a good thing, according to a new Pew Research Center survey. But opinions about DEI vary considerably along demographic and political lines.

Most workers have some experience with DEI measures at their workplace. About six-in-ten (61%) say their company or organization has policies that ensure fairness in hiring, pay or promotions, and 52% say they have trainings or meetings on DEI at work. Smaller shares say their workplace has a staff member who promotes DEI (33%), that their workplace offers salary transparency (30%), and that it has affinity groups or employee resource groups based on a shared identity (26%). Majorities of those who have access to these measures say each has had a positive impact where they work.

Related : How Americans View Their Jobs

This nationally representative survey of 5,902 U.S. workers, including 4,744 who are not self-employed, was conducted Feb. 6-12, 2023, using the Center’s American Trends Panel . 1 The survey comes at a time when DEI efforts are facing some backlash and many major companies are laying off their DEI professionals .

Some key findings from the survey:

• Relatively small shares of workers place a lot of importance on diversity at their workplace. About three-in-ten say it is extremely or very important to them to work somewhere with a mix of employees of different races and ethnicities (32%) or ages (28%). Roughly a quarter say the same about having a workplace with about an equal mix of men and women (26%) and 18% say this about a mix of employees of different sexual orientations.
• More than half of workers (54%) say their company or organization pays about the right amount of attention to increasing DEI. Smaller shares say their company or organization pays too much (14%) or too little attention (15%), and 17% say they’re not sure. Black workers are more likely than those in other racial and ethnic groups to say their employer pays too little attention to increasing DEI. They’re also among the most likely to say focusing on DEI at work is a good thing (78% of Black workers say this), while White workers are the least likely to express this view (47%).
• Women are more likely than men to value DEI at work. About six-in-ten women (61%) say focusing on increasing DEI at work is a good thing, compared with half of men. And larger shares of women than men say it’s extremely or very important to them to work at a place that is diverse when it comes to gender, race and ethnicity, age, and sexual orientation.
• There are wide partisan differences in views of workplace DEI. Most Democratic and Democratic-leaning workers (78%) say focusing on DEI at work is a good thing, compared with 30% of Republicans and Republican leaners. Democrats are also far more likely than Republicans to value different aspects of diversity. And by wide margins, higher shares of Democrats than Republicans say the policies and resources related to DEI available at their workplace have had a positive impact.
• Half of workers say it’s extremely or very important to them to work somewhere that is accessible for people with physical disabilities. About three-in-ten workers (29%) say this is somewhat important to them, and 21% say it’s not too or not at all important. A majority of workers (76% among those who do not work fully remotely) say their workplace is at least somewhat accessible for people with physical disabilities.
• Many say being a man or being White is an advantage where they work. The survey asked respondents whether a person’s gender, race or ethnicity makes it easier or harder to be successful where they work. Shares ranging from 45% to 57% say these traits make it neither easier nor harder. But far more say being a man and being White makes it easier than say it makes it harder for someone to be successful. Conversely, by double-digit margins, more say being a woman, being Black or being Hispanic makes it harder than say it makes it easier to be successful where they work.

A majority of workers (56%) say focusing on increasing diversity, equity and inclusion at work is mainly a good thing; 28% say it is neither good nor bad, and 16% say it is a bad thing. Views on this vary along key demographic and partisan lines.

Half or more of both men and women say focusing on increasing DEI at work is a good thing, but women are more likely than men to offer this view (61% vs. 50%). In turn, men are more than twice as likely as women to say it is a bad thing (23% vs. 9%).

About two-thirds or more of Black (78%), Asian (72%) and Hispanic (65%) workers say that focusing on DEI at work is a good thing. Among White workers, however, fewer than half (47%) say it’s a good thing; in fact, 21% say it’s a bad thing. But there are wide partisan, gender and age gaps among White workers, with majorities of White Democrats, women and those under age 30 saying focusing on DEI at work is a good thing.

Workers under 30 are the most likely age group to say focusing on DEI at work is a good thing. About two-thirds (68%) of workers ages 18 to 29 say this, compared with 56% of workers 30 to 49, 46% of those 50 to 64, and 52% of those 65 and older.

Views also differ by educational attainment, with 68% of workers with a postgraduate degree saying focusing on DEI at work is a good thing, compared with 59% of those with a bachelor’s degree only and 50% of those with some college or less education.

Democratic and Democratic-leaning workers are much more likely to say focusing on DEI at work is a good thing (78%) than to say it is a bad thing (4%) or that it is neither good nor bad (18%). Views among Republican and Republican-leaning workers are more mixed: Some 30% say focusing on DEI at work is a good thing, while the same share (30%) say it’s a bad thing, and 39% say it’s neither good nor bad.

A majority of workers say their employer pays the right amount of attention to DEI

When it comes to the focus of their own employer, 54% of workers say their company or organization pays about the right amount of attention to increasing diversity, equity and inclusion. The remainder are divided between saying their employer pays too much (14%) or too little attention (15%), or that they’re not sure (17%).

Women are more likely than men to say their employer pays too little attention to increasing DEI (17% vs. 12%). In turn, men are more likely than women to say too much attention is paid to this where they work (18% vs. 10%).

Black workers (28%) are the most likely to say their company or organization pays too little attention to increasing DEI, compared with smaller shares of White (11%), Hispanic (19%) and Asian (17%) workers who say the same.

Views on this question also differ by party. While half or more of both Republican and Democratic workers say their company or organization pays the right amount of attention to DEI, Democrats are more likely than Republicans to say their employer pays too little attention to it (21% vs. 7%). In turn, Republicans are more likely than Democrats to say their employer pays too much attention to DEI (24% vs. 6%).

While a majority of workers say focusing on increasing diversity, equity and inclusion at work is a good thing, relatively small shares place great importance on working at a place that is diverse when it comes to gender, race and ethnicity, age, and sexual orientation. About three-in-ten workers say it’s extremely or very important to them to work somewhere with a mix of employees of different races and ethnicities (32%) and ages (28%), while 26% say the same about having about an equal mix of men and women. And 18% say this about having a mix of employees of different sexual orientations at their workplace.

Women are more likely than men to say it’s extremely or very important to them to work at a place that is diverse across all measures asked about in the survey. For example, there are 11 percentage point differences in the shares of women compared with men saying it is extremely or very important to them to work somewhere that has a mix of employees of different races and ethnicities (37% vs. 26%) and about an equal mix of men and women (31% vs. 20%).

Black workers are among the most likely to value racial, ethnic and age diversity in the workplace. Some 53% of Black workers say it is extremely or very important to them to work somewhere with a mix of employees of different races and ethnicities, compared with 39% of Hispanic workers and 25% of White workers who say the same; 43% of Asian workers say this is important to them. (There is no statistically significant difference between the share of Asian workers and the shares of Black and Hispanic workers who hold this view.) And while 42% of Black workers highly value working somewhere with a mix of employees of different ages, smaller shares of Hispanic (33%), Asian (30%) and White (24%) workers say the same.

When it comes to diversity of sexual orientation, 28% of Black workers and 22% of Hispanic workers say it is extremely or very important to them to work somewhere that is diverse in this way; 15% each among White and Asian workers say the same.

Workers under age 50 are more likely than those 50 and older to say racial and ethnic diversity in their workplace is extremely or very important to them (35% vs. 26%). Workers younger than 50 are also more likely to say having about an equal mix of men and women is important to them, with workers ages 18 t0 29 the most likely to say this (34% vs. 26% of workers 30 to 49, and 20% each among those 50 to 64 and 65 and older).

There are also differences by educational attainment, with larger shares of workers with a postgraduate degree than those with less education saying it’s extremely or very important to them that their workplace is diverse across all measures asked about in the survey. For example, 44% of workers with a postgraduate degree say having a mix of employees of different races and ethnicities is extremely or very important to them, compared with 34% of those with a bachelor’s degree only and 27% of those with some college or less.

Democratic workers are much more likely than Republican workers to say working somewhere that is diverse when it comes to gender, race and ethnicity, age, and sexual orientation is extremely or very important to them. In fact, about half of Democrats (49%) place great importance on having a mix of employees of different races and ethnicities where they work, compared with 13% of Republicans. And there are differences of at least 20 points between the shares of Democrats and Republicans saying it’s extremely or very important to them to work somewhere that has about an equal mix of men and women (39% of Democrats say this vs. 12% of Republicans) and a mix of employees of different ages (39% vs. 17%) and sexual orientations (27% vs. 7%).

Overall, a majority of workers say their workplace has a mix of employees of different ages (58% say this describes their current workplace extremely or very well). Smaller shares say their workplace has about an equal mix of men and women (38%) and a mix of employees of different races and ethnicities (46%) and sexual orientations (28%). These assessments do not vary much across demographic groups.

Half of workers place great importance on working at a place that is accessible for people with physical disabilities

Half of workers say it is extremely or very important to them to work somewhere that is accessible for people with physical disabilities; 29% say it is somewhat important and 21% say it is not too or not at all important to them.

Highly valuing an accessible workplace varies by gender, race and ethnicity, and party, but there is no significant difference in responses between those who do and don’t report having a disability.

About six-in-ten women (58%) say it is extremely or very important to them that their workplace is accessible, compared with 41% of men.

Black workers are more likely than workers of other racial and ethnic groups to place great importance on their workplace being accessible: 62% of Black workers say this is extremely or very important, compared with 51% of Hispanic, 48% of White and 43% of Asian workers.

A majority of Democrats (59%) say it is extremely or very important to them to work somewhere that is accessible for people with physical disabilities; 40% of Republican say the same. Some 27% of Republicans say this is not too or not at all important to them, compared with 15% of Democrats.

There is no statistically significant difference in the shares of workers who have a disability and those who do not saying it is extremely or very important to them to work somewhere that is accessible for people with physical disabilities. But workers who do not have a disability are more likely than those who do to say this is not too or not at all important to them (21% vs. 15%).

Among those who don’t work fully remotely, about three-quarters of workers (76%) say their workplace is at least somewhat accessible for people with physical disabilities, with 51% saying it is extremely or very accessible. Some 17% say their workplace is not too or not at all accessible, and 8% are not sure.

When asked whether the company or organization they work for has a series of measures that are typically associated with diversity, equity and inclusion efforts, a majority of workers say their employer has policies that ensure everyone is treated fairly in hiring, pay or promotions (61%), and 52% say there are trainings or meetings on DEI where they work.

Smaller shares say their workplace has a staff member whose main job is to promote DEI at work (33%), a way for employees to see the salary range for all positions (30%), and groups created by employees sometimes known as affinity groups or employee resource groups (ERGs) based on shared identities such as gender, race or being a parent (26%).

Responses do not vary much by most demographic characteristics. However, workers with at least a bachelor’s degree are consistently more likely than those with less education to say each of these five measures is available where they work.

Workers tend to see positive impact from policies and resources associated with DEI where they work

Among those whose workplace offers each policy or resource, a majority of workers say each measure has had a somewhat or very positive impact where they work. About a third or fewer workers say each resource has had neither a positive nor negative impact, and about one-in-ten or fewer say each of these has had a somewhat or very negative impact.

Democrats and Republicans are about equally likely to say their workplace has these measures in place, but Democrats are more likely than Republicans to say the impact of each has been positive by margins ranging from 10 to 32 points (among those who say their workplace has these measures). For example, 66% of Democrats who say their workplace has a way for employees to see the salary range for all positions say this has had a somewhat or very positive impact, compared with 56% of Republicans who say this. And while about three-quarters of Democrats (74%) say having a staff member whose main job is to promote DEI at work has had a positive impact, fewer than half of Republicans (42%) say the same.

Women are more likely than men to say each of these policies and resources has had a very or somewhat positive impact where they work. This is mainly driven by gender differences among Republicans: There are double-digit differences in the shares of Republican women and Republican men who say many of these resources have had a positive impact. For example, 58% of Republican women say having a staff member whose main job is to promote DEI at work has had at least a somewhat positive impact where they work, compared with 31% of Republican men who hold this view. The same share of Republican women (58%) say having affinity groups or ERGs has had a positive impact, compared with 38% of Republican men who say the same.

Among Democrats, majorities of both men and women offer positive assessments of these resources in their workplace, but Democratic women are more likely than Democratic men to say having trainings or meetings on DEI at work have had a positive impact (72% vs. 65%).

While there are differences by race, ethnicity and age on overall attitudes about DEI in the workplace, there are no consistent differences along these dimensions in how workers with access to these policies and resources at their workplace assess their impact.

About half of workers who have participated in DEI trainings in the last year say they’ve been helpful

Out of all workers, about four-in-ten (38%) have participated in a DEI training in the last year. A similar share (40%) did not participate or say their workplace does not offer these trainings, and 21% are not sure if their employer offers these trainings.

Looking only at those whose company or organization has trainings or meetings on DEI, about three-quarters (73%) say they have participated in such trainings in the past year. And assessments of these trainings tend to be positive, with 53% of workers who’ve participated saying they were very or somewhat helpful. About a third (34%) give a more neutral assessment, saying the trainings were neither helpful nor unhelpful, and 13% say they were very or somewhat unhelpful.

While men and women are about equally likely to have participated in trainings on DEI in the past year, women are more likely than men to say the trainings have been at least somewhat helpful (60% vs. 46%).

Republicans and Democrats are also equally likely to say they’ve participated in these trainings in the past year, but Democrats are far more likely than Republicans to say the trainings have been helpful (66% vs. 36%). About one-in-five Republicans say they’ve been unhelpful (19%), compared with 9% of Democrats.

While both Democratic men and women offer similar assessments of the DEI trainings they’ve participated in, there are gender differences among Republican workers. Republican women are more likely than Republican men to say the trainings they’ve participated in have been helpful (47% vs. 28%). Conversely, 22% of Republican men, compared with 14% of Republican women, say the trainings have been unhelpful.

Few workers are members of affinity groups or ERGs at work

While 26% of workers say there are affinity groups or employee resource groups (ERGs) where they work, members of these groups account for a very small share of workers overall. Just 6% of workers say they are members of an affinity group or ERG, with 58% of workers saying these groups are either not available at their workplace or that they aren’t a member. Another 37% say they are not sure if their workplace offers these groups.

Among workers who say there are affinity groups or ERGs at their workplace, 22% say they are personally a member. Women are more likely than men to be members of these groups (28% vs. 16%). And 28% of non-White workers say they are a member of an affinity group or ERG, compared with 18% of White workers. 2

When asked about the impact a person’s gender, race or ethnicity has on their ability to succeed at work, workers tend to say these characteristics neither make it easier nor harder to be successful at their workplace.

Still, when it comes to gender, workers are more likely to say being a man makes it easier to be successful where they work than to say it makes it harder (36% vs. 6%). In contrast, a larger share says being a woman makes it harder to be successful than say it makes it easier (28% vs. 11%).

Men and women have different views on the impact gender has on a person’s ability to succeed where they work. Some 44% of women say being a man makes it at least a little easier to be successful, including 24% who say it makes it a lot easier. This compares with 29% of men who say being a man makes it at least a little easier to be successful.

Similarly, 34% of women say being a woman makes it harder to be successful where they work, compared with 21% of men.

Women under age 50 are especially likely – more so than women ages 50 and older or men in either age group – to say being a man makes it easier to be successful where they work and that being a woman makes it harder. For example, 38% of women ages 18 to 49 say being a woman makes it harder to be successful where they work. This compares with 29% of women 50 and older, 25% of men younger than 50, and an even smaller share of men 50 and older (13%).

When it comes to views about how race or ethnicity affects people’s ability to succeed at work, 51% of Black workers say being Black makes it harder to be successful where they work. This is significantly higher than the shares of Asian (41%), Hispanic (23%) and White (18%) workers who say the same about the impact of being Black.

Similarly, about four-in-ten Asian workers (39%) say being Asian makes it harder to be successful in their workplace, a higher share than workers of other racial and ethnic groups who say the same about being Asian.

Hispanic, Black and Asian workers are about equally likely to say being Hispanic makes it harder to be successful where they work. A smaller share of White workers say the same about being Hispanic.

When asked about the impact of being White in their workplace, workers across racial and ethnic groups are more likely to say it makes it easier than to say it makes it harder to be successful. This is especially the case among Black and Asian workers. About half of Black (52%) and Asian (51%) workers say being White makes it easier to be successful where they work, compared with 37% of Hispanic and 24% of White workers who say the same about being White.

Previously released findings from this survey found that Black workers are more likely than White, Hispanic and Asian workers to report that they have experienced discrimination or have been treated unfairly by an employer in hiring, pay or promotions because of their race or ethnicity at some point in their careers (though not necessarily where they currently work). Women are also more likely than men to say they’ve experienced such discrimination because of their gender.

There are large partisan gaps in views of whether gender, race or ethnicity make it easier or harder to be successful at work. Some 47% of Democratic workers say being a man makes it at least somewhat easier to be successful at their workplace, compared with 25% of Republican workers. Democrats are also more likely than Republicans to say being a woman makes it harder to succeed (37% vs. 17%).

Democratic and Republican women are more likely than their male counterparts to say being a woman makes it harder – and being a man makes it easier – to be successful where they work. The differences between Republican women and Republican men are particularly striking. About a quarter of Republican women (26%) say being a woman makes it harder to be successful, compared with 10% of Republican men. And while 36% of Republican women say being a man makes it easier to be successful where they work, just 16% of Republican men say the same.

Democratic workers are more than three times as likely as Republican workers to say being White makes it easier to succeed where they work (48% vs. 13%), and they are also more likely than Republicans to say being Black, Hispanic or Asian makes it harder. About four-in-ten Democrats (39%) say being Black makes it harder for someone to succeed at their workplace, compared with just 9% of Republicans. Similarly, 30% of Democrats say being Hispanic makes it harder to succeed, compared with 8% of Republicans. And while smaller shares in both parties say being Asian makes it harder to succeed, Democrats are more likely than Republicans to say this (16% vs. 6%). These partisan differences remain when looking only at Democrats and Republicans who are White.

• For details, see the  Methodology  section of the report. The analysis in this report is based on U.S. workers who are employed full time or part time, who are not self-employed, and who have only one job or have multiple jobs but consider one their primary job (99% of workers who are not self-employed have one job or a primary job). Additionally, the analysis is restricted to workers at companies or organizations with at least 10 employees as certain federal requirements such as non-discrimination mandates apply to larger workplaces. ↩
• Non-White adults include Black, Hispanic, Asian and other races besides White, as well as people who identify as more than one race. The sample sizes among Black, Hispanic and Asian workers who have affinity groups or ERGs at work are too small to analyze separately. ↩

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Essay Service Examples Sociology Diversity

Diversity in the Workplace Essay

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Diversity and Inclusion Efforts That Really Work

Five best practices. by David Pedulla

Summary .   

A Stanford and Harvard professor convened a symposium on what’s actually working to improve diversity and inclusion in organizational life. In this article, David Pedulla summarizes the main findings. First, organizations should set goals, collect data, and hold people accountable for improving diversity within the organization. Second, organizations should abandon traditional discrimination and harassment reporting systems—these often lead to retaliation. Employee Assistance Plans (EAPs), ombuds offices, and transformative dispute resolution systems can not only play a critical role in reducing retaliation but also provide fuel for organizational change. Third, organizations should check to ensure that technologies used to assist in hiring and promotion aren’t inherently biased. Fourth, companies must avoid tokenism. Finally, organizations should get managers and other leaders involved in diversity programs from the start. This will increase buy-in and lead to smooth implementation.

In the wake of major social and political changes over the past decades, leading companies are taking steps to increase diversity, equity, and inclusion. Yet progress in most sectors remains tepid. Programs designed to increase diversity and inclusion in the workplace often fail . So that leads to a natural question: What’s actually working?

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May 8, 2023

Celebrating Our Differences: Inspiring Essays on Diversity and Inclusion

Ready to celebrate diversity and inclusion? Discover how to craft an exceptional essay on this important topic with our expert tips and real-world examples. Join us as we explore the power of diversity and its impact on individuals and communities alike.

Imagine yourself walking into a room full of people, each with their own stories to tell. What makes your story stand out? What makes your voice unique? This is the essence of a good diversity essay .

In your essay, you have the opportunity to show the admissions committee how your life experiences have shaped your perspective, identity, and aspirations. Through sharing personal stories, you can paint a picture of who you are and how you will contribute to the vibrant tapestry of the campus community.

Maybe it's growing up in a multicultural household that has taught you to value different perspectives and ways of life. Or, perhaps it's overcoming adversity and facing challenges that have made you a more empathetic and resilient person. Whatever your story may be, your diversity essay is a chance to showcase the richness and depth of your lived experiences.

As you craft your essay, think about how your unique background has informed your actions, beliefs, and goals. Share specific examples and anecdotes that bring your story to life, and make sure to emphasize how you will use your diverse perspective to contribute positively to the campus community. With a well-written diversity essay, you can show the admissions committee that you are more than just a set of grades and test scores - you are a unique and valuable addition to their community.

We have provided a guide as well as some essay examples to assist you in writing your essay about diversity. If you need inspiration for an essay, read them till last. But before we dig into the specifics, a basic understanding of diversity is necessary.

What is Diversity in actuality?

institutions. By recognizing and celebrating the unique experiences, viewpoints, and identities of students from diverse backgrounds, schools can create a more inclusive and welcoming environment that benefits everyone. Through diversity essays, students have the opportunity to showcase the strength of diversity and how it can contribute to the greater community. 

Scholarship options designed for historically underserved communities also demonstrate the importance of diversity in leveling the playing field and creating opportunities for all. Therefore, embracing diversity can lead to a stronger and more vibrant academic community.

What is Inclusion?

Inclusion is the practice of making a place where everyone, despite their differences, is treated with dignity and respect . It's the act of making sure nobody is held back from contributing to a group or community because of their identity or background.

Each person's race, ethnicity, gender identity, sexual orientation, financial background, ability, religion, and other characteristics are valued and celebrated through the practice of inclusion. It's not enough to just tolerate differences; we need to celebrate them and foster communities where everyone can feel safe and included.

To advance social justice and equity, inclusion is crucial. It allows people from all walks of life to meet one another, learn from one another, and work together towards a shared objective. Positive results for individuals and communities can result from their inclusion in more open, welcoming, and supportive settings.

Step-by-Step guide on how to write an essay on diversity and inclusion

Writing an essay on diversity and inclusion is an important task that requires careful planning and execution. In this step-by-step guide, we will provide you with a roadmap on how to write a compelling essay on this topic.

Here are seven suggestions to consider as you write your diversity statement.

Tell your story

Highlight any challenges you had to overcome while writing an essay. Tell the world about how you used to have to lug two 20-pound sacks of rice uphill to school every day. Recognize your privilege if you were born into affluence. Either way, you can utilize your experience to demonstrate your ability to empathize with kids who struggle to complete their education.

Focus on commonly accepted understandings of diversity and inclusiveness

Issues of race, gender, class, and sexual orientation should be given special attention. Don't try to soften your stance by mentioning, for example, how challenging it is to be a Kansan in Missouri. Write about racism, sexism, homophobia, transphobia, ableism, or another form of oppression that is well-known instead.

Avoid false parallels

When writing a diversity essay, it is important to avoid false parallels. False parallels are when two things appear to be similar, but in reality, they are different. To avoid false parallels, you must carefully examine the similarities and differences between the two things you are comparing. This will help you to make accurate and meaningful comparisons, which will ultimately strengthen your diversity essay.

Write about specific things you have done to help students from underrepresented backgrounds succeed

If you've never helped anybody before, now is the time to start. Become involved as a tutor at a low-performing school, help Habitat for Humanity construct homes, or adopt an antiracist pedagogical approach in your classroom. Not only will you gain valuable experience, but you can also use it to strengthen your diversity statement.

Highlight any programs for underrepresented students you’ve participated in

If you have participated in any programs for underrepresented students, be sure to highlight them in your essay on diversity. This could include programs focused on increasing access to education for students from disadvantaged backgrounds, mentorship or internship programs for underrepresented groups, or community service initiatives aimed at promoting diversity and inclusion.

By highlighting these programs, you can showcase your commitment to diversity and demonstrate how you have taken active steps to promote equity and inclusion in your community.

Write about your commitment to working toward achieving equity and enhancing diversity

Provide details on what you can bring to the table. You might express your desire to help existing programmes on campus or to start something brand new inspired by what you've seen elsewhere.

Modify your statement based on where you are sending it

When writing an essay on diversity, it's important to tailor your statement to the specific institution or audience you are addressing. Modifying your statement based on where you are sending it shows that you have taken the time to research the institution and understand its values and priorities. This can increase the likelihood of your statement resonating with the reader and ultimately being successful in achieving your goals.

3 Example essays on Diversity and Inclusion

The importance of diversity workforce, introduction.

Workforce diversity is a critical aspect of modern-day organizations. It involves hiring individuals from different backgrounds, cultures, ethnicities, genders, and ages. The concept of workforce diversity is gaining prominence as organizations are increasingly recognizing the benefits of having a diverse workforce. In this essay, we will explore the importance of workforce diversity, the challenges associated with it, and the benefits it offers.

Encourages Innovation and Creativity

Diversity brings together a wide range of perspectives and ideas that can help drive innovation and creativity. When people from diverse backgrounds come together, they can offer different viewpoints and ideas, leading to new solutions to problems.

Enhances Employee Engagement and Retention

Employees who feel included and valued are more engaged and motivated, leading to higher retention rates. When employees feel they belong and are appreciated, they are more likely to stay with the organization, reducing turnover costs.

Increases Global Competitiveness

Diversity in the workforce is crucial for organizations looking to expand globally. Organizations with a diverse workforce are better equipped to understand and navigate the cultural nuances of different countries and regions, making them more competitive in the global marketplace.

Promotes a Positive Image

Organizations that embrace diversity are viewed positively by the public, customers, and employees. A diverse workforce demonstrates that the organization values and respects individuals from all backgrounds, contributing to a positive brand image.

Resistance to Change

Implementing diversity initiatives can be met with resistance, particularly from those who believe that the traditional way of doing things is the best. It is essential to educate and raise awareness about the benefits of diversity to overcome this challenge.

Communication Barriers

When individuals from different backgrounds come together, there may be communication barriers due to language or cultural differences. It is essential to provide training and resources to overcome these barriers and foster effective communication.

Stereotyping and Bias

Stereotyping and bias can negatively impact diversity initiatives. It is essential to establish a culture of inclusivity and respect, where individuals feel valued and appreciated for their unique contributions.

Improved Decision-Making

A diverse workforce can provide a range of perspectives, leading to better decision-making. When individuals with different backgrounds come together, they can offer different viewpoints, leading to a more comprehensive and well-rounded decision-making process.

Increased Creativity and Innovation

Diversity can lead to new ideas and perspectives that can drive innovation and creativity. A diverse workforce can bring together different viewpoints and experiences, leading to new solutions to problems.

Enhanced Reputation

Improved Employee Engagement and Retention

When employees feel included and valued, they are more engaged and motivated, leading to higher retention rates. A diverse workforce can help create a sense of belonging, leading to improved employee engagement and retention.

Workforce diversity is crucial for modern-day organizations. It can lead to improved decision-making, increased creativity and innovation, and enhanced reputation. However, diversity initiatives can be met with resistance, communication barriers, stereotyping, and bias. It is essential to establish a culture of inclusivity and respect, where individuals feel valued and appreciated for their unique contributions. By embracing diversity, organizations can create a more productive, engaged, and innovative workforce.

2. The challenges of diversity in different institutions

Diversity is a term that describes the differences among people, whether they are cultural, ethnic, racial, linguistic, gender, or sexual orientation differences. While diversity is often celebrated, it can also pose challenges, especially in institutions such as schools, workplaces, and governments. This essay will explore the challenges of diversity in different institutions and how they can be addressed.

Challenges of Diversity in Schools

Schools are meant to be places where students can learn and grow, but diversity can sometimes be a challenge. Students who come from different backgrounds may face discrimination and exclusion from their peers, which can affect their ability to learn and thrive.

Teachers may also struggle to provide a curriculum that is inclusive of all students experiences and perspectives. Addressing these challenges requires a commitment to creating an inclusive environment where all students feel valued and respected.

Challenges of Diversity in the Workplace

Workplaces are becoming increasingly diverse, but this diversity can pose challenges. Employees from different cultural backgrounds may struggle to communicate effectively or may feel excluded from the workplace culture. Discrimination and bias can also be a problem, as can the assumption that everyone shares the same experiences and perspectives. To address these challenges, employers need to be proactive in creating a workplace culture that values diversity and promotes inclusivity. This can involve training and education for employees, as well as policies and procedures that support diversity and inclusion.

Challenges of Diversity in Government

Governments are responsible for serving diverse populations, but this can be a challenge. Members of different cultural and linguistic groups may have different needs and expectations from their government, and some groups may face discrimination or exclusion. 

To address these challenges, governments need to be proactive in engaging with diverse communities and ensuring that their policies and programs are inclusive. This can involve outreach and consultation with community groups, as well as the development of policies that reflect the needs and perspectives of diverse communities.

Ways to Address the Challenges of Diversity

Addressing the challenges of diversity requires a commitment to creating inclusive environments where all individuals feel valued and respected. This can involve several strategies, including education and training, policies and procedures, and community engagement.

Education and training can help individuals better understand the experiences and perspectives of those from different backgrounds. This can involve training programs for employees or professional development opportunities for teachers. It can also involve curriculum changes in schools that better reflect the experiences and perspectives of diverse students.

Policies and procedures can also play a role in promoting diversity and inclusion. This can involve policies that prohibit discrimination and harassment in the workplace or schools. It can also involve policies that promote diversity in hiring or that ensure that government programs and services are inclusive of all members of the community.

Community engagement is also an important strategy for promoting diversity and inclusion. This can involve outreach to community groups and the development of partnerships with organizations that serve diverse communities. It can also involve the creation of advisory committees or other mechanisms for engaging with diverse populations.

In conclusion, diversity is an important aspect of our society, but it can also pose challenges in different institutions. Schools, workplaces, and governments need to be proactive in creating inclusive environments where all individuals feel valued and respected. This requires a commitment to education and training, policies and procedures that promote diversity and inclusion, and community engagement. By addressing the challenges of diversity, we can create a more equitable and inclusive society for all.

3. Ideas on how to Reduce Discrimination in Society

Racial discrimination is a pervasive issue that has plagued society for centuries. It is a problem that continues to affect individuals and communities around the world. Discrimination is an act that denies individuals equal rights, opportunities, and treatment based on their race or ethnicity. The impacts of racism are far-reaching, and it affects individuals' economic, social, and emotional well-being. Therefore, there is a need for collective efforts to reduce racial discrimination and promote social justice. This essay discusses some of the best ways to reduce racial discrimination in society.

Education and Awareness

Education is a powerful tool that can help reduce racial discrimination. Education is essential in teaching individuals about diversity, equity, and inclusion. When people understand the impact of racism, they are more likely to become allies and advocates for change. Education can take many forms, such as books, documentaries, and workshops. 

Institutions can also incorporate cultural competency training into their curriculum to educate students and faculty members about the impact of discrimination. It is essential to recognize the different forms of discrimination, including implicit bias, microaggressions, and institutional racism, to address them appropriately.

Political Action

Political action is another way to reduce racial discrimination in society. Leaders at the local, state, and federal levels can enact policies that promote equality and diversity. Policies such as affirmative action and diversity initiatives can promote inclusion in the workforce and educational institutions. 

Politicians can also pass laws that make racial discrimination illegal and provide support to victims of discrimination. It is essential to recognize that racism is a systemic issue that requires political action to address.

Community Engagement

Community engagement is an important way to reduce racial discrimination. Building strong communities that are inclusive and diverse can help reduce racism. Communities can engage in activities that promote diversity, such as cultural festivals, food fairs, and art exhibits. 

These events can help build bridges between different communities and promote understanding. Community members can also engage in conversations about racism and work together to address it. This can create a sense of belonging and unity that can help reduce discrimination.

Diversity in Institutions

Institutions play a significant role in reducing racial discrimination. Institutions such as schools, businesses, and government agencies can promote diversity by recruiting and retaining individuals from diverse backgrounds. A diverse workforce or student body can help reduce discrimination by promoting inclusion and understanding. 

Institutions can also create policies that promote equality and diversity, such as flexible work arrangements, diversity training, and bias reporting systems. It is important to ensure that institutions are representative of the communities they serve to reduce discrimination.

In conclusion, reducing racial discrimination requires a collective effort from individuals, institutions, and political leaders. Education and awareness, political action, community engagement, and diversity in institutions are all effective ways to address discrimination. It is important to recognize that reducing discrimination is a long-term effort that requires commitment and perseverance. By working together, we can create a more inclusive and equitable society that values diversity and promotes social justice.

Final Words

In conclusion, embracing diversity and inclusion is crucial for creating a more equitable and harmonious society. Whether it's through recognizing and celebrating racial diversity and cultural diversity, fostering a sense of belonging for all individuals, or actively working to combat discrimination and prejudice, we must prioritize these values in all aspects of our lives. By championing diversity and inclusion, we can cultivate a richer, more vibrant world that values the unique perspectives and experiences of all people. By embracing diversity and inclusion, we can build a better future for ourselves and for generations to come.

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• How to Write a Diversity Essay | Tips & Examples

How to Write a Diversity Essay | Tips & Examples

Published on November 1, 2021 by Kirsten Courault . Revised on May 31, 2023.

Table of contents

What is a diversity essay, identify how you will enrich the campus community, share stories about your lived experience, explain how your background or identity has affected your life, other interesting articles, frequently asked questions about college application essays.

Diversity essays ask students to highlight an important aspect of their identity, background, culture, experience, viewpoints, beliefs, skills, passions, goals, etc.

Diversity essays can come in many forms. Some scholarships are offered specifically for students who come from an underrepresented background or identity in higher education. At highly competitive schools, supplemental diversity essays require students to address how they will enhance the student body with a unique perspective, identity, or background.

In the Common Application and applications for several other colleges, some main essay prompts ask about how your background, identity, or experience has affected you.

Why schools want a diversity essay

Many universities believe a student body representing different perspectives, beliefs, identities, and backgrounds will enhance the campus learning and community experience.

Admissions officers are interested in hearing about how your unique background, identity, beliefs, culture, or characteristics will enrich the campus community.

Through the diversity essay, admissions officers want students to articulate the following:

• What makes them different from other applicants
• Stories related to their background, identity, or experience
• How their unique lived experience has affected their outlook, activities, and goals

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Think about what aspects of your identity or background make you unique, and choose one that has significantly impacted your life.

For some students, it may be easy to identify what sets them apart from their peers. But if you’re having trouble identifying what makes you different from other applicants, consider your life from an outsider’s perspective. Don’t presume your lived experiences are normal or boring just because you’re used to them.

Some examples of identities or experiences that you might write about include the following:

• Race/ethnicity
• Gender identity
• Sexual orientation
• Nationality
• Socioeconomic status
• Immigration background
• Religion/belief system
• Place of residence
• Family circumstances
• Extracurricular activities related to diversity

Include vulnerable, authentic stories about your lived experiences. Maintain focus on your experience rather than going into too much detail comparing yourself to others or describing their experiences.

Keep the focus on you

Tell a story about how your background, identity, or experience has impacted you. While you can briefly mention another person’s experience to provide context, be sure to keep the essay focused on you. Admissions officers are mostly interested in learning about your lived experience, not anyone else’s.

When I was a baby, my grandmother took me in, even though that meant postponing her retirement and continuing to work full-time at the local hairdresser. Even working every shift she could, she never missed a single school play or soccer game.

She and I had a really special bond, even creating our own special language to leave each other secret notes and messages. She always pushed me to succeed in school, and celebrated every academic achievement like it was worthy of a Nobel Prize. Every month, any leftover tip money she received at work went to a special 509 savings plan for my college education.

When I was in the 10th grade, my grandmother was diagnosed with ALS. We didn’t have health insurance, and what began with quitting soccer eventually led to dropping out of school as her condition worsened. In between her doctor’s appointments, keeping the house tidy, and keeping her comfortable, I took advantage of those few free moments to study for the GED.

In school pictures at Raleigh Elementary School, you could immediately spot me as “that Asian girl.” At lunch, I used to bring leftover fun see noodles, but after my classmates remarked how they smelled disgusting, I begged my mom to make a “regular” lunch of sliced bread, mayonnaise, and deli meat.

Although born and raised in North Carolina, I felt a cultural obligation to learn my “mother tongue” and reconnect with my “homeland.” After two years of all-day Saturday Chinese school, I finally visited Beijing for the first time, expecting I would finally belong. While my face initially assured locals of my Chinese identity, the moment I spoke, my cover was blown. My Chinese was littered with tonal errors, and I was instantly labeled as an “ABC,” American-born Chinese.

I felt culturally homeless.

Speak from your own experience

Highlight your actions, difficulties, and feelings rather than comparing yourself to others. While it may be tempting to write about how you have been more or less fortunate than those around you, keep the focus on you and your unique experiences, as shown below.

I began to despair when the FAFSA website once again filled with red error messages.

I had been at the local library for hours and hadn’t even been able to finish the form, much less the other to-do items for my application.

I am the first person in my family to even consider going to college. My parents work two jobs each, but even then, it’s sometimes very hard to make ends meet. Rather than playing soccer or competing in speech and debate, I help my family by taking care of my younger siblings after school and on the weekends.

“We only speak one language here. Speak proper English!” roared a store owner when I had attempted to buy bread and accidentally used the wrong preposition.

In middle school, I had relentlessly studied English grammar textbooks and received the highest marks.

Leaving Seoul was hard, but living in West Orange, New Jersey was much harder一especially navigating everyday communication with Americans.

After sharing relevant personal stories, make sure to provide insight into how your lived experience has influenced your perspective, activities, and goals. You should also explain how your background led you to apply to this university and why you’re a good fit.

Include your outlook, actions, and goals

Conclude your essay with an insight about how your background or identity has affected your outlook, actions, and goals. You should include specific actions and activities that you have done as a result of your insight.

One night, before the midnight premiere of Avengers: Endgame , I stopped by my best friend Maria’s house. Her mother prepared tamales, churros, and Mexican hot chocolate, packing them all neatly in an Igloo lunch box. As we sat in the line snaking around the AMC theater, I thought back to when Maria and I took salsa classes together and when we belted out Selena’s “Bidi Bidi Bom Bom” at karaoke. In that moment, as I munched on a chicken tamale, I realized how much I admired the beauty, complexity, and joy in Maria’s culture but had suppressed and devalued my own.

The following semester, I joined Model UN. Since then, I have learned how to proudly represent other countries and have gained cultural perspectives other than my own. I now understand that all cultures, including my own, are equal. I still struggle with small triggers, like when I go through airport security and feel a suspicious glance toward me, or when I feel self-conscious for bringing kabsa to school lunch. But in the future, I hope to study and work in international relations to continue learning about other cultures and impart a positive impression of Saudi culture to the world.

The smell of the early morning dew and the welcoming whinnies of my family’s horses are some of my most treasured childhood memories. To this day, our farm remains so rural that we do not have broadband access, and we’re too far away from the closest town for the postal service to reach us.

Going to school regularly was always a struggle: between the unceasing demands of the farm and our lack of connectivity, it was hard to keep up with my studies. Despite being a voracious reader, avid amateur chemist, and active participant in the classroom, emergencies and unforeseen events at the farm meant that I had a lot of unexcused absences.

Although it had challenges, my upbringing taught me resilience, the value of hard work, and the importance of family. Staying up all night to watch a foal being born, successfully saving the animals from a minor fire, and finding ways to soothe a nervous mare afraid of thunder have led to an unbreakable family bond.

Our farm is my family’s birthright and our livelihood, and I am eager to learn how to ensure the farm’s financial and technological success for future generations. In college, I am looking forward to joining a chapter of Future Farmers of America and studying agricultural business to carry my family’s legacy forward.

Tailor your answer to the university

After explaining how your identity or background will enrich the university’s existing student body, you can mention the university organizations, groups, or courses in which you’re interested.

Maybe a larger public school setting will allow you to broaden your community, or a small liberal arts college has a specialized program that will give you space to discover your voice and identity. Perhaps this particular university has an active affinity group you’d like to join.

Demonstrating how a university’s specific programs or clubs are relevant to you can show that you’ve done your research and would be a great addition to the university.

At the University of Michigan Engineering, I want to study engineering not only to emulate my mother’s achievements and strength, but also to forge my own path as an engineer with disabilities. I appreciate the University of Michigan’s long-standing dedication to supporting students with disabilities in ways ranging from accessible housing to assistive technology. At the University of Michigan Engineering, I want to receive a top-notch education and use it to inspire others to strive for their best, regardless of their circumstances.

If you want to know more about academic writing , effective communication , or parts of speech , make sure to check out some of our other articles with explanations and examples.

Academic writing

• Writing process
• Transition words
• Passive voice
• Paraphrasing

 Communication

• How to end an email
• Ms, mrs, miss
• How to start an email
• I hope this email finds you well
• Hope you are doing well

 Parts of speech

• Personal pronouns
• Conjunctions

In addition to your main college essay , some schools and scholarships may ask for a supplementary essay focused on an aspect of your identity or background. This is sometimes called a diversity essay .

Many universities believe a student body composed of different perspectives, beliefs, identities, and backgrounds will enhance the campus learning and community experience.

Admissions officers are interested in hearing about how your unique background, identity, beliefs, culture, or characteristics will enrich the campus community, which is why they assign a diversity essay .

To write an effective diversity essay , include vulnerable, authentic stories about your unique identity, background, or perspective. Provide insight into how your lived experience has influenced your outlook, activities, and goals. If relevant, you should also mention how your background has led you to apply for this university and why you’re a good fit.

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• A-Z Publications

Annual Review of Organizational Psychology and Organizational Behavior

Volume 6, 2019, review article, diversity in the workplace: a review, synthesis, and future research agenda.

• Quinetta M. Roberson 1
• View Affiliations Hide Affiliations Affiliations: Villanova School of Business, Villanova University, Villanova, Pennsylvania 19085, USA; email: [email protected]
• Vol. 6:69-88 (Volume publication date January 2019) https://doi.org/10.1146/annurev-orgpsych-012218-015243
• First published as a Review in Advance on October 31, 2018
• Copyright © 2019 by Annual Reviews. All rights reserved

Fueled by socioeconomic trends that changed the composition of organizational workforces, the term workforce diversity was coined in the 1990s. Since then, both researchers and practitioners have strived (and struggled) to understand the concept, its effects in and on organizations, and strategies for managing such effects. In this article, I provide an overview and interpretation of the current literature to examine its purpose, progress, and direction. Highlighting key conceptualizations of the construct, theoretical foundations, and empirical findings on diversity and diversity management, I discuss the evolution and current state of the field and synthesize this information to propose a future research agenda. In doing so, I seek to identify theoretical, empirical, and practice areas of opportunity for advancing scientific knowledge about the meaning, substance, and outcomes of diversity as well as the implementation of diversity science in organizations.

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Diversity in the workplace: why it matters and how to increase inclusion

Diversity in the workplace refers to the coexistence of individuals with varying characteristics, skills, and traits. It's crucial to pair diversity with inclusion, ensuring equal opportunities throughout the employee lifecycle. A diverse workforce brings unique perspectives, fostering creativity, innovation, and better product development.

An experienced recruiter and HR professional who has transferred her expertise to insightful content to support others in HR.

We live in interesting times. The Black Lives Matter and #MeToo movements, the global rise of immigration, and large-scale political changes such as Brexit and the election of Trump, shed light on – previously overlooked – minority groups and draw our attention toward equal rights, racism, feminism and socio-economic disparities.

The workplace is not unaffected by all this. Calls for greater diversity in the workplace have increased exponentially. Now is the time for HR professionals to focus on diversity in the workplace and reinforcing inclusion not just in words, but in practice. Many are expecting to see results.

But what exactly is diversity in the workplace?

Diversity is the coexistence of people with different characteristics (e.g. race, age, gender, sexual orientation), skills and personality traits. For example, at work, we can talk about a diverse team when employees come from various cultural, academic and professional backgrounds and when there’s a balance in gender, age and race. You can find more examples in our diversity in the workplace definition .

You can’t build diverse teams, though, without pairing diversity with inclusion . Nor have you “won” if you now have a diverse team, because equity and inclusion are where the real work begins. Employees feel included in their workplace when they have equal opportunities during the entire employee lifecycle: from the way they’re treated during the hiring process to how they’re being managed, trained, evaluated and promoted.

But this can’t happen automatically. To build an inclusive workplace, employers must provide those equal opportunities to all potential and existing employees. They should also revisit and improve their procedures as needed to ensure they’re respectful to all people regardless of protected characteristics.

For an inclusive workplace, employers must provide equal opportunities to all potential & existing employees. They should also improve procedures as needed to ensure they’re respectful to all regardless of protected characteristics.

Build inclusive hiring practices

Creating a safe and equitable workplace starts with hiring. That's why we've developed solutions to cultivate inclusivity and support diversity at every stage of the hiring process.

The importance of diversity and inclusion

Why do we care so much about DEI in the workplace, though? And why should we care? Is it simply the right thing to do or are there business gains associated with diversity?

It’s both. When you try to build diverse teams, you fight discrimination in the workplace. You aim to give equal opportunities to all employees – even those (or especially those) in underrepresented groups.

We can better understand the value of diversity in the workplace with some examples of what happens when companies don’t take into account diverse voices. Two diversity in the workplace articles talk about the importance of a diverse workforce when building and testing products:

• a Black person struggles to use an automatic soap dispenser because the light sensor doesn’t detect a dark-skinned hand
• Black women speak up about the extensive hair searches they have to undertake at airports, as body scanners give false alarms due to their natural Afro.

These examples prove that diversity, equity and inclusion is not just about the moral aspect of it; when you add diverse voices in your teams, you learn things you wouldn’t have known otherwise, you build better products and you increase equity in the workplace and beyond.

There are financial benefits, too, that motivate employers to boost their DEI efforts . Diverse companies:

• Reflect societies more accurately. Societies are by default diverse in age, race, gender and socio-economic class. Therefore, organizations with diverse employees are better aligned with the demographics of the area (or areas) where they operate. On a macroeconomics scope, this means that they can better predict – and adjust to – changes in the market and local consumer behavior.
• Speak to a broader audience. People usually relate to those from a similar background. So, when your employees come from various backgrounds, they can understand the needs, interests and pain points of diverse audiences, too. This gives you the opportunity to expand your messaging and promote your products and services to a larger customer base.
• Get more creative and profitable. Diversity doesn’t only refer to protected characteristics. There’s also diversity of thought – that may or may not be a result of different protected characteristics. Employees with different experiences and perspectives can bring fresh ideas and innovative solutions to the table which, in turn, benefit the entire organization.

You can start building a business case for diverse teams for your organization with studies and interesting stats.

Diversity, Equity & Inclusion in action

A quick online search will give you lots of studies and articles on the benefits of diversity in the workplace. And while talking about diversity is a good thing, because it means we’re paying attention, it’s not enough. Let’s take a deeper look at how companies, and particularly HR departments, can actively foster diversity in the workplace.

The legal aspect of diversity in the workplace

To promote diversity at work, there is legislation that protects minority or underrepresented groups from discrimination. There are also regulations that reinforce human rights in the workplace. For example, in many countries, employers can’t fire a pregnant employee and they can’t include age and gender requirements in their job ads unless it’s absolutely necessary or relevant for the role. It’s best to consult a lawyer to ensure that your company complies with all relevant legislation that applies in your specific location.

In the United States, Equal Employment Opportunity Commission (EEOC) is the regulatory body that enforces diversity in every work situation; for example, when employers hire, terminate, compensate, promote, and train employees. For more details, check our guides and learn what you need to do to comply with the law:

• What is Equal Employment Opportunity (EEO)
• EEO guidelines for employers
• How to follow EEOC regulations
• How to file an EEO-1 report
• Why EEO statements fall short

In Canada, the Human Rights Act includes a number of laws and regulations that protect people against discriminatory practices. There are also specific regulations about equal pay and the Canadian Human Rights Commission where employees can file complaints when treated unfairly.

The UK has established a similar commission, the Equality and Human Rights Commission , that provides guidance for employees and employers regarding the Equality Act 2010 .

Finally, the European Union has implemented a series of non-discriminatory directives to reinforce equity across the EU. For example, the Directive 2000/78/EC is about discrimination at work on grounds of religion or belief, disability, age or sexual orientation and the Directive 2006/54/EC provides the framework of equal treatment for men and women in matters of employment and occupation.

Anti-discrimination laws are not here to pose limitations to employers. They exist so that all people have equal opportunities at work. It’s important to have an official, legal context that ensures that companies treat employees objectively and respectfully, because we are all prone to unconscious bias . Also, sometimes for the sake of faster hiring, it’s common to pick candidates based on convenience, i.e. based on arbitrary or even superficial hiring criteria .

In this case, diversity regulations can serve as guidelines for employers who don’t just need or want to be compliant with the law, but try to actively fight all types of discrimination in the workplace. For example, take a look at these illegal interview questions – even if it’s not legally forbidden to ask them in your area, it’s still a good idea to avoid them so that you hire candidates using objective, job-related criteria.

The role of recruiters and HR

While increasing DEI is not one person’s (or one department’s) responsibility, the HR experts can take many actions to build a truly inclusive workplace. That’s because they’re in charge of everything that has to do with the human aspect of the company: from attracting and recruiting diverse candidates to setting the guidelines for fair treatment, management and compensation of all employees to ensure a fully inclusive workplace.

Here’s how recruiters and HR professionals can foster workplace diversity:

• Remove biases from hiring. From gender-neutral job descriptions to targeted, skill-based interview questions, your hiring process should be built in a way that helps you find the best people for the job – not the ones you like the most. Here are some examples from companies that are taking actions to reduce bias in recruiting , plus a few tips to get you started when you aim to create an inclusive work environment .
• Look for areas of improvement. Diversity might not always be tangible, but you can still set some goals and track your progress. For example, what’s the gender ratio at your company and by department? How many of your female employees have a leadership role ? If those numbers are not close to your goals, you might want to invest your energy into increasing diversity specifically in these areas. Rachel Bates, who was SVP of Sales & Marketing at Workable until spring 2020, describes how she successfully built a more gender-balanced sales team , while recruitment expert Matt Buckland, at one point Workable’s VP of Customer Advocacy, advises on how to hire more women in tech , a traditionally male-dominated field.
• Consider the overlooked types of diversity. When we talk about diversity, we mostly refer to race and gender. But there’s more than that. Some examples include age discrimination , bias against employees with disabilities , and rejection of candidates with non-traditional career paths . You should also keep in mind that there’s intersectionality in the workplace, i.e. overlapping biases such as age and gender discrimination . Your DEI efforts should take into account all different types of diversity that exist in your workplace – or that you’d like them to exist.
• Involve all of your team members. A recruiter alone can’t build a diverse company. Picture this: As a recruiter at your company, you might be diversifying your candidate sources and screening resumes with strictly job-related criteria. But if those who’re making the final hiring decision are biased, they could still reject good candidates because, for example, some candidates don’t have a degree from a prestigious school. It’s essential that all employees, no matter their seniority level, understand the importance of diversity in the workplace. Whether it’s through bias trainings or official anti-discrimination company policies , everyone should be aware of expectations, values and appropriate behaviors in terms of mutual respect and acceptance. For example, those who’re involved in recruiting should know how to document interview feedback to help their teams make well-rounded hiring decisions and all colleagues should know what constitutes unacceptable work behavior .

Why oppose diversity in the workplace?

“ I want to hire people I get along with because I know we’ll collaborate better. ”

“ When I’m actively looking to increase the number of female employees at my company, don’t I discriminate against male candidates? ”

“ Things like religious beliefs and sexual preferences have no place in a professional setting – they only bring controversy and distractions from work. ”

These are valid concerns, but not strong enough to dismiss DEI efforts from the workplace. In fact, it’s quite the opposite; it goes back to building an inclusive environment where all employees feel safe and respected no matter their protected characteristics, personal opinions, backgrounds, etc.

You fight the challenges of diversity in the workplace by structuring your interview process in a way that helps you hire on merit (rather than make decisions that lead to homogenous teams) by implementing affirmative action programs to support underrepresented groups when needed, and by setting the framework for approaching controversial topics at work .

Ultimately, you want to create a place where employees are treated equally and there are no privileged and underprivileged groups, and everyone feels included.

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What is diversity and inclusion in the workplace?

Foster an inclusive work environment and you empower people to be their authentic selves.

The mission to ensure that every employee feels safe and supported in the workplace is a never-ending one, but in recent years many strides have been made in making diversity and inclusion a core part of doing business.

Large global corporations are often the most visible in this respect, as they tend to lead the way in flagship diversity and inclusion policies. These policies not only allow them to foster a healthy and happy workforce, but to conduct business internationally and attract the most qualified applicants from all backgrounds.

Small- to medium-sized companies have an even more important role to play when it comes to fairness and equity in the office. To begin, it’s the right thing to do; but implementing a diversity and inclusion policy can also help a company become more adaptable, more creative, and more competitive.

What is meant by diversity and inclusion in the workplace?

The term “ diversity and inclusion ” describes both the makeup of a workforce, as well as the policies and processes used to remove barriers and ensure that every employee has equal access to opportunities and support at a company. 

The ultimate goal is to ensure fairness and equity for all employees, regardless of characteristics like gender, ethnicity, nationality, sexual orientation, and age; however, diversity and inclusion is an ongoing process rather than a destination. With a well-designed diversity and inclusion policy, a company can not only make better and fairer decisions at the recruitment stage but also foster a healthier workplace where employees feel heard and supported.

What’s the difference between diversity and inclusion?

While the terms are usually bundled together as one, there’s a big difference between diversity and inclusion. Diversity describes the ways in which we are different. A diverse workplace will be made up of people from a wide variety of backgrounds at every level of the business, from entry-level roles all the way up to management. 

But just because a workplace is diverse doesn’t necessarily mean it’s also inclusive. Inclusion describes the power employees have to make decisions and hold influence. A company focused on being inclusive will make sure that every employee can participate fully in the organization; in other words, workers should feel that their voices are being heard, and that they have the same access as their colleagues to opportunities for success. 

Diversity and inclusion in the workplace

Diversity and inclusion should naturally reflect a company’s greater mission to strive for fairness and equality in every sphere of business . This is more than just in the office—it’s in how the company communicates with customers, how it chooses the clients it works with, and how it creates products and services .

But beyond simply being the greater good, there are direct and immediate benefits for any employer that pursues a diverse and inclusive work environment. In this article, we’re going to take a look at some of the advantages offered by recruiting diversely and striving toward inclusivity.

Benefits of having a diverse and inclusive environment in the workplace

Diverse and fresh points of view.

A diverse and inclusive workplace comprised of people from many different backgrounds will tend to have a wider variety of perspectives and ideas to draw from. Problems can be framed in different ways that lead to creative solutions across every department of the business.

A better understanding of customer needs

The company gains a greater understanding of the needs of its customers when its own workplace reflects the very people who use its products and services every day. By hiring thoughtfully from a broader pool of potential employees and retaining a diverse workforce, a company can reach a much wider customer base.

Better decision-making

With a greater variety of perspectives as well as a work environment that encourages communication, companies will experience improved decision-making. This benefits everything from day-to-day actions to long-term planning for the future of the business.

Access to more qualified potential employees

A well-structured diversity and inclusion policy ensures that the recruitment process isn’t simply open to all potential employees, but actively seeks out and encourages applicants who might be less visible in their industry or who are hesitant to apply. A wider applicant pool means more qualified hires. When a company has a reputation for hiring diversely and fostering an inclusive work environment, it will more easily attract and retain the best and most qualified candidates in the future.

How can diversity and inclusion be promoted in the workplace?

Choose leaders who promote this idea.

Take into account a candidate’s commitment to diversity and inclusion when hiring, but also when promoting team leaders from within. By elevating employees who champion these values, a company can improve equity among staff and create a self-sustaining push toward fairness in the business.

Use appropriate internal and external communication

Diversity training courses can improve communication at all levels—between teams, with customers, and with people outside the company as well. Small changes to how we write and speak to one another, such as avoiding gendered language in emails, can have a big impact on overall inclusivity.

Give support to those who need it

Equity is about more than simply ensuring equal access and treatment for all—it’s also about raising up and supporting those employees who have particular needs. Every company is required by law to make reasonable adjustments so that no worker is disadvantaged in the workplace, but this is a baseline rather than a target. Discuss individual workers’ needs with them, and make changes to ensure they’re met or even exceeded.

Have a clear recruiting plan for it

Recruitment is the biggest driver of diversity in the workplace. For a recruitment plan to reach the most varied pool of potential applicants, it should consider every aspect of the process: from how and where your vacancies are advertised to how accessible the application and interview process is to interested parties. 

Equal access to opportunities

When evaluating and considering employees for promotions and other opportunities, be aware of unconscious bias at every stage. Even well-intentioned managers are prone to discriminatory behavior, whether they realize it or not. Bias training helps to alleviate this, as do systems like blind recruitment, in which identifying characteristics such as gender and applicant names are removed from résumés.

Educate about diversity

Education is a key part of fostering a sense of inclusion and fairness in business. A company should publicize its diversity goals, update employees on the progress being made, and strive to help everybody understand why diversity in the workplace is important. This might mean taking steps such as opening a dialogue about things like gender pay imbalance, or bridging a skill gap by offering training courses.

Examples of companies that promote diversity and inclusion

Mastercard .

The global financial services firm is regularly recognized for its diversity and inclusion initiatives. As well as sponsoring STEM mentorship programs such as Girls4Tech, the company offers a range of employee benefits such as coverage for gender-affirming surgery, fertility treatment, and adoption assistance.

The cosmetics company consistently scores highly in corporate equality benchmarks, thanks to a diversity and inclusion strategy designed to span the 130 countries in which L’Oréal operates. Women make up 69 percent of the workforce, and the company offers multicultural mentorship courses and on-the-ground job training for young people in some of the poorest nations in the world.

This biotech research organization in San Francisco works to make genetic information more affordable to those who need it. In 2020, it launched a suite of diversity and inclusion initiatives centered on a set of seven employee resource groups, which include Women in Tech, Pride, and Black Genetics. These ERGs host regular community table talks where employees can openly and informally discuss issues affecting them.

Related articles

Fair treatment to all: The key to diversity and inclusion at work

Diversity and inclusion can’t be easily summarized, mainly because it’s a catchall term consisting of unrelated challenges. For example: A goal of hiring more women into management positions will require a different approach than ensuring that LGBTQ+ employees feel welcome in the workplace, or that workers of different ethnicities have a voice. 

But the basis for these ideas is a commitment to fair treatment for all and consideration of the unique perspectives of every employee. That mindset will lead to the creation of an equitable workplace that accepts, appreciates, and values differences. This is the key point to keep in mind when designing a diversity and inclusion initiative for your own company.

Steve Hogarty is a writer and journalist based in London. He is the travel editor of City AM newspaper and the deputy editor of City AM Magazine , where his work focuses on technology, travel, and entertainment.

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Home — Essay Samples — Social Issues — Diversity — Promoting the Diversity and Inclusion within the Workplace

Promoting Diversity and Inclusion Within The Workplace

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Words: 904 |

Published: Nov 15, 2018

Words: 904 | Pages: 2 | 5 min read

• being aware of our own beliefs and behaviors and how this may influence the way we treat others
• listening with an open mind to understand different points of view
• being proactive in offering support to others
• encourage team members and help each other
• regularly reinforcing behaviors (e.g. as a part of team meetings)
• providing feedback on employee behaviors in relation to inclusivity as a part of performance reviews
• ensuring that teams are not overly influenced by a small number of individuals by seeking out perspectives of all team members and encouraging full participation
• treating women equally at par and not trying to belittle them (e.g. not automatically making an assumption that a woman in the team should be taking the meeting minutes)
• creating opportunities for team members to get to know each other beyond their job roles.
• Promptly addressing misunderstandings, such as providing feedback when the impact of their actions inadvertently differ from their intent
• Taking prompt action when disrespectful incidents occur, such as inappropriate jokes or language, or when people are excluded
• Ensuring consequences are in place for repeated inappropriate behavior.
• Maintaining a culture that embraces gender equality
• Undertaking a culture survey
• Raising awareness of the detrimental effects of gender stereotypes and areas of unconscious bias
• Including the expectation of equitable and inclusive behaviors as a part of the induction for all new employees and a compulsory part of ongoing employee performance review discussions.
• Commit to boosting our own cultural competency.
• Cross cultural communication.
• Having seminars to educate about other cultural traditions.
• Actively seek out new perspectives and ideas for any problems globally across the team (People from different cultures and background may take a different approach to issues).
• Creating a workplace where different perspectives are valued and embraced can go a long way and take the hospital to even greater heights.
• Treat others how they want to be treated and not to “treat others how you want to be treated”
• Always be considerate and sensitive to the boundaries and expectations of others. For example, understanding how different cultures perceive a handshake, maintaining eye contact or the boundaries of personal space can help to avert misunderstandings.
• Very important when in doubt, ask if you accidentally caused offense, apologize. This will be appreciated.
• Being respectful of personal and cultural boundaries, and encouraging your colleagues to do the same through your example, will make the workplace more welcoming and productive for everyone.
• Observe diverse traditions, celebrations, and holidays from other culture.

Works Cited

• Bell, M. P. (2012). Diversity in organizations. Cengage Learning.
• Cox, T. (1994). Cultural diversity in organizations: Theory, research and practice. Berrett-Koehler Publishers.
• Deane, B. R., & Stokols, D. (2018). Community interventions for health and wellbeing: Theory, practice, and outcomes. Routledge.
• Harvard Business Review. (2013). Diversity & Inclusion. Harvard Business School Publishing.
• Herring, C. (2009). Does diversity pay?: Race, gender, and the business case for diversity. American Sociological Review, 74(2), 208-224.
• Madsen, S. R., & Shafritz, J. M. (2010). Essentials of business ethics. Penguin.
• Pless, N. M., & Maak, T. (2004). Building an inclusive diversity culture: Principles, processes and practice. Journal of Business Ethics, 54(2), 129-147.
• Roberson, Q. M., & Park, H. J. (2007). Examining the link between diversity and firm performance: The effects of diversity reputation and leader racial diversity. Group & Organization Management, 32(5), 548-568.
• Robinson, V. M., & Hayday, S. (2015). The positive effects of diversity management on innovation: An empirical study in the UK hospitality industry. International Journal of Contemporary Hospitality Management, 27(2), 168-182.
• Thomas, R. R., & Ely, R. J. (1996). Making differences matter: A new paradigm for managing diversity. Harvard Business Review, 74(5), 79-90.

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3 Benefits Of Diversity In The Workplace

Diversity in the workplace.

Diversity in the workplace means employing people of different ages, genders, ethnicities, sexual orientations, cultural backgrounds, and education levels. Not only is diversity crucial for creativity and social justice, but also research shows that a diverse workplace is good for the bottom line. In fact, companies with a diverse workforce are 35% more likely to experience greater financial returns than their respective non-diverse counterparts. 

A team that has a variety of worldview perspectives can educate employees and clients, and reach untapped customer demographics. This opens the conversation to new, unexplored, and different ideas. In fact, companies with greater diversity are 70% more likely to capture more markets . And with more markets comes a bigger audience which equals more profit. This can be a game-changer in the professional world.

And yet, employers still do not embrace diversity.

Roughly 57% of employees feel their company can be doing more. And 41% of managers admit to being “too busy” to implement diversity inclusion programs .

Here are 3 benefits to embracing diversity in the workplace. 

Diverse Teams Boost Creativity and Innovation 

Diversity has been shown to boost creativity , and it’s no secret that companies are always looking for the next big thing. In my experience, that dynamite idea usually comes from thinking outside-the-box. When people come from different backgrounds, have a variety of life experiences, and see the world in unique ways, multiple perspectives are brought to the table. 

The great part about that is, creativity comes naturally when you have diversity. 

In fact, the majority of CEOs, when asked, “What is the skill you value most in your people?” answered “Creativity.” That’s because CEOs see the positive correlation between creativity and innovation. 

People from a variety of backgrounds offer a handful of solutions, rather than one uninspired solution which is based on the same cultural voice. Diverse teams naturally eliminate the standard approach to problem solving.  

An increase in creativity within the workplace also helps to inspire unique marketing strategies. Research shows that companies that embrace diversity are 1.7 times more innovative . Customers feel more connected to and are more apt to buy from companies that use advertising that depicts culturally and ethnically diverse people. Diversity in advertising creates a positive reputation, increases marketplace awareness, and leads to a more diverse, and consequently, larger client-base.

Workplace Diversity Creates Greater Opportunities for Professional Growth

According to Gallup’s report, “How Millennials Want To Work and Live,” 87% of participants said career and professional growth opportunities were important to them . 

Companies that embrace ideas and practices from different perspectives create an inclusive culture where the employees become ambassadors for the company. Internal company advocacy attracts talented, ambitious, and diverse professionals. Roughly 64% of candidates research a company online before applying for an opening. An integral part of this research is what makes the company an attractive place to work.. And 1 in 3 will not apply for a position at a company that lacks diversity .  

Diverse teams can be professionally enriching as teammates are exposed to new skills and approaches to work. Additionally, colleagues have the opportunity to develop international networks. 

Naturally, teammates will learn about each other’s cultures. This leads to a broader understanding of the world on a much deeper level, which in turn, filters different perspectives into their own thinking, creating new thoughts and ideas. Unique ways of thinking and ideologies aid in decision-making, brainstorming, and boost workplace etiquette. 

Better Decision-Making

Research showed that diverse teams are better at making decisions 87% of the time over non-diverse teams. Diverse teams offer broader perspectives and bring more information to the table. 

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Teams outperform individuals when making decisions and that improves as diversity increases . Our hardwired biases are mitigated by voices from diverse teams. Diversity in decision-making equates to profitability in the global economy as evidenced by a 70% likelihood of capturing new markets by companies with a diverse workforce . Companies with diverse teams are better able to meet the needs of a diverse customer base. 

Understanding the difference between which decisions are the big ones that may need a more creative approach and the ones that we can decide on auto-pilot, can set a team apart from its competitors. 

Though it may seem overwhelming when the voices of different cultures are contradictory, it’s essential to hear them all in order to decide what your next move as a team will be.

A team made up of diverse individuals makes it easier to break down cultural walls and take an inside look at what’s actually relevant and true to a specific demographic. Through diversity businesses can create a better understanding of other cultures and become “insiders” rather than “outsiders.” 

In my experience, culturally diverse voices working together on a team are overall more efficient and successful. It creates a safe place for employees and it positively highlights a company’s reputation.

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The Diversity Essay: How to Write an Excellent Diversity Essay

What is a diversity essay in a school application? And why does it matter when applying to leading programs and universities? Most importantly, how should you go about writing such an essay?

Diversity is of supreme value in higher education, and schools want to know how every student will contribute to the diversity on their campus. A diversity essay gives applicants with disadvantaged or underrepresented backgrounds, an unusual education, a distinctive experience, or a unique family history an opportunity to write about how these elements of their background have prepared them to play a useful role in increasing and encouraging diversity among their target program’s student body and broader community.

The purpose of all application essays is to help the adcom better understand who an applicant is and what they care about. Your essays are your chance to share your voice and humanize your application. This is especially true for the diversity essay, which aims to reveal your unique perspectives and experiences, as well as the ways in which you might contribute to a college community.

In this post, we’ll discuss what exactly a diversity essay is, look at examples of actual prompts and a sample essay, and offer tips for writing a standout essay. 

In this post, you’ll find the following: 

What a diversity essay covers

How to show you can add to a school’s diversity, why diversity matters to schools.

• Seven examples that reveal diversity

Sample diversity essay prompts

How to write about your diversity.

• A diversity essay example

Upon hearing the word “diversity” in relation to an application essay, many people assume that they will have to write about gender, sexuality, class, or race. To many, this can feel overly personal or irrelevant, and some students might worry that their identity isn’t unique or interesting enough. In reality, the diversity essay is much broader than many people realize.

Identity means different things to different people. The important thing is that you demonstrate your uniqueness and what matters to you. In addition to writing about one of the traditional identity features we just mentioned (gender, sexuality, class, race), you could consider writing about a more unusual feature of yourself or your life – or even the intersection of two or more identities.

Consider these questions as you think about what to include in your diversity essay:

• Do you have a unique or unusual talent or skill?
• Do you have beliefs or values that are markedly different from those of the people around you? 
• Do you have a hobby or interest that sets you apart from your peers? 
• Have you done or experienced something that few people have? Note that if you choose to write about a single event as a diverse identity feature, that event needs to have had a pretty substantial impact on you and your life. For example, perhaps you’re part of the 0.2% of the world’s population that has run a marathon, or you’ve had the chance to watch wolves hunt in the wild.
• Do you have a role in life that gives you a special outlook on the world? For example, maybe one of your siblings has a rare disability, or you grew up in a town with fewer than 500 inhabitants.

If you are an immigrant to the United States, the child of immigrants, or someone whose ethnicity is underrepresented in the States, your response to “How will you add to the diversity of our class/community?” and similar questions might help your application efforts. Why? Because you have the opportunity to show the adcom how your background will contribute a distinctive perspective to the program you are applying to.

Of course, if you’re not underrepresented in your field or part of a disadvantaged group, that doesn’t mean that you don’t have anything to write about in a diversity essay.

For example, you might have an unusual or special experience to share, such as serving in the military, being a member of a dance troupe, or caring for a disabled relative. These and other distinctive experiences can convey how you will contribute to the diversity of the school’s campus.

Maybe you are the first member of your family to apply to college or the first person in your household to learn English. Perhaps you have worked your way through college or helped raise your siblings. You might also have been an ally to those who are underrepresented, disadvantaged, or marginalized in your community, at your school, or in a work setting. 

As you can see, diversity is not limited to one’s religion, ethnicity, culture, language, or sexual orientation. It refers to whatever element of your identity distinguishes you from others and shows that you, too, value diversity.

The diversity essay provides colleges the chance to build a student body that includes different ethnicities, religions, sexual orientations, backgrounds, interests, and so on. Applicants are asked to illuminate what sets them apart so that the adcoms can see what kind of diverse views and opinions they can bring to the campus.

Admissions officers believe that diversity in the classroom improves the educational experience of all the students involved. They also believe that having a diverse workforce better serves society as a whole.

The more diverse perspectives found in the classroom, throughout the dorms, in the dining halls, and mixed into study groups, the richer people’s discussions will be.

Plus, learning and growing in this kind of multicultural environment will prepare students for working in our increasingly multicultural and global world.

In medicine, for example, a heterogeneous workforce benefits people from previously underrepresented cultures. Businesses realize that they will market more effectively if they can speak to different audiences, which is possible when members of their workforce come from various backgrounds and cultures. Schools simply want to prepare graduates for the 21st century job market.

Seven examples that reveal diversity

Adcoms want to know about the diverse elements of your character and how these have helped you develop particular  personality traits , as well as about any unusual experiences that have shaped you.

Here are seven examples an applicant could write about:

1. They grew up in an environment with a strong emphasis on respecting their elders, attending family events, and/or learning their parents’ native language and culture.

2. They are close to their grandparents and extended family members who have taught them how teamwork can help everyone thrive.

3. They have had to face difficulties that stem from their parents’ values being in conflict with theirs or those of their peers.

4. Teachers have not always understood the elements of their culture or lifestyle and how those elements influence their performance.

5. They have suffered discrimination and succeeded despite it because of their grit, values, and character.

6. They learned skills from a lifestyle that is outside the norm (e.g., living in foreign countries as the child of a diplomat or contractor; performing professionally in theater, dance, music, or sports; having a deaf sibling).

7. They’ve encountered racism or other prejudice (either toward themselves or others) and responded by actively promoting diverse, tolerant values.

And remember, diversity is not about who your parents are.  It’s about who you are  – at the core.

Your background, influences, religious observances, native language, ideas, work environment, community experiences – all these factors come together to create a unique individual, one who will contribute to a varied class of distinct individuals taking their place in a diverse world.

The best-known diversity essay prompt is from the  Common App . It states:

“Some students have a background, identity, interest, or talent that is so meaningful they believe their application would be incomplete without it. If this sounds like you, then please share your story.”

Some schools have individual diversity essay prompts. For example, this one is from  Duke University :

“We believe a wide range of personal perspectives, beliefs, and lived experiences are essential to making Duke a vibrant and meaningful living and learning community. Feel free to share with us anything in this context that might help us better understand you and what you might bring to our community.” 

And the  Rice University application includes the following prompt:

“Rice is strengthened by its diverse community of learning and discovery that produces leaders and change agents across the spectrum of human endeavor. What perspectives shaped by your background, experiences, upbringing, and/or racial identity inspire you to join our community of change agents at Rice?”

In all instances, colleges want you to demonstrate how and what you’ll contribute to their communities.

Your answer to a school’s diversity essay question should focus on how your experiences have built your empathy for others, your embrace of differences, your resilience, your character, and your perspective.

The school might ask how you think of diversity or how you will bring or add to the diversity of the school, your chosen profession, or your community. Make sure you answer the specific question posed by highlighting distinctive elements of your profile that will add to the class mosaic every adcom is trying to create. You don’t want to blend in; you want to stand out in a positive way while also complementing the school’s canvas.

Here’s a simple, three-part framework that will help you think of diversity more broadly:

Who are you? What has contributed to your identity? How do you distinguish yourself? Your identity can include any of the following: gender, sexual orientation, ethnicity, disability, religion, nontraditional work experience, nontraditional educational background, multicultural background, and family’s educational level.

What have you done? What have you accomplished? This could include any of the following: achievements inside and/or outside your field of study, leadership opportunities, community service, internship or professional experience, research opportunities, hobbies, and travel. Any or all of these could be unique. Also, what life-derailing, throw-you-for-a-loop challenges have you faced and overcome?

How do you think? How do you approach things? What drives you? What influences you? Are you the person who can break up a tense meeting with some well-timed humor? Are you the one who intuitively sees how to bring people together? 

Read more about this three-part framework in Episode 193 of Accepted’s Admissions Straight Talk podcast or listen wherever you get your favorite podcast s.

Think about each question within this framework and how you could apply your diversity elements to your target school’s classroom or community. Any of these elements can serve as the framework for your essay.

Don’t worry if you can’t think of something totally “out there.” You don’t need to be a tightrope walker living in the Andes or a Buddhist monk from Japan to be able to contribute to a school’s diversity!

And please remember, the examples we have offered here are not exhaustive. There are many other ways to show diversity!

All you need to do to be able to write successfully about how you will contribute to the diversity of your target school’s community is examine your identity, deeds, and ideas, with an eye toward your personal distinctiveness and individuality. There is only one  you .

Take a look at the sample diversity essay in the next section of this post, and pay attention to how the writer underscores their appreciation for, and experience with, diversity. 

A diversity essay sample

When I was starting 11th grade, my dad, an agricultural scientist, was assigned to a 3-month research project in a farm village in Niigata (northwest Honshu in Japan). Rather than stay behind with my mom and siblings, I begged to go with him. As a straight-A student, I convinced my parents and the principal that I could handle my schoolwork remotely (pre-COVID) for that stretch. It was time to leap beyond my comfortable suburban Wisconsin life—and my Western orientation, reinforced by travel to Europe the year before. 

We roomed in a sprawling farmhouse with a family participating in my dad’s study. I thought I’d experience an “English-free zone,” but the high school students all studied and wanted to practice English, so I did meet peers even though I didn’t attend their school. Of the many eye-opening, influential, cultural experiences, the one that resonates most powerfully to me is experiencing their community. It was a living, organic whole. Elementary school kids spent time helping with the rice harvest. People who foraged for seasonal wild edibles gave them to acquaintances throughout the town. In fact, there was a constant sharing of food among residents—garden veggies carried in straw baskets, fish or meat in coolers. The pharmacist would drive prescriptions to people who couldn’t easily get out—new mothers, the elderly—not as a business service but as a good neighbor. If rain suddenly threatened, neighbors would bring in each other’s drying laundry. When an empty-nest 50-year-old woman had to be hospitalized suddenly for a near-fatal snakebite, neighbors maintained her veggie patch until she returned. The community embodied constant awareness of others’ needs and circumstances. The community flowed!

Yet, people there lamented that this lifestyle was vanishing; more young people left than stayed or came. And it wasn’t idyllic: I heard about ubiquitous gossip, long-standing personal enmities, busybody-ness. But these very human foibles didn’t dam the flow. This dynamic community organism couldn’t have been more different from my suburban life back home, with its insular nuclear families. We nod hello to neighbors in passing. 

This wonderful experience contained a personal challenge. Blond and blue-eyed, I became “the other” for the first time. Except for my dad, I saw no Westerner there. Curious eyes followed me. Stepping into a market or walking down the street, I drew gazes. People swiftly looked away if they accidentally caught my eye. It was not at all hostile, I knew, but I felt like an object. I began making extra sure to appear “presentable” before going outside. The sense of being watched sometimes generated mild stress or resentment. Returning to my lovely tatami room, I would decompress, grateful to be alone. I realized this challenge was a minute fraction of what others experience in my own country. The toll that feeling—and being— “other” takes on non-white and visibly different people in the US can be extremely painful. Experiencing it firsthand, albeit briefly, benignly, and in relative comfort, I got it.

Unlike the organic Niigata community, work teams, and the workplace itself, have externally driven purposes. Within this different environment, I will strive to exemplify the ongoing mutual awareness that fueled the community life in Niigata. Does it benefit the bottom line, improve the results? I don’t know. But it helps me be the mature, engaged person I want to be, and to appreciate the individuals who are my colleagues and who comprise my professional community. I am now far more conscious of people feeling their “otherness”—even when it’s not in response to negative treatment, it can arise simply from awareness of being in some way different.

What did you think of this essay? Does this middle class Midwesterner have the unique experience of being different from the surrounding majority, something she had not experienced in the United States? Did she encounter diversity from the perspective of “the other”? 

Here a few things to note about why this diversity essay works so well:

1. The writer comes from “a comfortable, suburban, Wisconsin life,” suggesting that her background might not be ethnically, racially, or in any other way diverse.

2. The diversity “points” scored all come from her fascinating experience of having lived in a Japanese farm village, where she immersed herself in a totally different culture.

3. The lessons learned about the meaning of community are what broaden and deepen the writer’s perspective about life, about a purpose-driven life, and about the concept of “otherness.” 

By writing about a time when you experienced diversity in one of its many forms, you can write a memorable and meaningful diversity essay.

Working on your diversity essay?

Want to ensure that your application demonstrates the diversity that your dream school is seeking?  Work with one of our admissions experts . This checklist includes more than 30 different ways to think about diversity to jump-start your creative engine.

Dr. Sundas Ali has more than 15 years of experience teaching and advising students, providing career and admissions advice, reviewing applications, and conducting interviews for the University of Oxford’s undergraduate and graduate programs. In addition, Sundas has worked with students from a wide range of countries, including the United Kingdom, the United States, India, Pakistan, China, Japan, and the Middle East. Want Sundas to help you get Accepted? Click here to get in touch! 

Related Resources:

• Different Dimensions of Diversity , podcast Episode 193
• What Should You Do If You Belong to an Overrepresented MBA Applicant Group?
• Fitting In & Standing Out: The Paradox at the Heart of Admissions , a free guide

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Essay on Diversity In The Workplace

Students are often asked to write an essay on Diversity In The Workplace in their schools and colleges. And if you’re also looking for the same, we have created 100-word, 250-word, and 500-word essays on the topic.

Let’s take a look…

100 Words Essay on Diversity In The Workplace

Understanding diversity.

Diversity in the workplace means that a company employs a wide range of diverse individuals. Diversity includes race, gender, ethnic group, age, personality, education, and more. Each person is unique and can bring different ideas and perspectives to the table.

Benefits of Diversity

Diversity can bring many benefits. A diverse workforce can provide a greater range of solutions to problems. It can also help the company to better understand and serve its customers. It can lead to increased creativity and innovation.

Challenges of Diversity

Despite the benefits, diversity can also present challenges. People from different backgrounds may not understand each other well. This can lead to conflicts and misunderstandings. But these can be overcome with good management.

Importance of Inclusion

Inclusion is a key part of workplace diversity. It ensures that all employees feel valued and included. It can lead to improved employee engagement and productivity. It’s not enough to just hire diverse employees, they also need to feel included.

250 Words Essay on Diversity In The Workplace

What is diversity in the workplace.

Diversity in the workplace means having employees from different backgrounds. These backgrounds can be based on race, gender, age, or even the way someone thinks. It’s like having different kinds of fruits in a fruit salad. Each fruit brings a unique flavor, making the salad interesting and tasty.

Why is it Important?

Having a diverse workplace is like having a box of different tools. Just like you need different tools for different tasks, you need people with various skills and ideas to solve different problems. It helps businesses come up with new ideas and better ways to do things.

The Benefits of Diversity

A workplace with diverse employees can understand and reach out to more people. For example, a company with employees who speak different languages can serve customers worldwide. Also, diverse teams can come up with more creative solutions because they have many different ways of thinking.

While diversity has many benefits, it can also be challenging. People from different backgrounds may have different ways of doing things, which can sometimes lead to misunderstandings. It’s like trying to play a game without knowing the rules. But with good communication and respect, these challenges can be overcome.

In conclusion, diversity in the workplace is like a colorful painting. Each color adds its unique touch, making the painting beautiful and interesting. Similarly, each employee brings their unique skills and ideas, making the workplace more successful and innovative. It might be challenging at times, but the benefits are worth it.

500 Words Essay on Diversity In The Workplace

Introduction, why is diversity important.

Diversity is important because it brings new ideas and perspectives to a company. Imagine if everyone at your school thought and acted the same way. It would be pretty boring, right? The same thing applies to a workplace. When people from different backgrounds come together, they can share their unique ideas and experiences. This can lead to better problem-solving and more creative thinking.

There are many benefits to having a diverse workplace. One big benefit is that it can help a company understand and reach out to more customers. For example, if a company has employees who speak different languages, they can communicate with customers from around the world.

Even though diversity has many benefits, it can also have some challenges. One challenge is that people might not understand each other’s cultures or ways of thinking. This could lead to misunderstandings or conflicts.

Another challenge is that some people might feel left out or not valued. For example, if a company has mostly younger employees, older workers might feel like their ideas are not being heard.

How to Promote Diversity

Another way is to provide training for employees. This can help them understand and respect each other’s differences. It can also teach them how to work together effectively.

In conclusion, diversity in the workplace is very important. It can bring many benefits, like new ideas and better understanding of customers. But it can also bring challenges, like misunderstandings or feelings of not being valued. By promoting fair hiring practices and providing training, companies can make the most of diversity. It’s like a big, colorful mix of people, all working together to make a company better.

That’s it! I hope the essay helped you.

Apart from these, you can look at all the essays by clicking here .

Happy studying!

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How Can Diversity Influence the Workplace in a Positive Manner?

We cannot overstate the importance of diversity in the workplace. To drive innovation, organizations must remain agile in the face of change. With today’s business landscape more globalized than ever, organizations must consistently seek ways to attract and retain top talent while appealing to a global customer base. 

Diversity offers an answer to many global business challenges. Drawing on the insights and expertise of diverse team members can help maintain agility. 

How Important Is Diversity in the Workplace?

Diversity has a ripple effect, starting with small changes and expanding into something that has real impact. It supports the recruitment and retention of the best talent, inspires loyalty, and fosters innovation through a sense of collaboration and belonging. 

When people of different backgrounds and identities collaborate, it drives innovation that changes lives. Together, diverse teams boost innovation and drive real change across industries. Their combined experience, knowledge and perspectives build an environment ripe for pioneering ideas, openness and profitability. Companies in the top 25% for ethnic diversity are  27% more likely to financially outperform  their counterparts. 

Workplace diversity also affects an organization’s reputation and retention. With  32% of working adults  in the U.S. considering working with diverse groups essential, providing these collaborative and inclusive environments has become a top priority for many organizations. People care more about their working environments than ever before. They want to work in environments where they can thrive and make a genuine difference. 

How Workforce Diversity Helps in the Growth of an Organization

Diversity does more than help organizations thrive. It helps them grow and push the boundaries of what’s possible. Explore some of the many ways that workplace diversity supports organizational growth.

Attracting Talent and Forming Lasting Customer Relationships

Organizations that emphasize diversity have a significant talent pool from which to draw. Many people at the top of their fields prioritize diversity, which means they gravitate toward organizations that prioritize it. And the more diverse the talent pool, the better the chances that organizations will create lasting relationships with diverse customers. Diverse teams have experiences similar to their client bases — a vital element in today’s global workplace. 

Combining Multiple Perspectives

Diversity fosters innovation, combining different perspectives to solve some of the world’s biggest challenges. When every member of an organization knows that they and their voice matter, it promotes a culture of respect and collaboration, enabling the sharing of ideas. 

Diverse teams learn to deal with the nuances associated with different backgrounds and identities. This increased cultural awareness allows organizations to gain multiple insights into the same project. 

Enhancing Decision-Making

Higher cognitive diversity  correlates with better performance  and decision-making in the workplace. Teams become inherently more engaged and collaborative, which allows them to see challenges from multiple angles. Diverse groups have different experiences, and they’re more socially aware. Together, they process facts with extra care and make smarter decisions. 

Elevating Organizational Reputation

Organizations that promote diversity are more relatable and socially responsible. A focus on diversity can enhance an organization’s reputation, attract new customers and partnerships, and allow organizations to enter new markets. Diversity also establishes a positive internal reputation. With  nearly 80% of workers saying  they want to work for a company that values diversity, businesses must meet these demands. 

Improving Productivity and Retention

Top professionals often gravitate toward and want to work for diverse organizations. Diverse  teams enjoy greater productivity , which leads to improved profitability. In addition, employees feel more comfortable in diverse, collaborative teams. They remain loyal to organizations that recognize and respect their unique backgrounds and contributions, allowing them to pioneer solutions to some of the world’s greatest challenges. 

How to Foster True Diversity and Inclusion at Work

Diversity should be an organization-wide endeavor. These tips and tricks can help organizations foster a diverse, inclusive work environment.

Create an Honest Organizational Culture

Organizations must create a culture of trust to reap the benefits of a truly diverse environment. Organizational culture filters down from the top, and leaders must build an environment where teams feel safe to express themselves. They must promote — and engage in — honest discourse, encouraging team members to speak openly about their past experiences and plans for the future. Honesty and vulnerability pave the way for meaningful connections and collaboration that change lives. 

Make Diversity Part of the Hiring Process

Diversity should permeate every company’s organizational processes. Organizations can formulate hiring strategies that bring together people from diverse backgrounds and worldviews. A sound hiring strategy can eliminate unconscious bias by evaluating candidates’ competencies. Many organizations actively prioritize diverse hiring pools by focusing on underrepresented groups. 

Prioritize Mentorship Programs

Mentorship  programs can address imbalances  in advancement across diverse groups and support professional development opportunities. Assigning a mentor to all employees with high potential can maximize their contribution and develop their passion for their work.

Again, these efforts become more potent when they come from the top down. Leadership must spearhead diversity promotion and actively participate in employee engagement programs. 

Gather Employee Feedback

A diverse environment values team feedback. Leaders should provide a platform for team members to share their opinions, concerns and questions. The better an organization understands its teams’ experiences, the more steps it can take to promote diversity in every team. 

How to Talk About Diversity at Work

One of the most effective ways to promote diversity in the workplace is to talk about it. Historically, it’s a sensitive subject, so organizations must find ways to start and maintain these conversations. Consider these meaningful ways to talk about diversity at work: 

• Ask the right questions:  Genuine questions build a culture of trust. Organizations must ask their teams about specific goals, including their safety, perspectives and barriers to success. 
• Focus on education:  Leaders can educate themselves on the challenges diverse groups face, such as the issues women, people of color, and other underrepresented groups face in the workplace. The more information they can gather, the better they can address workplace discomfort and challenges. 
• Make discomfort comfortable:  Some topics integral to diversity can be uncomfortable. Policies and procedures can remove this discomfort. Organizations can also create small, safe spaces where employees can relax and chat in a casual environment. 
• Engage everyone on the team:  Avoid letting one or two voices take over the conversation. Ensure that team members can express themselves comfortably and that everyone gets heard. Many people feel more comfortable expressing their opinions anonymously, so create avenues for them to do so. 
• Encourage listening and understanding:  Listening more than speaking is critical. Encourage team members to pause and understand each other before making assumptions. 

Experience True Workplace Diversity with Danaher

If you want to work in an authentic and diverse environment that allows you to change lives, look no further than Danaher. We’re building a  community rooted in inclusion  and belonging and remain committed to innovation. We understand the importance of diverse perspectives, so we made a public commitment to advancing equity globally. 

Take risks with us and push the boundaries of what’s possible. As pioneers in various fields, including life sciences and biotechnology, we tackle some of the world’s toughest challenges. Start collaborating with a diverse team and making a difference today.  Browse our job opportunities  and join our team today!

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The role of managing age diversity in the workplace

• People and leadership skills
• Human resources

Some companies struggle to bridge generational divides between leadership and employees, which means they are not meeting the needs of heterogeneous workforces, new research finds. One pattern of disconnect is age inclusion, sparking a need for more training in a sometimes forgotten aspect of diversity, equity, and inclusion (DEI).

One notable takeaway from recent research was the prevalence of disparities in age-inclusion initiatives for older workers within DEI policies, according to a new study exploring workplace collaboration and dissonance between generational cohorts and leadership.

The study, conducted earlier this year by the Work Foundation at Lancaster University, surveyed 1,167 senior business leaders across the UK.

Thirty-one per cent of senior leaders in the UK said that an emphasis on inclusivity and diversity initiatives is important in creating a positive work culture, but only 18% include age in their DEI policies, the study said. Only 16% and 13%, respectively, have a menopause support policy or age champion schemes.

Bridging the gap goes both ways; ineffective leadership practices can equate to a lack of support for young professionals, who then fail to grow in their roles.

According to a report from consulting firm Protiviti and the London School of Economics, younger employees, encompassing Generation Z and Millennial demographics, are more likely to self-report low productivity at work.

The report, published in January, analysed data from more than 1,450 employees in finance, technology, and professional services in the UK and US.

Age gaps are creating tensions at work and forming barriers to learning and development for younger employees, according to the data.

"The greater the age gap between an employee and their older manager, the lower their job productivity and job satisfaction," the report said. "Employees with managers more than 12 years their senior are nearly 1.5 times as likely to report low productivity and nearly three times as likely to report being extremely dissatisfied with their job."

Employees who work at organisations where they feel supported, developed, and have opportunities to advance in their career regardless of age are twice as likely to be satisfied with their job, the report said, and 1.5 times less likely to look for another job.

Poor training is contributing to a communication gap between workforces and leadership — senior leaders are not investing in sufficient training for managers, the Lancaster report found.

While 45% of leaders said that "clear communication and transparency from leadership is important", only 21% have line management training specifically designed to support managers to lead in multigenerational workplaces.

Employees need effective leadership to become productive and fulfilled in their roles. According to Protiviti's report, the percentage of employees that self-report low productivity drops from 25% to 13% in organisations that make it easy for each generation to "fit in" and to be promoted based on merit.

Better practice across multigenerational management can lead to more knowledge sharing and skills transfer, which is good for the employees and their organisations. When each age cohort can contribute unique ideas, this can lead to a more dynamic and creative workplace, the Lancaster report said.

— To comment on this article or to suggest an idea for another article, contact Steph Brown at [email protected] .

Related Articles

Related resources.

Ford joins growing list of companies changing diversity policies after conservative pressure

DEARBORN, Mich. (AP) — Ford Motor Co. has joined the ranks of companies that have pulled back on diversity, equity and inclusion policies while facing pressure from conservative groups.

CEO Jim Farley sent a memo to all employees early Wednesday outlining the changes, including a decision to stop taking part in external culture surveys and an annual survey by the Human Rights Campaign that measures workplace inclusion for LGBTQ+ employees.

“We will continue to put our effort and resources into taking care of our customers, our team, and our communities versus publicly commenting on the many polarizing issues of the day,” the memo said. “There will of course be times when we will speak out on core issues if we believe our voice can make a positive difference.”

Farley wrote that Ford is mindful that employees and customers have a wide range of beliefs “and the external and legal environment related to political and social issues continues to evolve.” The company, he wrote, has been looking at its policies during the past year.

Ford, he wrote, doesn’t use hiring quotas or tie compensation to specific diversity goals, and it remains committed to “fostering a safe and inclusive workplace.”

Robby Starbuck, a conservative political commentator who has gone after companies such as Lowe’s, Tractor Supply and John Deere , wrote in a Wednesday post on X that he was investigating Ford’s “woke” policies.

Starbuck posted Farley’s memo, the contents of which were confirmed by Ford. The company said Wednesday that the memo speaks for itself and declined further comment.

In a statement, the Human Rights Campaign said Dearborn, Michigan-based Ford was cowering to an “internet troll” by abandoning its longtime values and policies.

“Their shortsighted decision will hurt the company’s long-term business success,” the statement said.

Several companies have changed their diversity programs since the U.S. Supreme Court outlawed affirmative action in college admissions or after facing a conservative backlash online.

Copyright 2024 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed without permission.

122 Workplace Diversity Essay Topic Ideas & Examples

🏆 best workplace diversity topic ideas & essay examples, 👍 good essay topics on workplace diversity, 🥇 most interesting workplace diversity topics to write about, 📌 simple & easy workplace diversity essay titles, ❓ workplace diversity research questions.

• Workplace Diversity Consciousness Diversity consciousness refers to being aware and respecting the differences that exist among people of varying backgrounds.
• Managing Diversity in the Workplace In the hospitality industry, the success of product differentiation and customer service improvement efforts depends on the competencies of the employees.
• Diversity in Society, Community, and Workplace As a leader, the best way to be sure that the benefit of having diversity and overcoming the challenges is by promoting synergy.
• Diversity, Inclusion, and Belonging in the Workplace Thus, the paper aims to provide a reflection on the three critical workplace factors and analyze their role and importance in the organization.
• Ethnocentrism and Diversity in the Workplace In general, communication with a stranger goes down to the anticipation and the prediction of the answers. On the contrary, when communicating with strangers, the individuals involved in the communication are more cautious of the […]
• Cultural Diversity & Communication in the Workplace When she arrives at the workplace, she finds that she is the only woman in that office. She is unable to follow the American accent in the language.
• Diversity Training Program in the Workplace According to Colquitt, Conlon, Wesson, Porter and Ng, the next perspective is anchored on the organisational response to the impact of the legal and political environment, which introduce diversity training programs when they have lost […]
• AT&T Diversity in the Workplace Most notably, AT&T manages its workforce through a HRM team that consists of the corporate executive of the company, the human resource department staffs, the strategic business units heads, and members from delivery and business […]
• Importance of Diversity at the Workplace To do so, organisations are called upon to ensure that they cerate awareness of the need for diversity at the workplace to their employees.
• Gender and Diversity in the Workplace The modern world of human resource management seems to have changed significantly and as policies and regulations change, the need to reconsider workplace gender equity and diversity has received considerable attention across organizations.
• Developing the Cultural Diversity at the Workplace The managers have to present clients with a diverse representation in the firm thus the need to ensure sharing of common grounds between the client and the server.
• KPMG and Cable Bahamas Ltd.’s Workplace Diversity First, it is necessary to define diversity in the context of the workplace in companies. Finally, it is notable that many subsidiaries and companies working in the Bahamas are open to diversity and promote it […]
• State-Level Culture and Workplace Diversity Policies The authors of this article explored how the culture of different states of the United States influences the decision-making of company leaders regarding the policy of diversity in enterprises.
• Nursing Workplace Diversity and Inclusion Of particular interest for this study is the introduction and interpretation of the concepts of diversity and inclusion in the context of nursing practice.
• Cultural Diversity at the Workplace: Challenges and Benefits Bowing is a common greeting in Japan, as well as a way of saying “welcome,” “goodbye,” “a prayer at a place of worship,” “thank you,” and “grace during mealtime”.
• Workplace Diversity and Organizational Leadership The purpose of this annotated bibliography is to examine academic literature related to the subject of workforce diversity in order to draw conclusions about the related effects, practical implications, and future projections.
• Workplace Diversity: The Global Social Event Additionally, the event is associated with the transformation of the culture of modern society towards the values of personal characteristics and skills.
• Social Justice, Diversity and Workplace Discrimination It also includes the fair distribution of the national wealth and resources among all citizens and the unbiased treatment of all individuals.
• Aspects of Diversity in the Workplace The importance of social and cultural intelligence. The importance of a non-discrimination policy.
• Accomplishing Workplace Diversity One needs to be highly aware of vast cultural and linguistic differences among patients, which can be more easily overcome through a presentation of a diverse set of workers in the workplace.
• Age Diversity and Conflicts in the Workplace The problem of the generation gap has always affected workplace relationships globally due to the differences in the circumstances under which people belonging to different age groups developed their values.
• AT&T Diversity in the Workplace AT&T is an American multinational company that offers telecommunications solutions to retail and enterprise consumers. It is among the largest employers in the United States.
• Recognizing the Impact of Diversity on the Workplace: A Training Plan Before introducing the training series that would help employees to recognize the impact of diversity in the workplace, it is crucial to define diversity.
• Diversity in the Workplace: Benefits and Advantages One of the benefits of the diversity in the workplace is the achievement of enhanced organizational flexibility. This approach is associated with some weaknesses as the funds invested can exceed the gains as the employee […]
• Cultural Diversity and Conflict in the Health Care Workplace Dealing with these problems and the issues that they involve is necessary to ensure the quality of health care delivered by the organization.
• IBM: Issues in Democratic Principles & Diversity in the Workplace In consequence, employees have the freedom and “…right to influence the conditions of work as well as the policy of the workplace”.
• Gender Diversity in the Workplace and Social Changes This is a research paper, seeking to understand and discuss the benefits of gender diversity at the workplace and how far the firefighting industry has come in appreciating the trend.
• Diversity in the Workplace: A Melting Pot of Conflict An example of conflict as a positive force is that the creation and resolution of conflict may lead the company to constructive problem-solving.
• Diversity in the Workplace: Advantages and Disadvantages The process of globalization influences every aspect of human life, and the workplace is not an exception. Every organization aims to involve people from different countries in the working process to improve creativity and seek […]
• Workplace Diversity and Its Benefits for Business In the present worldwide economy, different individuals from different corners of the globe are finding themselves working in the same office environment with a shared objective, be it in the short-term or the long-term.
• Workplace Diversity: Values and Challenges The majority of the multicultural companies are embracing cultural diversity as a resourceful strategy to support new and unique ideas. Young people are also eager and prepared to work in a global setting due to […]
• Workplace Diversity and Challenges of Leadership However, the importance of attaining diversification strategy within the organization was due to two broad reasons: retaining competitiveness of the organizations after employing the diversity strategy and morally, diversification of the organization is the right […]
• Disability and Diversity in the Workplace For instance, the American Association of People with Disabilities is a non-profit organization that concentrates on the rights of people with disabilities.
• Workplace Diversity Consciousness: Barriers and Programs This situation will affect the performance of every employee at the workplace. Every barrier to effective communication will affect the level of performance.
• Workplace Diversity in Silicon Valley According to Hubbard, diversity pays and it helps to cater the customer’s demands, it helps to comprehend the heartbeat of the marketplace and enhances the quality of goods and services.
• Workplace Diversity: Human Performance Enhancement Strategy The existence of a gap between the ongoing actions and expectations of the organization worsens the state of discrimination based on gender and ethnicity among other aspects.
• Managing Cultural Diversity in the Workplace It holds that while the department’s leaders may have the option of mitigating such clashes by reducing the diversity composition of the department, complying with the concerns of the quality of life and social justice […]
• Diversity in the Workplace Within the Department of Health The embracement of such factors through the implementation of appropriate leadership and management strategies were seen to improve the engagement of the employees in teamwork thereby promoting positive perception of the differences amongst cultures that […]
• Strategies of Managing Workplace Diversity Addressing the issues of the diversity at the workplace and maintaining comfortable and harmonious working process for the employees of all kinds is one of the highest and most important priorities for the managers these […]
• Diversity and Inclusion in Relation to Music in the Workplace Most of the employees have complained that the genres of music that is played in the office do not apply to their cultural affiliation and they fail to represent the majority of the employees’ listening […]
• Diversity and Discrimination in the Workplace: The Role in Activities of an Organization Women, African Americans, Latinos and Asians have been the main victims of workplace discrimination in the United States. So long as the activities are not related to work performance and creativity, they amount to discrimination.
• Workplace Diversity: Transparency’ and Team Spirit’ Principles Based on the content presented in the articles Rethinking Diversity in Public Organizations for the 21st Century: Moving Toward a Multicultural Model and The Ideal of Diversity in Organizations, I have stood a chance to […]
• Workplace Diversity Benefits and Challenges The second one is that managers are supposed to implement diversity friendly policies which recognize the diversity of the employees. The most challenging aspect of diversity in my organization is to convince every person that […]
• Challenges and Benefits of Workplace Diversity A company that limits itself in terms of diverse employee demographics runs the risk of being unable to understand the quirks and cultural norms in specific ethnic and racial markets resulting in the creation of […]
• Managing Diversity at Workplace In the workplace, diversity, if properly managed, optimises the willingness and ability of all employees to contribute to the organisational success by encouraging each employee to draw fully on the talents, different points of view, […]
• Effects of Diversity of Workforce at the Workplace Normally, if an organization is shifting from a homogenous culture to a diverse one, members of the former may dislike the change. In the process of implementing a diverse workplace, an organization may need to […]
• Implementation of a Diversity Management Strategy in the Workplace The management of this organization has realized the importance of increasing diversity in the workforce. This has been achieved through positive efforts by the organizational management to improve the diversity of employees in the organization.
• Increasing Diversity in the Workplace They have conformed to the traditional way of life, and therefore are rigid to some of the changes that take place in the external environment. Technology is one of the leading factors that have contributed […]
• Strategies of Workplace Diversity Management Additionally, it is crucial to train employees on the importance of diversity within the workforce and how it can be harnessed for the betterment of the company. This has helped in addressing the challenges and […]
• The Importance of Interactionism and Diversity in the Workplace Various corporations and government agencies tend to improve their competitive advantage as there is a need to comprehend the importance of management strategies to manage diversity in the workplace. So, it is rather important to […]
• Concept of Diversity in Workplace When the manager understands the diversity of his or her workforce, he/she will know how to use the diverse workforce to maximize the benefits of the organization rather than to let it divide the workers.
• Cultural Awareness and Diversity in the Workplace Employees can do research about the culture of their work mates during their free time in order to enhance their cultural knowledge and understanding.
• Managing Workplace Diversity: Issues and Challenges
• Workplace Diversity and Public Policy: Challenges and Opportunities for Psychology
• Workplace Diversity and Group Relations: An Overview
• The Impact of Workplace Diversity on Organisations
• Understanding the Dilemmas of Managing Workplace Diversity
• Increasing Workplace Diversity: Evidence From a Recruiting Experiment at a Fortune 500 Company
• Defining the Domain of Workplace Diversity Scholarship
• Workplace Diversity and Job Satisfaction Dependence
• The Psychological Benefits of Creating an Affirming Climate for Workplace Diversity
• Developing an Instrument for Measuring Attitudes Toward and Perceptions of Workplace Diversity
• Harnessing Demographic Differences in Organizations: What Moderates the Effects of Workplace Diversity?
• Workplace Diversity: Emerging Issues in Contemporary Business
• Transsexuals and Workplace Diversity: The “Change” Management
• Changing Attitudes Over Time: Assessing the Effectiveness of a Workplace Diversity Course
• Prospects and Challenges of Workplace Diversity in Modern Day Organizations
• The Elusive Effects of Workplace Diversity on Innovation
• Workplace Diversity Management in Australia: What Do Managers Think and What Are Organisations Doing?
• Strategies for Addressing the Challenges and Opportunities of Workplace Diversity
• Workplace Diversity Management in a Multicultural Society
• Linking Workplace Diversity to Organizational Performance: A Conceptual Framework
• The Deceptively Simple Economics of Workplace Diversity
• Workplace Diversity and Inclusion: Policies and Best Practices for Organisations Employing Transgender People in India
• Support of Workplace Diversity Policies: The Role of Race, Gender, and Beliefs About Inequality
• Walking the Talk on Diversity: CEO Beliefs, Moral Values, and the Implementation of Workplace Diversity Practices
• Cross-Level Effects of Workplace Diversity on Sales Performance and Pay
• Workplace Diversity in South Africa: Its Qualities and Management
• Workplace Diversity: A Social-Ecological Framework and Policy Implications
• The Scope and Impact of Workplace Diversity in the United Arab Emirates
• Religion as an Aspect of Workplace Diversity: An Examination of the US Context and a Call for International Research
• Workplace Diversity in the United States: The Perspective of Peter Drucker
• Exploring Workplace Diversity and Organisational Effectiveness: A South African Exploratory
• The Effect of Workplace Diversity Management in a Highly Male-Dominated Culture
• A Longitudinal Evaluation of Senior Managers’ Perceptions and Attitudes of a Workplace Diversity Training Program
• Why Is There a Lack of Workplace Diversity Research on Asian Americans?
• Blowback, Backlash, and Other Forms of Resistance to Workplace Diversity Initiatives That Support Sexual Minorities
• Effects of Workplace Diversity Management on Organizational Effectiveness
• Managing Workplace Diversity: Performance of Minority Employees
• Workplace Diversity and Intercultural Communication: A Phenomenological Study
• Diversity in the High-Tech Workplace: Diversity and Performance in R&D
• Advancing Workplace Diversity Through the Culturally Responsive Teamwork Framework
• What Are the Problems and Challenges of Managing Diversity in the Workplace?
• What Are Workplace Diversity and Group Relations?
• What Are the Areas of the Definition of Workplace Diversity Scholarship?
• How Can Diversity and Ethics Be Managed in the Workplace?
• What Are the Psychological Benefits of Creating a Diversified Workplace Climate?
• What Is the Development of a Tool to Measure Attitudes and Perceptions of Diversity in the Workplace?
• How Are Diversity and Inclusion Used in the Workplace?
• What Are the Perspectives and Challenges of Diversity in the Workplace in Modern Organizations?
• What Is the Impact of Workplace Diversity on Innovation?
• What Strategies for Addressing the Challenges and Opportunities of Diversity in the Workplace?
• How Can Diversity Be Managed in the Workplace in a Multicultural Society?
• What Is the Relationship Between Workplace Diversity and Organizational Performance?
• What Does Diversity Analysis Look Like in the Workplace?
• What Does Diversity Look Like in the Workplace?
• What Is the Difference Between Defining Diversity in the Workplace and Managing It?
• What Is the Purpose of Effective Leadership and Diversity in the Workplace?
• What Do Equity and Diversity Look Like in the Workplace?
• What Equal Opportunity and Job Diversity?
• What Is Globalization and Job Diversity?
• How Different Cultures Helped Shape Our Nation and Promote Diversity in the Workplace?
• How Can Considerations of Diversity Affect Conflict in the Workplace?
• How Are Human Resource Management and Diversity in the Workplace Interrelated?
• How Can Diversity Be Managed in the Workplace?
• Team Leadership Research Ideas
• Respect Essay Topics
• Teamwork Research Ideas
• Conflict Resolution Essay Topics
• Tolerance Essay Ideas
• Workplace Discrimination Research Topics
• Employee Benefits Paper Topics
• Team Management Paper Topics
• Chicago (A-D)
• Chicago (N-B)

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• Published: 29 August 2024

Viral plasticity facilitates host diversity in challenging environments

• Juan A. Bonachela   ORCID: orcid.org/0000-0002-3316-8120 1  

Nature Communications volume  15 , Article number:  7473 ( 2024 ) Cite this article

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• Biogeochemistry
• Coevolution

The antagonistic coevolution of microbes and viruses influences fundamentally the diversity of microbial communities. Information on how environmental variables interact with emergent defense-counterdefense strategies and community composition is, however, still scarce. Following biological intuition, diversity should increase with improved growth conditions, which offset evolutionary costs; however, laboratory and regional data suggest that microbial diversity decreases in nutrient-rich conditions. Moreover, global oceanic data show that microbial and viral diversity decline for high latitudes, although the underlying mechanisms are unknown. This article addresses these gaps by introducing an eco-evolutionary model for bacteria-virus antagonistic coevolution. The theory presented here harmonizes the observations above and identifies negative density dependence and viral plasticity (dependence of virus performance on host physiological state) as key drivers: environmental conditions selecting for slow host growth also limit viral performance, facilitating the survival of a diverse host community; host diversity, in turn, enables viral portfolio effects and bet-hedging strategies that sustain viral diversity. From marine microbes to phage therapy against antibiotic-resistant bacteria or cancer cells, the ubiquity of antagonistic coevolution highlights the need to consider eco-evolutionary interactions across a gradient of growth conditions.

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Long-term stability and Red Queen-like strain dynamics in marine viruses

Host specificity of microbiome assembly and its fitness effects in phytoplankton

Interactions between bacterial and phage communities in natural environments

Introduction.

Unraveling the role that viruses play in the dynamics and composition of microbial communities is a fundamental question especially important in the case of marine ecosystems, where viruses are massively abundant 1 , 2 , 3 . By killing their host cell, lytic viruses disrupt the flow of energy and nutrients to higher trophic levels of the marine food web. Moreover, the cellular contents resulting from lysis fuel the marine microbial loop, main responsible for oceanic primary production. Further, viral mortality, together with biotic factors such as grazers and abiotic factors such as nutrient availability and temperature, determine the biogeography of marine microbes 1 , 4 . Thus, the influence of marine viruses ripples across spatial, temporal, and organizational scales, affecting local and global biogeochemistry and ecosystem services 5 .

Central to the understanding of how marine viruses shape microbial communities is unveiling which mechanisms drive the antagonistic coevolution of hosts and viruses across gradients of environmental conditions 6 . Among other evolutionary strategies, hosts can achieve resistance through modification of parts of the host genome (the clustered regularly interspaced short palindromic repeats/CRISPR-associated sequences system), or by modifying the receptors that the virus uses as a gateway to infection (adsorption inhibition) 7 , 8 . As an example of the latter, the bacterium Escherichia coli can modify receptors such as lipopolysaccharide (LPS) or produce proteins to mask outer-membrane protein A (OmpA), used by T viruses to adsorb to the cell surface. In turn, viruses can evolve counter-defense mechanisms, for example modifying their tail fiber to recognize and attach to altered forms of the receptor or new receptors altogether, thus increasing its host range 7 , 8 , 9 (see Fig.  1 a). Although evolutionary costs are key to these coevolutionary dynamics 6 , how costs and associated tradeoffs are influenced by environmental conditions is poorly understood and understudied. Common biological intuition dictates that adverse environments deter coevolution due to increased direct costs and reduced indirect benefits of evolving resistance 10 , 11 , 12 . However, the limited available experimental work investigating antagonistic coevolution under contrasting growth environments 10 , 11 , 13 that also studied diversity has instead reported higher host diversification when growth conditions decline 13 . It is also unclear under which environmental conditions the coevolutionary process results from continuous innovation (i.e. arms races), an alternation of strategies that are revisited (fluctuating selection/Red-Queen dynamics), or a combination of the two 11 , 14 , 15 , 16 , 17 .

a Illustration of a few steps of the coevolution of host and virus modeled here (red arrow represents time), starting from a pristine form of the receptor and tail fiber (gray color): for the host, the darker the blue shade of the receptor the more it departs from the pristine form, i.e. more host innovation and thus higher tax on the cell’s maximum growth rate; for the virus, the more shades of blue the tail shows (here indicated in the sheath for visualization) the more receptor forms can be recognized, i.e. more versatile virus and thus higher tax on tail fiber efficacy. These steps are influenced by viral plasticity (dependence of viral infection time and offspring number on host growth rate, Fig.  S1d – e ). b – d Biodiversity as a function of environmental nutrient measured by the Tara Oceans expedition across the globe ( b , c , heterotrophic and phototrophic bacteria, 106 dots and 104 squares, respectively 31 ; d , DNA viruses, 86 triangles 32 ); nutrient refers to total nitrate and nitrite, for simplicity referred to here as dissolved inorganic nitrogen (DIN), see  SI.7 for further details. e , f Biodiversity as a function of environmental nutrient measured in our simulations (1059 points, with colors representing occurrence probability); a version of the model that neglects viral plasticity did not show any discernible pattern (Fig.  S14 ). In all panels, lines and shaded area represent a LOESS smoothing and corresponding confidence interval, respectively, for visual indication of trend and variability only: host diversity is approximately constant for mid to low nutrient, but declines steeply for high nutrient availability; the pattern is similar but less pronounced for viruses. All panels show high variability in biodiversity for mid-nutrient levels, leading to the “fluctuating” index around a saturating value. We normalized data by that apparent saturation value to facilitate comparison across cases. LOESS lines obtained using the R functions loess and predict with default options.

In addition, empirical work studying coevolution has traditionally overlooked that host physiological state inherently constrains the ecological and evolutionary response of the virus. Because, due to its parasitic nature, the virus relies on host resources and machinery for reproduction, key viral life-history traits such as infection time (latent period) and offspring number (burst size) change with the host’s physiological state 18 , 19 , 20 , 21 , 22 , 23 , 24 , 25 , dependence that has been termed viral plasticity. Specifically, an improved host physiological state typically leads to shorter but more productive infections (smaller latent periods and larger burst sizes, see e.g. 18 , 20 , 22 or Fig.  S1d - e ). However, empirical work devoted to understanding the links between host growth conditions and viral reproduction 19 , 20 , 22 , 23 , 24 , 25 , 26 , 27 , 28 , 29 , 30 focuses on short timescales (one infection cycle), and thus whether or how viral plasticity influences antagonistic coevolution is still unknown.

The dearth of such important pieces of the coevolutionary puzzle hinders our understanding of how viral pressure, influenced by bottom-up sources of regulation such as resource availability, dynamically shapes the microbial community in the oceans in the short and the long term. For example, the Tara Oceans expedition recently reported diversity latitudinal patterns that are similar for microbial hosts and viruses 31 , 32 ; leveraging these data, we represented here diversity against the reported nutrient gradient (as a proxy for host growth conditions), which unveiled a pattern seemingly conserved across eukaryotes, bacteria, and the DNA viruses that infect them (Fig.  1 b–d and Fig.  S15a – d ): biodiversity is high for challenging growth conditions (low nutrient), remains constant as conditions improve, and decreases steeply for favorable growth conditions (high nutrient). The ecological and/or evolutionary mechanisms that underlie this and the original latitudinal pattern are, however, unknown.

The knowledge gaps above also handicap models built to understand and predict host-virus dynamics and emergent consequences such as diversity, primary production, or carbon export, key to assessing the future of our oceans under any global climate change scenario. Here, we contribute to bridging these gaps by introducing a theoretical model for host-virus antagonistic coevolution that accounts for viral plasticity. We find that the changeable viral performance associated with viral plasticity can reduce evolutionary costs for the host and facilitate survival, as well as a variety of evolutionary strategies, under growth-limiting conditions. For all environments in our simulations, coevolutionary dynamics initially lead to arms races but ultimately converge to fluctuating selection. Host and virus behavior and diversity emerging from such coevolutionary dynamics, shaped by negative density dependence within and across phenotypes, resemble empirical observations.

Results and discussion

Model for the coevolution of a microbial host and a plastic virus.

Our model focuses on host changes in receptors and viral changes in tail fiber, which have been documented to arise quickly and generically across host-virus systems in a variety of contexts 6 , 7 , 8 , 14 , 15 , 33 , 34 . These evolutionary strategies entail important tradeoffs. For example, modifying the receptor may lead to reduced functional efficacy (e.g. reduced uptake affinity or uptake rate), and changes in the tail fiber may lead to reduced efficiency attaching to the receptors that it can recognize 6 , 8 , 14 , 35 , 36 , 37 . Indirect costs include antagonistic pleiotropy, as a receptor change that eludes a viral strain may make the host susceptible to another viral strain 38 , 39 . In our model, the initial host phenotype population is characterized by a pristine form of a focal receptor that is targeted by an initial virus phenotype population (Fig.  1 a). As host and virus interact, random mutations lead to new host phenotypes that express only a phenotype-specific modified form of the receptor. This modification decreases uptake and, ultimately, the maximum growth rate of the new host phenotype proportionally to its degree of innovation (i.e. to how much the receptor departs from its pristine form, Fig.  S1b ). In turn, random mutations in the virus tail fiber introduce new virus phenotypes that target different forms of the receptor; these new viral phenotypes, however, show a reduction of adsorption rate proportional to their degree of versatility (i.e. to how many forms of the receptor the tail fiber can recognize, Fig.  S1c ). We parametrized the model to E. coli hosts and T7 viruses, but the framework can be tailored to other examples. Our model also incorporates dependencies between the value of the main viral traits and host growth rate (as a proxy for host physiological state) 40 that have been quantified experimentally for this system 20 , 22 , 24 , 25 . Moreover, because rapid evolution alters the latent period within hours 41 , here we utilized a theoretical prescription for the (plastic) optimal value of the latent period, expression that is valid for different environments 40 , 42 .

We used a chemostat as environmental context, adjusting the input nutrient concentration and dilution rate to generate a variety of relevant growth conditions here characterized by the nutrient available within the chemostat (realized nutrient, Fig.  S4a ). Shaped by biotic and abiotic factors, realized nutrient is an environmental variable routinely measured in empirical work, which enables comparison of our results with existing observations. In marine ecosystems, oligotrophic conditions are expected in e.g. warm tropical waters, and eutrophic conditions in colder or coastal waters or upwelling events. Following Liebig’s law of the minimum we assumed limitation by one single nutrient, but the framework can be straightforwardly generalized to multiple growth-limiting factors. See details about our framework, modifications, assumptions, and existing antagonistic coevolution models in Methods.

With such a setup, multiple host phenotype populations dynamically competed for the available nutrient, and (plastic) virus phenotypes competed for common hosts, ultimately reaching their asymptotic eco-evolutionary dynamics after an initial transitory period (Fig.  S3a – h ).

Viral plasticity facilitates host survival and diversification when growth conditions deteriorate

As simulated environments deteriorated (lower realized nutrient, resulting from lower dilution, Fig.  S4a ) more host phenotypes coexisted, characterized by receptors that departed further from the pristine form (Figs.  2 a and S13a ). This increase occurred despite the associated evolutionary cost and the lower resource level, both of which contribute to lowering growth rates (Fig.  S1b , Methods, and Eq. ( 5 )); for such dilution rates, a version of the model that neglects plasticity produced the collapse of the community (see Methods).

a Host degree of innovation as a function of realized nutrient availability, with color representing the associated realized immunity (proportion of total viral abundance excluded by the host). b Viral versatility as a function of nutrient availability, with color representing the associated realized infectivity (proportion of total host abundance targeted by the virus). c Threshold-like relationship between proportion of phenotypes avoided by a host and its realized immunity; a classic host immunity ≳ 25% was needed for the phenotype to achieve a significant realized immunity, and ≳ 90% practically guaranteed that the host was an effective escape variant. d Threshold-like relationship between proportion of phenotypes targeted by a virus (range) and its realized infectivity; only ranges ≳ 30% produced significant infectivity, with range ≳ 85% practically ensuring total generalism. In all panels, point size represents the phenotype’s relative abundance; data correspond to snapshots at t  = 10 5 d for the reference input concentration, across 100 replicates of our eco-evolutionary simulations to ensure a thorough sampling of the behavior of the system. See  SI for details.

The increasing survival of host phenotypes (i.e. higher host richness) and increasing degree of innovation despite the lower growth rates that are selected for seem paradoxical (e.g. 11 ), but can be understood in light of viral plasticity. The decrease in host growth rate associated with a lower nutrient availability affected viral productivity (reduced offspring and increased infection time, Fig.  S1d - e ). The reduced viral performance alleviated pressure on the host, which we hypothesize made affordable the evolutionary cost of modifying the receptor. Innovating, in turn, decreased the maximum growth rate of the mutant host, therefore decreasing further the performance of infecting viruses and facilitating the survival of the innovating host phenotype. The fact that the nonplastic version of the model collapsed for low dilutions excludes the reduced dilution-related background mortality as responsible for the increased richness and survival. Thus, viral plasticity generated a feedback loop that effectively reduced evolutionary costs and increased evolutionary benefits for the host, altering the competitive ability of host strategies predicted by standard models (which neglect viral plasticity), and therefore the expected host community structure (see Supplementary Information sections  SI.2 – SI.7 ).

Viral portfolio effects and bet-hedging emerge when host growth declines

Although abundance and therefore the kill-the-winner mechanism 43 was also at play, viral phenotypes did not necessarily target the most abundant hosts. While such a negative density dependence inescapably occurred (as it is a built-in component of the host-virus dynamics, see Methods and SI.7 ), viral plasticity made host quality also a relevant factor. Thus, as environments deteriorated we observed more virus phenotypes and, despite the consequent reduction in adsorption efficiency, an increased virus versatility (Fig.  2 b, S1c , and S13b ).

Differently from classic expectations, this viral diversification did not necessarily result from the need of the virus to track the increasingly different receptor, since a pool of hosts with the pristine receptor remained in many replicates (Fig.  2 a). Increasing tail-fiber versatility, however, seemingly reduced viral niche overlap and therefore competition, progressively important as viral performance (indirectly) decreased with nutrient. Since the simulated viral community originated from a single initial phenotype, increasing versatility allowed new phenotypes to differentiate themselves from the common ancestor and each other (see Methods and SI ). Nonetheless, in simulated or real communities of unrelated phenotypes, increasing versatility should typically lead to increased niche overlap. Whether to keep up with host evolution or to reduce competition, viral mutants here targeted a wider range of hosts as conditions became more challenging (portfolio effect), with most viruses retaining the ability to infect the pristine form of the receptor thus bet-hedging the risks of their evolutionary investment in versatility (Fig.  S7a ).

Constrained evolutionary strategies in improved environmental conditions

Environments resulting in high nutrient concentrations (typically due to high dilution rates) led to reduced host and virus diversification (Fig.  2 a, b). Favorable host growth conditions enabled a high viral performance (Figs.  S1d - e ), which a priori would justify host evolution. However, the combination of high nutrient, frequent dilution, viral pressure, and the evolutionary cost of evolving trivially selected for opportunistic strategies. Hosts prioritized resource uptake and fast growth over defense, which led to many coexisting phenotypes with receptors similar to the pristine form. In turn, low versatility was a cost-effective strategy allowing viruses to focus on the abundant pool of hosts with pristine receptors, which translated into a lack of evolutionary incentives also for the virus.

Past experiments with chemostats that achieved contrasting host growth conditions has reported higher strategy diversification for low than for high nutrient concentrations 13 . Our results suggest that the feedback between host physiological state, viral plasticity, and coevolutionary responses as the environment (and thus costs) change is responsible for this observation. Coevolutionary experiments able to resolve more systematically nutrient gradients, however, are needed to confirm empirically our hypothesis.

Classic immunity and range do not necessarily lead to realized immunity or infectivity

As expected, the fraction of existing virus phenotypes excluded by a focal host increased with the degree of host innovation (Fig.  S7b ). This “classic immunity”, however, did not necessarily materialize in a higher proportion of excluded viral abundance (realized immunity, Fig.  2 c), as only excluding a high-enough proportion of viral phenotypes ensured the avoidance of the dominant phenotypes. Indeed, colors in Fig.  2 a show that only hosts that invested sufficiently in departing from the pristine form of the receptor were rewarded with the highest realized immunity for a given realized nutrient concentration and replicate, which enabled their survival despite the associated evolutionary cost. Such a strategy, however, did not necessarily translate into a high relative abundance for the phenotype (dot size in same figure), which in turn limited the degree of innovation. The latter evidences the tradeoff between evolving towards more effective resource competition strategies and more effective defense strategies.

Similarly, the range of the virus (proportion of host phenotypes that a focal virus can infect) increased with the versatility of the phenotype’s tail fiber (Fig.  S7c ), which did not necessarily lead to a higher realized infectivity (proportion of host biomass infected by the virus, Fig.  2 d). Nonetheless, sufficiently versatile viral phenotypes achieved the highest realized infectivity for a given nutrient concentration and replicate, justifying the evolutionary investment (Fig.  2 b).

Richness and biodiversity decrease when growth conditions improve

The increase in richness observed for both host and virus as environmental conditions declined (Figs.  S13a and S13b ) did not lead to communities with higher biodiversity (Shannon index 44 , which accounts for the relative abundance of each phenotype, see Methods and Fig.  1 e and f). Instead, biodiversity showed a seemingly constant behavior that decreased abruptly only in correlation with high nutrient concentrations. A similar pattern resulted when relaxing some of the assumptions of the model (e.g. letting latent period evolve as well, instead of imposing optimality), and was partially or totally lost when ignoring plasticity and for high input concentrations (see  SI.7 and SI.9 for details).

Systematic measurements of microbial and viral diversity along environmental gradients are scarce. At a regional level, an increase of bacterial richness with a decreasing nutrient availability has been reported 45 , thus qualitatively agreeing with our predictions (Fig.  S13a ). At the global level, the biodiversity patterns we obtained with the Tara Oceans data for bacteria, protists, and DNA viruses also resembled our predictions (Fig.  1 b–d and Fig.  S15a – d ). The biodiversity pattern disappeared, however, when considering RNA viruses or data from all depths (Fig.  S15e ).

Despite the limitations of our model (see below and SI.9 ), the qualitative similarity between our results and the empirical observations above supports the idea of antagonistic coevolution as an important driver for bacterial and viral diversity in the oceans. These antagonistic coevolutionary responses emerging under the oceanic gradients of growth-limiting factors (e.g. temperature or various nutrients) would be mediated by viral plasticity, which links bottom-up and top-down sources of regulation and thus links two community-shaping mechanisms typically studied separately. In our simulations, negative density dependence between host and virus (i.e. killing the winner mechanism 43 ) and among phenotypes equalized the host community as expected, leading to a variety of similarly abundant phenotypes regardless of environmental conditions (see  SI.9.4 ). For adverse host growth conditions (here represented by low realized nutrient), viral plasticity facilitated the survival of host strategies otherwise not competitive. The latter led to a background of low-abundance phenotypes, which explains the increase in host richness but constant biodiversity. Occasionally, the stochasticity of the dynamics between coevolving hosts and viruses and with the environment may have led to the unexpected rise of one such background phenotypes to overwhelming dominance, which explains the noise around the main biodiversity pattern. In the model, these spurious events more rarely occur under higher overall competition imposed by increasing environmental drivers or (moderately) higher negative density dependence (see  SI.8 and SI.9.2 ).

Host diversity and abundance enabled viral diversity but did not determine it as, through viral plasticity, host quality also influenced the success of a viral strategy. As a result, viral biodiversity resulted in a similarly constant but noisier pattern despite the steep increase of richness observed as growth conditions declined (Fig.  S13b ). The decrease of host and viral biodiversity observed for favorable conditions (here, high nutrient) trivially resulted from both communities showing fewer and more similar phenotypes (hosts focused on prioritizing uptake over defense, and viruses focused on exploiting the effectively single host strategy), selected for in high dilution-high nutrient environments.

Interpreting the resulting diversity-nutrient relationship more generically in terms of environmental forcing and costs harmonizes this observation with the apparent contradiction stemming from the classic arguments that link coevolutionary diversification and growth conditions. Environmental forcing that generally decreases the affordability of evolving for all phenotypes deters diversity; however, when that forcing decreases, costs are determined by the dynamic eco-evolutionary interactions of hosts with nutrient and virus, mediated by viral plasticity. The latter are changeable costs that can be compensated differently by phenotypes through various evolutionary strategies, reason why diversity emerges. Thus, the constant biodiversity shown in Fig.  1 would result from these dynamic costs dominating over environmental forcing, whereas high forcing would dominate in correlation with high realized nutrient. In our simulations, high forcing was imposed by high dilution, but the same general conclusion applies to other versions of the model that manipulated the environment in other ways (see  SI.8 ).

Arms races converge to fluctuating selection (Red Queen dynamics) regardless of growth conditions

To understand the underlying coevolutionary dynamics leading to the observations above, and following standard empirical approaches to antagonistic coevolution (e.g. 11 ), we also collected in our simulations information about the potential for cross-infection. For all hosts, we checked their immunity to viruses from past, present, and future snapshots; similarly, for all viruses we checked their ability to infect hosts from other snapshots. For early stages of the coevolutionary dynamics (Fig.  3 a, b), hosts on average were more immune to past virus phenotypes than future ones, and viruses could infect more past host phenotypes than future ones; this directional evolution is the hallmark of an ongoing arms race 6 , 11 , 46 . For later times (Fig.  3 c, d), both immunity and range showed oscillatory behavior around constant values, a signature of fluctuating selection or Red-Queen dynamics 6 , 47 . This shift from one to the other type of evolutionary dynamics has been observed experimentally 16 and has been hypothesized to be driven by evolutionary costs 6 , 16 . Here, we show that arms races occurred during the transient as host and virus explored the phenotypic space, and the stationary state (with changeable relative abundances for the surviving phenotypes) led to the associated fluctuating selection dynamics (see Fig.  S3a – h , and SI.5 ). Moreover, such a shift occurred regardless of environmental conditions. The transient period, however, was shorter (and therefore the shift occurred earlier) as environmental conditions improved, i.e. for higher dilution or nutrient input.

Top and middle panels (simulations): Data for early stages (first 25 days of the simulation, a and b ) and stationary state (last 25 days of the simulation, c and d ) of the eco-evolutionary dynamics, comparing phenotypes from snapshots taken daily, for a dilution rate \(w=0.2{\mu }_{ma{x}_{0}}=6.48{d}^{-1}\) ; circles correspond to our reference input concentration N 0 = 2.5 ⋅ 10 −5 m o l ⋅ L −1 , and squares to N 0  = 10 −4 m o l ⋅ L −1 . Arms races drive the early stages of the dynamics (a-b, negative trend), whereas fluctuating selection dynamics occur at the stationary state (c-d, no trend). Oscillatory behavior can be observed for some of the fluctuating selection cases, which points to the presence of demographic oscillations as well. To compare with the empirical data, a time difference up to 12 days is shown using the classic definitions for immunity and range (Eqs. ( 17 – 19 )); results from simulations using other durations or the biomass-based metrics (Eqs. ( 18 – 20 )) were qualitatively similar (as long as a stationary state was reached, see  SI.5.3 ). Bottom panels: Curves for host immunity ( e ) and virus range ( f ) obtained averaging the data in refs. 11 , 12 across replicates; see  SI.5.3 for details and Fig.  S10 for individual replicates.

Past and future empirical work should be considered in light of our observations, to assess whether the duration of experiments captures the evolutionary path and/or the asymptotic evolutionary dynamics. Given our predictions, we re-analyzed existing data from what is, to the best of our knowledge, the only experiment exploring coevolutionary crossinfection for high versus low nutrient input 11 . Differently from earlier conclusions 11 , 12 , the curves obtained with our re-analysis (Fig.  3 e–f) would indicate that arms races occurred for both low and high resources. Therefore, longer experiments would have been needed to observe the true, asymptotic evolutionary dynamics of the community. See section  SI.5.3 for further details.

Beyond marine ecosystems

Due to their parasitic nature, the performance of any virus should depend to some extent on host physiology and resources. Our results above illustrate that this dependence should be accounted for when studying and predicting the coevolutionary dynamics of any host-virus systems.

For example, phage therapy has been proposed to eliminate antibiotic-resistant bacteria 34 , 48 ; viruses have been engineered to recognize and attach to the receptors of cancer cells and subsequently lyse them 49 ; and the potential effects of coevolution on the effectiveness and safety of treatments have been highlighted in the past 50 , 51 . Our results predict that target cells may diversify under challenging growth conditions, which may lead to undesired consequences (e.g. host cells that are less susceptible to the original phage treatment). Viruses have also been proposed as a way to eliminate bacteria that form biofilms, as the latter reduce the efficacy of conventional treatments 52 . The differential access to resources that bacteria have at e.g. crests and troughs at the irregular biofilm boundaries 53 generates a gradient of growth conditions that, according to our results, would lead to a mosaic of host and virus evolutionary strategies.

The threshold-like behavior observed for immunity and infectivity, unveiled thanks to the measurement of the realized metrics (only accessible through theoretical models) can be used to assess and predict the actual efficacy of phage therapy by mapping, for example, the “classic” observables collected in the laboratory to the realized predictions. Our approach also revealed that the timing of the convergence of arms races to fluctuating selection depends on environmental conditions, information that can be used to assess the duration of a therapy and focus on one or the other regime.

From the virus point of view, the recent SARS-CoV-2 pandemic highlights the need for theories able to predict the rapid evolutionary changes in virus receptor-targeting strategies, which influence the severity of the disease as well as the efficacy of vaccines. Similarly, predicting changes in host range can help anticipate future zoonotic spillover events 54 . Our results show the importance of considering viral plasticity in those predictions.

There are, nonetheless, important assumptions made by the framework that need to be taken into consideration (see  SI.9 for a detailed discussion). For example, the framework considers antagonistic coevolution and viral plasticity as main eco-evolutionary drivers; although we show that they are plausible mechanisms underlying the emergent diversity patterns shown in Fig.  1 , other ecological and evolutionary aspects could synergistically (or alternatively) participate in these large-scale patterns (see e.g. 31 ). Similarly, the parametrization used here focuses on E. coli and T viruses since that is the only system for which viral plasticity functions are available (see Methods); nonetheless, in our simulations evolution generates rich communities with phenotypes that show a wide variety of defense-counterdefense strategies compatible with those reported for bacteria-phage coevolution generically. In that sense, our results are illustrative of bacteria-virus interactions broadly, although the resulting strategies can be somewhat constrained by the chosen parametrization. An important improvement would introduce a wider initial group explicitly accounting for certain types tailored to the focal example (e.g. SAR11 in the oceans). The addition of other potential sources of top-down regulation (other forms of viral infection such as lysogeny or, in the oceans, grazing by zooplankton), other environmental variables (additional nutrients, temperature), and the replacement of dilution with more realistic environmental forcing specific of the focal example would also improve the framework in important ways 18 . How the patterns above are affected by the inclusion of these elements would help understand their role in such patterns.

To model the antagonistic coevolution of bacteria and plastic viruses, we modified an eco-evolutionary modeling framework that we successfully used in the past to study host-phage coevolution 55 .

Equations for the ecological dynamics

Our model describes the dynamics of uninfected host cells ( C , in c e l l s ⋅ L −1 ), infected hosts ( I , in c e l l s ⋅ L −1 ), extracellular viruses ( V , in i n d ⋅ L −1 ), and the concentration of the most limiting nutrient for the host ( N , in m o l ⋅ L −1 ), under controlled environmental conditions (chemostat). The model also explicitly includes the period of infection (latent period, L ) by representing the interactions between host cells and viruses through delayed differential equations (see Supplementary Table  1 in SI for symbols and units). For a host phenotype i and a virus phenotype j :

where n H and n V are the total number of host and virus phenotypes at a given time, respectively, and \({{{{\mathcal{A}}}}}_{i,j}=1\) if viral phenotype j infects viral host i , or zero otherwise (i.e. \({{{\mathcal{A}}}}\) is the adjacency matrix for the system’s interaction network). The first equation (Eq. ( 1 )) represents, for a given host phenotype, the dynamics of the population of uninfected cells, which increases at a growth rate μ that depends on the availability of the most limiting nutrient (first term), and declines due to adsorption and infection by any extracellular viruses able to infect this host (second term) or dilution from the chemostat at a rate w (fourth term). The third term accounts for potential competition among all host phenotype populations for space or resources not explicitly modeled that can affect negatively the growth of the focal phenotype, especially relevant as the eco-evolutionary framework allows for many contemporary host phenotype populations; C a l l  = ∑ i C i thus represents uninfected cells across all phenotypes (see  SI.9.2 ). As usually assumed in host-virus models, all adsorptions lead to infection (first term in Eq. ( 2 )); in addition, the population of infected cells declines due to dilution (third term) or due to lysis (second term), with the number of lysed cells calculated as the cells that were infected a latent period in the past (i.e. at time t  −  L ) and avoided dilution during that latent period (which occurs at a probability given by e − w L ). Each lysed cell produces B new extracellular viruses (first term in Eq. ( 3 )), whose population decreases as they enter/infect uninfected cells (second term), decay and lose infectivity (fourth term), or are diluted (fifth term). The third term represents superinfection avoidance, generically accounting for the battery of mechanisms that an infecting virus can deploy to prevent any other virus from using the same host for replication 8 ; to this end, we used a density-dependent term where V a l l  = ∑ j V j represents the sum of all (extracellular) virus densities across phenotypes (see  SI.9.2 ). Finally, Eq. ( 4 ) represents the dynamics of the most limiting nutrient for the host population, whose availability changes due to inflow and dilution from the chemostat (first term), and decreases as it is taken up by uninfected hosts within the chemostat (second term). Also a typical assumption, infected cells do not grow nor replicate, and thus they do not contribute to the uptake term nor need to be considered for the third term in Eq. ( 1 ). Nutrient uptake results from the host’s requirement for growth, provided by the classic Monod formulation 56 :

where μ m a x is the maximum growth rate (in d −1 ), and K N is the half-saturation constant for growth on the focal nutrient (in m o l ⋅ L −1 ).

As commonly done in population models, we set a threshold below which either the host or the viral populations were considered to be extinct, which avoids unrealistically low values of either population as well as potential population “regeneration” from such unrealistic values. Here, we set a threshold of 1 i n d ⋅ L −1 for either population; in the case of the virus, the threshold applied to both extracellular and intracellular viruses together, a conservative choice aimed to prevent eliminating newly introduced viral mutant populations while still within infected cells before completing their first lytic cycle.

Although the equations above can represent the ecological dynamics of a wide variety of host-virus systems, here we focused on Escherichia coli as a host and T7 phage as the virus. The wealth of information available about this system enabled the parametrization of the equations above, including expressions for the dependence of the viral traits on host physiology (viral plasticity, see below). The focal nutrient was glucose, which E. coli uses to sustain growth, but other nutrient choices more relevant for other organisms or environments (e.g. nitrogen) can be used by modifying the nutrient-related parameters (see Supplementary Table  1 in SI). Additionally, although the equations above can be easily adapted to other settings, chemostats are highly tunable by modifying the dilution rate, w , or the input concentration, N 0 , which we used here to achieve a gradient of growth conditions. Moreover, chemostats can represent a variety of environments, from volumes of water in the ocean (with inflow/outflow representing advection that moves nutrients, hosts, and viruses in/out of the focal volume, and turbulence mixing the medium), to different areas of the human intestinal tract (with inflow/outflow representing directional tract flows).

Host traits and tradeoffs

Here, we focused on one single type of host receptor as viral gateway for infection; we considered that evolution can alter the physical configuration of such receptor, which can prevent infection by viruses unable to recognize and attach to this evolved form (Fig.  1 a). From the wide variety of defense mechanisms that hosts can develop, such an evolutionary response is one of the quickest and most well-documented defense strategies for microbes 7 , 14 , 34 .

Each host phenotype was therefore characterized by a fixed number of specific, identical receptors (i.e. each phenotype showed only one receptor type), which in turn were defined by how much they departed from the pristine form of the receptor. We used a real value a ∈ [ a m i n ,  a m a x ] to represent quantitatively the form of the receptor, with a  =  a 0 representing the pristine form. Thus, a was the only host evolving trait, and host phenotypes differed in the value of a (and related traits, see Eq. ( 7 ) below) and were identical otherwise. For the results presented here, a ∈ [0, 2] and a 0  = 1, but other values did not change qualitatively our results (as long as the values of a m i n and a m a x do not cap/constrain evolution, a standard caution in any model that accounts for evolutionary dynamics).

The evolution of the receptor typically leads to a decrease in its nutrient-uptake efficiency, which ultimately translates into a decrease in the overall host growth rate 6 , 7 , 14 , 36 . Here, we represented such a tradeoff with a reduction of the maximum growth rate (which links growth and nutrient uptake, Eq. ( 5 )) proportional to how much the receptor departed from its pristine form (i.e. degree of innovation). In short, μ m a x decreased linearly as the receptor characterizing the phenotype departed from the pristine form; phenotypes with the pristine receptor showed full growth potential (i.e. \({\mu }_{max}={\mu }_{ma{x}_{0}}\) ), whereas that potential was reduced to \({\mu }_{max}={\epsilon }_{\mu }{\mu }_{ma{x}_{0}}\) for those phenotypes whose receptors showed the highest possible degree of innovation (Fig.  S1b ). Here, we set ϵ μ to a low but non-zero value, ϵ μ  = 0.05, representing the fact that even the most evolved receptor can still be somewhat functional. Mathematically, we defined the degree of innovation for a given host phenotype i as:

confined between a minimum and a maximum distance to the pristine receptor, [ Δ m i n  = 0,  Δ m a x  =  m a x ( Δ ( a m a x ),  Δ ( a m i n ))] (see Fig.  S1a ). Thus, the phenotype’s maximum growth rate was given by:

where c a is a constant to map the parenthesis into [ ϵ μ , 1]:

Note that the second term in the parenthesis, c a Δ i , effectively quantifies the cost of innovation (i.e. distance between the realized μ m a x and pristine performance \({\mu }_{ma{x}_{0}}\) ).

In our simulations, no surviving phenotype reached the proximity of the interval limits for a , and thus never showed maximal innovation ( Δ  = 1 with the chosen parametrization). On the other hand, receptor evolution did not affect the other host traits in the model (the Monod-related half saturation constant, K N , and yield, Y ).

Viral traits and tradeoffs

As a viral evolutionary response, we focused on increases in the versatility of the viral tail fiber to recognize and attach to diverse forms of the focal receptor (Fig.  1 a), a viral counter-defense response that has been shown to emerge shortly after hosts evolve modifications to their receptors 6 , 14 , 33 .

Viral phenotypes were here characterized by the set of receptor forms that they could recognize. Thus, we assigned to each phenotype an array r of R  = 10 possible integers between 1 and R , with each integer representing forms of the receptor (i.e. values of a ) that the virus could recognize. Specifically, a viral phenotype j was able to target a host phenotype i if d i ∈ r j , where d i is the integer resulting from mapping a i into 1, . . . ,  R :

Therefore, with the parametrization chosen here (see Supplementary Table  1 in SI), a viral phenotype with a value r 0  = 5 within its r array would be able to target hosts whose a is within [0.889, 1.111], which encompasses not only the pristine form of the receptor a 0  = 1 but also slightly modified versions of it (Fig.  S2 ). The latter, necessary from a technical standpoint because a is represented using real numbers, reflects the fact that only after evolution has modified a receptor sufficiently does the tail fiber lose the ability to recognize and attach to it. Virus phenotypes thus differed only if the list of distinct integers within their r array differed (see Fig.  S2 ). The versatility of phenotype j was defined as the number of distinct integers within \({{{{\bf{r}}}}}_{j},\,\,{n}_{dif{f}_{j}}\) .

Following empirical evidence, we also considered the observed decrease in infection efficiency shown by viruses that evolve a higher versatility 6 , 14 , 33 , 35 , here represented as a decrease in the adsorption rate proportional to n d i f f . In short, viruses with only one distinct integer in the array (i.e. targeting a single type of receptor) showed the maximum possible adsorption rate, k 0 , whereas the most versatile viruses (i.e. R distinct integers in the r array) showed a reduced adsorption rate ϵ k k 0 (Fig.  S1c ). Here, we set ϵ k  = 0.1, which aimed to represent a non-zero minimum adsorption efficiency even for the most versatile phenotypes. Mathematically:

where c 1, k helps map the bracket above into the interval [ ϵ k , 1]:

Note that the second term in the bracket, \({c}_{1,k}({n}_{dif{f}_{j}}-1)\) , effectively quantifies the cost of versatility (i.e. distance between the realized k and k 0 ).

In our simulations, no surviving viral phenotype reached full versatility ( n d i f f  =  R , see below). We assumed that tail fiber evolution did not affect the other viral traits considered in the model. Such traits are defined by the lytic cycle 57 : after attaching to the host receptor and injecting their genetic material into the host, viruses hijack the host machinery and use host resources to i) synthesize the components of the new virions during the eclipse period E , and ii) assemble those components at a certain maturation rate M to form the new mature individuals released at lysis; the total infection time (from adsorption to lysis) is the latent period L , and the number of new virions released per infection is the burst size B .

Modeling viral plasticity

As described above for the lytic cycle, due to its parasitic nature the virus utilizes the host synthesis machinery and resources to replicate. This leads to an obvious link between host physiological state and viral reproduction that has been identified experimentally in a multitude of systems 19 , 23 , 26 , 27 , 28 , 29 , 30 , but so far only systematically studied for the E. coli - T virus system 20 , 22 , 24 , 25 .

Such a link has been characterized as a relationship between viral traits and host growth rate, termed viral plasticity because the value of viral traits changes as the host (reproductive environment of the virus) changes. In the past, we compiled existing data for E. coli and T phage and found that the eclipse period, E , and maturation rate, M , could be expressed as the following functions 40 :

where μ represents the host growth rate at the moment of infection, with the implicit assumption that it remains constant during the latent period 20 , 22 . In short, these functions illustrate that, as the host growth rate gets closer to its maximum potential value, \({\mu }_{ma{x}_{0}}\) , the time needed to synthesize virion components decreases and the rate to assemble them into mature viruses increases. Both traits reach a lower and upper plateau, respectively, due to physiological constraints and bottlenecks. See 40 and references therein for more details. We also showed that the optimal latent period under chemostat conditions can be written as 40 :

where L 0  = 1/ w , and thus is set by the chemostat dilution rate; in other words, this optimal latent period has an environmental component L 0 and a component provided by the (plastic) eclipse period. Here, we assumed this optimal latent period for all viruses as a way to consider the most dominant L value expected for a given chemostat, and thus to focus solely on the evolution of versatility (Fig.  S1d ). See  SI.9.4 for a discussion on other choices for L 0 . Regarding the burst size, we used a modified version of an empirically derived expression 58 :

where we only added the potential for the traits involved to depend on host physiology, ultimately leading to a dependence of burst size on host growth rate (see Fig.  S1e ).

Eqs. ( 13 – 16 ) thus link the trait values for a given viral individual to the growth rate (at time of infection) of the individual host cell it infects.

Nonplastic version of the model

To understand the role of viral plasticity in antagonistic coevolution, we contrasted the results obtained using the expressions above (Eqs. ( 13 – 16 )) with those obtained with a version of the model that uses fixed values for those viral traits. The latter can represent both an example of a virus that depends minimally on the host (taken to the extreme of no dependence at all) as well as the expectations built with standard models, which neglect viral plasticity.

To obtain fixed values for the latent period and burst size that still represented the most dominant viral trait values expected at a given environment, we used Eqs. ( 15 ) and ( 16 ) with a fixed value for the eclipse period and the maturation rate, E n o n and M n o n respectively. For these two traits, the typical information available is from laboratory experiments in which, as explained in ref. 20 , the host is kept under maximal growth conditions. Thus, for coherence we calculated those values here by using Eqs. ( 13 ) and ( 14 ) with \(\mu={\mu }_{ma{x}_{0}}\) (i.e. \({E}_{non}=E({\mu }_{ma{x}_{0}}),{M}_{non}=M({\mu }_{ma{x}_{0}})\) ), which were within the ranges reported in the literature for T viruses (e.g. 20 , 22 , 59 ). Therefore, the resulting \({L}_{non}=L({\mu }_{ma{x}_{0}})\) and \({B}_{non}=B({\mu }_{ma{x}_{0}})\) provided values for the most dominant L and B that are expected for a given environment, but that disregard plasticity.

Modeling evolution

To model the evolution of the focal traits (host receptor and viral tail fiber), we adapted an eco-evolutionary approach that has been repeatedly used in the literature for a variety of microbial systems and questions (e.g. 40 , 42 , 47 , 55 , 60 ).

Generically, for one evolving species the approach considers mutation events occurring at exponentially distributed times that depend on the species’ mutation rate. At each mutation time, ecological dynamics are stopped to use a roulette-wheel genetic algorithm that determines which phenotype evolves, chosen with a probability that depends on each phenotype’s relative abundance. A new mutant population is introduced then in the system, in small numbers, that is identical to the parental phenotype except for a small, random difference in the evolving trait. Thus, ecological dynamics resume and the new and existing phenotypes interact (e.g. compete), with some of such populations consequently growing in numbers and others going extinct, until a new mutation event occurs. This “innovation+selection” iterative process allows the system to explore the trait space, with the possibility of reaching an evolutionarily stable strategy (ESS, trait fixation or selective sweeping), or the continued coexistence of several dominating phenotypes with or without evolutionary oscillations (fluctuating selection or Red Queen dynamics). Because mutation times are randomly selected based on the demography of the evolving population, there is no imposed separation of ecological and evolutionary timescales, and thus the emerging evolutionary dynamics are affected by the ecological interactions and vice-versa (eco-evolutionary dynamics).

In our case, both host and virus evolved. At any given time, existing host and virus phenotype populations interacted following Eqs. ( 1 – 16 ), with hosts competing for the available nutrients and viruses competing for common hosts. These ecological interactions were simulated using a tailored Euler scheme to integrate the system of delayed differential equations, but any other solver accounting for the delay (i.e. latent-period-related) terms can be used. Mutation times for the host were determined by the host mutation rate (see Supplementary Table  1 in SI) and the population densities of the existing host phenotypes, the latter also influencing each phenotype’s mutation probability (i.e. probability to be chosen for mutation). New host mutants introduced in the system were identical to the parental phenotype except for the value of a , which differed by an amount randomly distributed in \({{{\mathcal{N}}}}(0,{\sigma }_{a})\) (i.e. Gaussian distribution with mean 0 and standard deviation σ a ). We considered two phenotypes to be identical if their a differed less than d a  = 10 −2 . On the other hand, mutation times for the virus were determined by the viral mutation rate (see Supplementary Table  1 in SI) and the population densities of the existing viral phenotypes, which also determined their respective mutation probability. Through mutations in the tail fiber, mutant viral phenotypes showed the same r array as the parental phenotype except for a randomly chosen location, where a new integer was considered that resulted from adding a random amount (from a standard normal distribution, \({{{\mathcal{N}}}}(0,1)\) ) to the existing integer, then converting the result back to an integer. This rule ensured that any new form of the receptor that can be recognized as a result of the mutation was not radically different from the ones the parental phenotype could attach to, in agreement with empirical observations that evolution of a wider range results from cumulative evolutionary steps 61 . We considered two phenotypes to be identical if their r showed the same set of distinct (i.e. non-repeated) integers, which would mean that they targeted the same receptors (i.e. showed the same strategy). After a new mutant phenotype was introduced, the ecological dynamics resumed. Mutation times were stochastic and did not necessarily occur after ecology reached an equilibrium, thus enabling eco-evolutionary interactions.

We started our simulations with one single phenotype population with the pristine form of the receptor, i.e. characterized by a  =  a 0 , and one single viral phenotype with all locations in r set to r 0  = 5, i.e. able to infect only the pristine form of the receptor.

Due to the random nature of the evolutionary algorithm, we used 100 replicates for each of the cases explored here. We stopped each replicate after t  = 10 5 d to ensure that the system had reached its asymptotic eco-evolutionary behavior regardless of the environmental conditions (the latter set by the dilution rate, w , and nutrient input concentration, N 0 ). See Supplementary Table  1 in SI for more information regarding the chosen parametrization.

Measures of strategy effectiveness and diversity

To measure the effectiveness of a given host strategy, we used the standard measure of resistance or immunity, i.e. proportion of virus phenotypes that a given host phenotype i can elude 16 :

where n V is the total number of virus phenotypes at a given time and, as above, \({{{{\mathcal{A}}}}}_{i,j}=1\) if viral phenotype j infects viral host i , or zero otherwise. Because we can monitor the abundance of all host and viral phenotype populations, we also measured a weighted version of such immunity:

This expression accounts for the proportion of the total virus abundance that cannot infect the focal virus phenotype, and therefore reflects more closely the success of a host strategy: large values indicate the ability of the host phenotype to elude the majority of available extracellular viruses, regardless of whether they belong to one or many different phenotypes. We will refer to ν w as realized immunity hereon.

To measure the effectiveness of a given viral strategy, we used the standard measure of range, i.e. proportion of host phenotypes that a given virus phenotype j can infect 16 :

where n H is the total number of host phenotypes at a given time. As in the case of immunity, we also measured a weighted version:

which accounts for the proportion of the total host biomass that is infected by the focal virus phenotype. This expression thus reflects more closely the success of a viral strategy: large values indicate the ability of the virus phenotype to infect the majority of available host cells, regardless of whether they belong to one or many different phenotypes. We will refer to ρ w as realized infectivity hereon.

Finally, we used the standard definition of richness as the number of phenotypes ( n H for host, n V for virus), and the Shannon index 44 as a measure of biodiversity, defined as:

for the host and:

for the virus.

Reporting summary

Further information on research design is available in the  Nature Portfolio Reporting Summary linked to this article.

Data availability

No new empirical data were generated for this study. Information regarding how the empirical data re-analyzed here were originally collected and how to download them can be found in the corresponding publications 11 , 12 , 31 , 32 . The Tara Oceans data used here (Figs.  1 b–d, S15 ) are available in refs. 62 , 63 , 64 , 65 , but note that the consortium may make available updated versions of the data. The empirical crossinfection data analyzed for Fig.  3 e–f are available in ref. 12 . All simulation data regarding Figs.  1 e–f, 2 , 3 a–d, or any of the simulation Supplementary Figs. can be generated and analyzed with the code provided, but specific subsets can be made available upon request. See also Code availability statement and Reporting Summary.

Code availability

The code developed to run the simulations and all analyses, including analysis of empirical data, is available at https://doi.org/10.17605/OSF.IO/YS9AW .

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Acknowledgements

J.A.B. would like to thank L. Guidi, the Tara Oceans Consortium, and A. Buckling for the empirical data reanalyzed here; S.Duffy, M.A. Fortuna, and the members of the Bonachela lab for helpful discussions; and S. Levin and M.A. Muñoz for comments on earlier versions of the manuscript. This work was supported by a Simons Early Career Investigator in Marine Microbial Ecology and Evolution Award (award # 826106) and NSF grant DMS-2052616 to J.A.B.

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Bonachela, J.A. Viral plasticity facilitates host diversity in challenging environments. Nat Commun 15 , 7473 (2024). https://doi.org/10.1038/s41467-024-51344-3

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