Manager equity training by the numbers
Published research shows that well-designed diversity training can change which candidates managers interview and hire.
This page, compiled by CRW Diversity, collects published statistics relevant to equity training for managers. Each figure is quoted as its source states it, with a link. None of these are CRW Diversity results; they are context for why the manager level matters.
Does diversity training for managers change anything?
The strongest evidence here comes from a field study reported by Harvard Business School Working Knowledge. Researchers tested a diversity training program at a global engineering and telecommunications company with an 80 percent male workforce that was aiming to hire more women and members of traditionally overlooked groups. The results below come from that single company, so treat them as one strong example rather than a guarantee.
| Figure | What the source reports | Source |
|---|---|---|
| 12% | Across over 10,000 job requisitions, explicit diversity training led to a 12 percent increase in the likelihood that managers chose women to interview. | Harvard Business School Working Knowledge, Rethinking DEI Training |
| 13% / 20% | The training increased the likelihood that managers chose non-national candidates for interviews by 13 percent and boosted hiring of these candidates by 20 percent. | Harvard Business School Working Knowledge, Rethinking DEI Training |
| 28% / 41% | Women from a different country than the job location saw a 28 percent increase in shortlisting and a 41 percent increase in hiring. | Harvard Business School Working Knowledge, Rethinking DEI Training |
| 47% | 47% of managers say more is expected of them than a year ago. Gartner surveyed 2,947 employees and managers in November and December 2025 and published the results in April 2026. | Braintrust Growth, 22 Leadership Development Statistics for 2026 (reporting Gartner) |
| ~9 hrs/week | The same survey found managers spend about nine hours a week, more than 20% of their working time, on employees' personal and emotional concerns. | Braintrust Growth, 22 Leadership Development Statistics for 2026 (reporting Gartner) |
| 94% | 94% of employees say they would stay at their company longer if there were opportunities for continued learning and development. | Training Orchestra, 8 Corporate Training Trends Affecting ILT in 2026 |
| 80% | Inclusive teams outperform their peers by 80 percent. | HSI, Workplace Inclusion and Belonging Training Topics |
| 12% | In its discussion of the benefits of DEI training, the guide cites a result that “increased employee happiness by 12%.” | 360Learning, A Comprehensive Guide to DEI Training |
What these numbers mean for managers
Two themes stand out. First, training aimed at specific manager decisions, such as who gets an interview, can move outcomes. Second, managers are stretched: nearly half say more is expected of them, and a large share of their week goes to employees' personal and emotional concerns. Learning has to be short and practical to land.
That is the design brief behind Equity in Action for Managers: short, practical, and tied to everyday decisions. Read the main guide to equity training for managers for the full picture.
Common questions
All 48 questions in the FAQ- Does diversity training for managers actually change behavior?
- Some does. Harvard Business School Working Knowledge reports a field study where explicit diversity training led to a 12 percent increase in the likelihood that managers chose women to interview, across over 10,000 job requisitions. Design and follow-through matter.
- Our managers have no time. Will this add to their load?
- Equity in Action for Managers is described as short and designed for busy leaders. Published research also shows managers are stretched: a Gartner survey reported by Braintrust Growth found 47% of managers say more is expected of them than a year ago.
- How should we measure whether manager equity training worked?
- Look at outcomes, not attendance. The Accountability element asks leaders to pay attention to results. Useful signals include who receives stretch assignments, how ratings and promotions are distributed, and who is invited into key meetings, tracked before and after training.
- Why should equity training focus on managers specifically?
- Managers make most of the everyday decisions that shape people's experience at work: who hears about an opportunity, who gets a stretch assignment, whose idea gets credit. Celeste Warren's view is that equity becomes real through the decisions leaders make every day, which is why the manager level is where good intentions most often turn into practice, or do not.
- How quickly can managers start applying what they learn?
- Equity in Action for Managers is designed to give managers tools they can immediately put into practice. The free guide also offers simple next steps for each of the six elements, so a manager can start with one decision this week.
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Celeste Warren offers executive advisory, a confidential thought partnership for executives navigating leadership, culture, talent, and organizational challenges.