DEI Isn’t Lowering the Bar—It’s Removing the Weights by Lorne Epstein

The Illusion of a Level Playing Field

We like to believe success is earned. But when some run with backpacks and others with tailwinds, effort alone can’t explain who crosses the finish line first. Research across education, employment, and organizational behavior consistently demonstrates that opportunities are not equally distributed (Bowen & Bok, 1998; Pager & Shepherd, 2008).

Many talented individuals, particularly from historically marginalized groups, are not given equal access to mentorship, sponsorship, or the informal networks where key opportunities emerge (Ibarra, 1993). This is compounded by homophily bias, or “like bias”—our psychological tendency to favor people who resemble us in background, identity, or experience (McPherson, Smith-Lovin, & Cook, 2001). While often unintentional, these biases have measurable impacts on hiring, promotion, and leadership pipelines (Rivera, 2012; Castilla & Benard, 2010).

What DEI Is (and Isn’t)

DEI is not about selecting candidates based on race, gender, or identity. Instead, it seeks to ensure that those factors do not act as barriers to recognizing and advancing true merit (Roberson, 2006). Modern DEI programs use evidence-based strategies to reduce bias in evaluation processes, interrupt exclusionary patterns, and cultivate environments where a broader range of talent can succeed (Kalev, Dobbin, & Kelly, 2006).

The term equity is frequently misunderstood. Equity does not imply equal outcomes or diminished standards. Instead, it acknowledges that people start from different places and may require different forms of support to thrive (Braveman & Gruskin, 2003). Just as a student with dyslexia may need accommodations to perform at their best, equity in the workplace means removing unnecessary barriers so that everyone can contribute fully.

DEI Expands the Talent Pool

If you want the best airline pilots, surgeons, or engineers, so do I. And research shows that inclusive hiring practices improve the chances of identifying the most qualified candidates by widening the pipeline and reducing bias in evaluations (Bohnet, 2016). DEI ensures that 'qualified' doesn’t reflect historical exclusion or unconscious filters.

The Business Case for Inclusion

Moreover, inclusive workplaces have been linked to higher innovation, better team performance, and greater employee engagement (Hunt, Yee, Prince, & Dixon-Fyle, 2018; Shore et al., 2011). In other words, DEI is not charity. It’s a strategy.

·       Top-quartile firms with executive teams that had gender diversity were 21% more likely to outperform on profitability and 27% more likely on value creation vs. bottom-quartile peers.

·       Firms in the top quartile for ethnic/cultural diversity were 33% more likely to outperform on profitability.

A Demographic Imperative

Finally, demographic trends add urgency to this discussion. The United States, like many developed nations, is experiencing declining birth rates (Kearney & Levine, 2021). To grow a strong economy and resilient institutions, we must draw from the full spectrum of talent—not just the slice that has traditionally held power

Broadening access doesn’t lower the bar; it removes hidden weights that have long distorted how we measure talent. DEI isn’t about opinion or optics; it’s about building a future where merit can truly shine, unburdened by bias, and open to all who are ready to lead.