Carnegie’s Commitment to Diversity, Equity, and Inclusion
As the United States continues to address the challenges of inequity, systemic racism, and polarization, we need urgently to take tangible action to build a more just society. As an institution, Carnegie has an important role to play in overcoming the stubborn problems of injustice and inequality—across our society, country, and world—that eat away at human dignity.
A critical part of our mission—in the United States and abroad—is to understand and reverse the corrosive patterns of civil conflict, political violence, and exclusion. We must elevate a diverse array of voices that offer new perspectives and solutions and mentor the next generation of foreign policy scholars and practitioners. And, we must ensure that our own organization reflects the rich diversity of the countries in which we work, tackling in particular the inexcusable underrepresentation of women and minority voices in our field in the United States.
What follows is Carnegie’s plan of action for improving diversity, equity, and inclusion across our institution—and holding ourselves to account. We are grateful to everyone at Carnegie who has offered ideas, energy, and honesty to advance this effort, which will remain a very high priority for all of us in the months and years ahead. We are committed to this crucial cause.
Elizabeth Dibble COO
As an organization dedicated to advancing international peace, we believe our work is enriched and should be informed by a diverse array of perspectives. The Carnegie Endowment is committed to building a diverse, equitable, and inclusive community among staff and partners and on our public platform. Each year we will update our community on our efforts to strengthen our scholarship, our culture, and our profession.
U.S. Employees and Global Network Demographics
Carnegie is a greater community of more than 300 people across twenty countries and six global centers working together to solve global challenges and advance international peace. Our mission will be best served when we reflect the rich diversity of the communities in which we operate. To hold ourselves accountable to that goal, we will report annually on our global demographics. Following are two sets of data: the first is what we gather for the U.S. Equal Employment Opportunity Commission EEO1 form, which covers U.S. employees only. The second is data gathered from our first voluntary demographic survey, which was sent to all full- and part-time staff, interns, fellows, and visiting and unpaid nonresident positions across our entire global network. Our goal is to increase voluntary participation in this survey every year to help inform DEI plans and track progress globally.
DEMOGRAPHIC BREAKDOWN OF U.S. STAFF (2020)
Note: Individual percentages will not necessarily add up to 100 given rounding. * U.S. Research Support Staff: Research Analysts, Research Assistants, and Junior Fellows ** U.S. Senior Research Staff: Senior Fellows, Resident Distinguished Fellows, Fellows, and Visiting Scholars
ADDITIONAL VOLUNTARY GLOBAL SURVEY DATA (2020)
Be Part of Our Team
Are you interested in advancing ideas that help decisionmakers navigate a crowded, chaotic, and contested world? If so, review open opportunities to become part of our global network. We strive to ensure staff can grow professionally, expand their opportunities, and pursue their interests in a vibrant, diverse, and inclusive global community.
To advance Carnegie’s commitment to building a diverse, equitable, and inclusive community among staff and partners and on our public platform, we are pursuing three pillars of work as a priority. These initial efforts focus on concrete actions that Carnegie’s Washington office will take first given the acute and pressing issues of systemic racism in the United States. Because Carnegie is a global institution, each center also will address diversity in its local and regional context as our efforts expand. All of this will require a sustained effort over time.
Our priorities are:
Recruitment and Talent
The identification and cultivation of talent is a key priority for Carnegie as our community of thinkers and doers is the engine of the organization. We know that including a wide variety of perspectives in our work will improve the independent, grounded analysis for which we are known. To improve the diversity in our recruitment pipeline and candidate pools, and to ensure we are nurturing and supporting underrepresented talent, Carnegie is undertaking the following immediate actions:
Junior Fellows and Research Analysts: To help build the pipeline of underrepresented talent into the foreign policy community, this year as a priority we have focused on improving the diversity of our next junior fellow cohort and research analyst positions through intensified recruitment of diverse candidates. Understanding that mentoring and sponsorship are key drivers of the success of underrepresented groups, we also are launching an enhanced mentoring program for our 2021–2022 junior fellow cohort and interns.
Open Searches: We will make our hiring process more inclusive by advertising all open positions and requiring all hiring managers to invite several candidates to interview, better enabling applicants from underrepresented groups have that opportunity.
Paid College Internships and Mid/Senior-Level Sabbatical Fellowships: To help lower the financial barrier to entry from underrepresented groups, we are launching a new paid internship program in 2021. In addition, we are creating a mid/senior-career fellowship program focused on recruiting underrepresented talent from universities with diverse student bodies and faculties by 2022.
We are committed to building and nurturing a more equitable and inclusive internal culture at Carnegie Endowment, ensuring every member of our community feels welcomed and valued. Based on employee input, we are elevating our dialogue on DEI through regular town halls and an ongoing series of internal events and workshops throughout the year. We are using feedback collected from a DEI staff survey to prioritize and focus efforts and activities—including small group dialogues, and the formation of employee resource groups. We also are conducting training to build performance expectations, address unconscious bias in our hiring process, foster closer connections between team members working remotely, and shape an internal culture committed to promoting the values that are at the heart of Carnegie’s overall mission.
We aim to increase the diversity of expert voices we elevate across our public platforms—including outside speakers and authors—to enrich our work and improve our analysis. We plan to implement a new mechanism in 2021 for collecting and tracking representational data across platforms so that we can establish meaningful outreach goals going forward. We have also updated the Carnegie Style Guide to reflect best practices in use of language around ethnicity, gender, and other related issues of self-identification and representation in our external publications.