askST Jobs: What if someone mocks you as being a ‘diversity hire’?

Diversity hiring entails an intentional effort to create an inclusive hiring process that attracts and retains talent from a diverse range of backgrounds. ST ILLUSTRATION: LEE YU HUI

Tay Hong Yi

PUBLISHED Mar 17, 2025, 05:00 AM

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In this series, manpower correspondent Tay Hong Yi offers practical answers to candid questions on navigating workplace challenges and getting ahead in your career. Get more tips by signing up to The Straits Times’ Headstart newsletter.

Q: A colleague called me a “diversity hire”. Should I be upset about it?

A: Diversity hiring entails an intentional effort to create an inclusive hiring process that attracts and retains talent from a diverse range of backgrounds, says Mr Able Cheong, head of corporation at the Singapore Human Resources Institute.

“In practice, organisations should ensure job descriptions that avoid exclusionary language, adopt structured interviews to reduce bias, and leverage tools that are better predictors of success at work.”

This diversity encompasses race, age, sexual orientation, gender and other key personal characteristics that can affect how individuals live life, interact with society and approach job tasks.

Misconceptions about what diversity hiring ought to be, and the benefits it can have, may be behind branding colleagues disparagingly as diversity hires, say experts.

However, studies consistently show that companies with diverse workforces , especially those with diverse leadership teams and inclusive cultures, outperform their peers in profitability, innovation and employee engagement, says Ms Kwok May Leng, head of global market development at professional body Chartered Institute of Personnel and Development.

Yet, one common misconception is that diversity hiring results in a lowering of standards, says Ms Jayanthi Arun, a certified Institute for Human Resource Professionals senior professional.

“In reality, it expands the talent pool by ensuring historically excluded groups have equal opportunities to compete.

“Another misunderstanding is that diversity-focused initiatives prioritise identity over skill, when in fact these efforts aim to remove bias from hiring processes, ensuring the best candidates regardless of background are considered.”

Ms Kwok said those facing this situation need not justify their place in the organisation to the instigator.

“Your work speaks for itself. Instead, shift the focus back to the person making the comment, reinforce professionalism, and involve leadership or human resources if necessary.”

For a start, encourage the other person to reflect on his or her statement without putting yourself in a defensive position, says Ms Kwok. This includes asking the person what he or she means , and why h e or she thinks you are a diversity hire.

“This forces the speaker to reconsider ( his or her) words while signalling that you won’t entertain disrespect,” says Ms Kwok.

If you want to be more direct but still keep it professional, you can reiterate your value without engaging in debate, she adds.

For instance, you can tell the perpetrator you were hired for your skills and experience, just like everyone else, or remind the perpetrator not to diminish what people have achieved based on assumptions.

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Offering another variant on a potential response, Ms Arun says: “A professional yet firm response such as, ‘I was hired because I’m qualified – just like you’, can challenge the stereotype.”

If these comments are persistent, intended to undermine, or part of a pattern of exclusionary behaviour, Ms Kwok says employees should consider addressing them formally. “Speak to your manager (but) frame it as a workplace culture issue rather than a personal complaint,” she suggests.

Raising the issue with the HR team is also a good idea, due to existing tripartite guidelines on fair treatment at work, as well as workplace fairness laws that are poised to be rolled out in the coming years to protect workers.

She also advises employees in this bind to discuss the situation with a trusted colleague, mentor or leader who supports workplace inclusion, and to keep records of every instance of disparagement.

“Most importantly, it’s not your sole responsibility to fix workplace biases – leaders must ensure an inclusive culture where no one feels the need to defend ( his or her ) legitimacy,” Ms Kwok says.

“It is important to recognise that the comment reflects their bias, not your capabilities,” says Ms Arun.

“Ultimately, performance speaks louder than labels. When you consistently demonstrate expertise and value, doubts will disappear,” she adds.

Skills, experience and qualifications should always remain the top priorities for employers, says Mr Cheong.

“Diversity hiring simply broadens the talent pool, ensuring that qualified individuals from all backgrounds have an equal opportunity to succeed.”

If you are truly hired as part of diversity efforts, care has to be taken towards framing it as an asset and not a crutch.

“It is important for candidates to highlight their unique perspectives and experiences, but labelling themselves as diversity hires may not always be beneficial,” says Ms Arun.

“Rather, highlight your accomplishments and leadership in diversity initiatives, along with how diverse experiences contribute to creative problem-solving.”

Have a question? Send it to askst@sph.com.sg

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