"How does diversity get into office?"

Individuals with their own or a family migration background are underrepresented in the federal administration, particularly those with personal migration experiences (Ette et al. 2016, 2020). Against this background, the central aim of this study was to understand why people with migration backgrounds often do not apply for positions in the federal administration at all, and to what extent they are systematically disadvantaged throughout the application process—from the job posting to selection.
Within the framework of a cooperation with the Germany Foundation for Integration, DeZIM accompanied the model project “Diversity in the Public Service” as a case study for several months. The project offered three-month, paid internship placements to applicants with a diversity background. The goal was to identify existing barriers to access and to develop recommendations for further diversity measures—particularly measures aimed at increasing the number of applicants with migration backgrounds in the public service.
The study therefore focused on differences and obstacles in access to the public service, primarily from the perspective of applicants. Among other aspects, it examined the attractiveness of alternative job posting platforms and the relevance of diversity-related information in application materials. Additionally, the perspectives of HR personnel in the ministries regarding diversity were explored.

For the first time, the study examined from the applicants’ perspective why individuals with migration backgrounds rarely pursue positions in the federal administration and whether they are systematically disadvantaged throughout the application process.

The goal was to develop empirically grounded recommendations and practical guidance to support the planned diversification of federal authorities.

The Project followed a multimethod design: A quantitative survey, including a survey experiment, was conducted within the DSI-network, an alumni network of over 1.400 individuals, to capture how the public administration is perceived. In addition, three-month paid internships in various federal agencies were accompanied by the research team. Data were collected through quantitative surveys (before and after the internship) as well as a qualitative diary study. The data were further supplemented with guided in-depth qualitative interviews with human resources staff from various federal agencies.

Key findings: 
Before applying: How is the public administration perceived?

• The public administration is generally perceived as an attractive employer by the respondents. However there is a concern, that conditions are not equally good for everyone.
• Out of a fear of possible experiences of discrimination, many applicants with a migration biography implement strategies to avoid (anticipated) discrimination (over 80% of respondents have implemented such strategies in the past)
• Diversity statements do not inherently increase the attractiveness of a job posting for people with a personal or familial experience of migration. Rather, it depends on the overall context between self-presentation and perception of the employer, as well as on applicants’ intentions and anticipated fears of discrimination. Further research is needed, particularly regarding the effects of individual formulations.

Selection process: Formal, informal, and anticipated barriers?

• In selection processes, human resources staff sometimes perceive a conflict between the principle of merit-based selection and the goal of increasing diversity.
• From the perspective of applicants with experiences of discrimination, there is reason to question the objectivity of the selection procedures. Both prior experiences of discrimination in professional and educational contexts and the fear of being stereotyped play a role in this.

Internal perspectives: How does diversity function and persist in public administration?

• The diary study shows that active discussions about diversity, both within the agency and with other interns, were experienced as empowering and contributed to positive internship experiences.
• Negative experiences were often shaped by the low level of diversity and a lack of sensitivity to discrimination within the agency.
• Another recurring experience among the interns was the feeling of having to take on the role of a “diversity ambassador” as a sort of fig leaf—a phenomenon commonly described as “tokenism.”

Before applying: How is the administration perceived?

• The self-presentation of agencies should be improved and integrated into a comprehensive personnel strategy. Openness and existing diversity must be communicated realistically and authentically. Effective external communication can help prevent potential “fears of exclusion.”
• Human resources staff are currently largely unaware of the extent and impact of anticipated discrimination. Increasing sensitivity to this issue is therefore essential.
  Selection process: Formal, informal, and anticipated barriers?
• A professional engagement by HR staff with so-called suitability criteria (see, e.g., Janda & Herbig 2022), showing where criteria could be expanded or adjusted, is advisable.
• Raising awareness among HR staff for anticipated discrimination, and among recruiters for unconscious biases, can help reduce applicants’ fear of stereotyping and anticipation of discrimination in the long term.

Internal perspectives: How does diversity function and persist in public office?

• For many interns, the experience in the agencies was very positive and in some cases even led to follow-up employment in public administration. Sustaining the program “Vielfalt im Amt” and promoting nationwide internship programs can therefore contribute to increasing diversity in the federal administration.