Faulty reasoning signals

• Halo Effect - 13.4%
• Appeal to Authority - 12.5%
• Post Hoc (False Cause) - 11.3%

Article text

Diversity, Equity, and Inclusion at Brookings

The Brookings Institution is committed to supporting inclusion and diversity across all aspects of our work. We recognize that to produce high-quality research that informs innovative, practical policy recommendations, we must strive for a workplace that represents diversity of experience, thought, and personal background. This means ensuring that everyone is heard and empowered to fully participate in Brookings’ mission to equip decisionmakers with nonpartisan research and policy strategies to create a more prosperous and secure country and world.

Since 2018, we have published annually our workplace and Board of Trustee demographics. We remain optimistic that through focus, transparency, and accountability, real progress on diversity and inclusion can be achieved over the long term. These annual reports represent one component of our work toward that end.

Supporting and promoting work by Brookings researchers on race, justice, and equity .

Prioritizing diversity in Brookings events . This includes ensuring that invited speakers and Brookings panelists represent a variety of demographic backgrounds and perspectives on the topics being discussed.

Providing training opportunities aimed at building both fundamental, shared competencies, and responding to evolving needs. Together, these offerings equip employees to foster an inclusive and respectful workplace.

Embedding inclusion, equity, and diversity in our human resources practices , including the regular analysis of the recruitment and selection processes.

Continuing to leverage our jobs framework to ensure equitable and consistent treatment across the Institution.

Celebrating the diversity of our staff through Heritage Months and other cultural observances and supporting Affinity Groups that provide employee-led programming and engagement opportunities for staff.

Percentage data may not sum to 100% in some categories due to rounding.

Due to rounding, some numbers may appear as 0% when there is

Data Sources and Methods

.grid-element+.grid-element]:max-sm:mt-4 sm:mt-5 divide-skin-hr-secondary">

The source of this dataset is based on a questionnaire completed by all Brookings employees upon hire. The categories for race and gender are determined by the federal government for workforce reporting. The categories used for generation identification come from earlier work by Pew Research Center .

Generation Z: born 1997 to 2012

Millennial: born 1981 to 1996

Generation X: born 1965 to 1980

Baby Boomer: born 1946 to 1964

Silent Generation: born 1928 to 1945

Disclaimer: Brookings is required to submit annual workforce demographic data to the U.S. Equal Employment Opportunity Commission (EEOC). As part of this process, employees are invited to voluntarily self-identify their race/ethnicity, age, and gender using the categories listed above, which are defined by the EEOC. Where information is not self-reported, employment records or other available information may be used for reporting purposes. We recognize these categories provide only a limited view of our community; therefore, we consider them alongside other factors in building a workplace that is welcoming to all.

As of July 1, 2025, our staff headcount was 416 employees, who are primarily located in Washington, D.C. This includes:

Our Leadership Team (12): President and Vice Presidents

Our Fellows/Senior Fellows (108): Brookings Resident Scholars

Our Research Support (73): Research Assistants, Research Associates, and Research Analysts

Our Operational Teams (223): Central and program positions in Management, Operations, Communications, Development, Facilities, Finance and Investments, Human Resources, Library, Legal, and Information Technology

This dataset does not include our nonresident scholars, as they are not employees.

Priorities for the Year Ahead

Improving recruitment and outreach

In the year ahead, we will prioritize improving our recruitment and outreach processes. The success of our outreach and recruitment depends on sharing what it’s like to work at Brookings and encouraging candidates with diverse experiences, thoughts, and personal backgrounds to see themselves as part of the Brookings community and mission. To support this goal, we will develop physical and digital toolkits for our colleagues to use as they attend public events, participate in career fairs, or share opportunities with their networks. Additionally, we will partner with Human Resources to build centralized support across the Institution—including resources and coaching—on best practices in recruiting. From initial job posting to outreach to offer, we aim to ensure our hiring process reflects our commitment to inclusion and diversity of experience, thought, and personal background.

Building a culture of professional growth

A sense of belonging is key to effective community building and a healthy work environment. In the coming year, we will sustain and enhance our popular mentoring program. One of these efforts includes designing an “emerging leaders” program for mid-career employees, centering on leadership and management skills they would build as a cohort.

Additionally, a truly inclusive culture calls people in. We will focus on outreach and encouragement to those who have not historically attended internal professional development programming, so they can be more aware of opportunities for growth and engagement. With new programming on the topics of compensation and career growth opportunities, we aim to ensure that all employees benefit from the rich experiences and resources we have available.

Fostering positive cultural change

To foster an engaged community, positive cultural change needs to come from all levels of an organization. This year, we will work with leadership to pursue strategies that encourage and support employee engagement. This will include building awareness for managers and leaders on learning and community-building activities their teams can engage in throughout the year and increasing leadership participation in these activities.