By Haitham Eid, Southern University at New Orleans, USA; Bettina Fisher, Academy of Motion Picture Arts and Sciences, USA; Jennifer Himmelreich, Peabody Essex Museum, USA; Heather Hart, The Broad, USA Beyond a few articles and some statistical studies, and despite its importance to museum work, it can be argued that the issue of workforce diversity in museums has been overlooked. This article aims to investigate how workforce diversity can impact the innovation capabilities of museums as well as their relevance to the communities they serve. The lack of diversity in museums exceeds professional positions and extends to board members, constituents, and donors, who are usually described as overwhelmingly White, able-bodied, college-educated, and affluent. This research questions if some of the problems which museums face today, such as the lack of attendance, relevance and innovation are linked to the lack of diversity. Workplace diversity is a major factor in how the public perceives the institution, and accordingly chooses to interact, or not to interact, with it. This research uses aspects of the Museum Innovation Model (Eid, 2016) around social innovation, and draws upon some empirical studies in the museology and business studies literature on workplace diversity. For example, the definition and impact of two-dimensional diversity—which takes into consideration inherent and acquired factors—is explored. Additionally, this paper reviews some of the common strategies inside and outside the museum sector to increase workforce diversity, including training and internship programs, as well as affirmative action policies and guidelines. The paper concludes by acknowledging that museums with a diverse workforce are better positioned to innovate and engage more diverse communities. Workforce diversity ensures that there is a large pool of knowledge, skills, life experiences, perspectives, and expertise to help the institution face today’s challenges more effectively and efficiently.

1. Connecting the Dots: The Impact of Diversity in the
Museum Workforce on Innovation, Relevance and
Audience Engagement
• Haitham Eid, Southern University at New Orleans, USA
• Bettina Fisher, Academy of Motion Picture Arts and Sciences, USA
• Jennifer Himmelreich, Peabody Essex Museum , USA
• Heather Hart, The Broad, USA

2. Connecting the Dots: The Impact of Diversity in the
Museum Workforce on Innovation, Relevance and
Audience Engagement
Haitham Eid, PhD
M.A. Museum Studies Program
Southern University at New Orleans
The Paper
@HaithamEid

3. @HaithamEid
the Demographics of Museum
Workforce (Schonfeld et al., 2015)

4. “A diverse and inclusive workforce is
necessary to drive innovation, foster
creativity, and guide business strategies.
Multiple voices lead to new ideas, new
services, and new products, and encourage
out-of-the box thinking” (Forbes Insights,
2011).
@HaithamEid

5. @HaithamEid
85% agreed, or strongly
agreed that “a diverse and
inclusive workforce is
crucial to encouraging
different perspectives and
ideas that drive innovation.”

6. Museum innovation is
“the new or enhanced
processes, products, or
business models by
which museums can
effectively achieve their
social and cultural
mission” (Eid, 2016).
@HaithamEid

7. The impact of workforce
diversity on museum work
(Eid, 2018)

8. Strategies for diversifying the museum workforce:
- Training, internship and fellowship schemes
- Affirmative action
@HaithamEid

9. @HaithamEid
workforce diversity in museums is not just a moral
issue, it is essential to the effectiveness,
sustainability, and survival of the museum as an
organization.
Museums that lack diverse voices risk the ability to
thoughtfully collect and interpret the experiences
and perspectives of diverse communities.
Museums with diverse
workforce are better
positioned to innovate,
engage diverse audiences,
establish their relevance,
and build stronger
relationships with the
community they aspire to
serve.
Workforce diversity ensures that there is a large pool
of knowledge, skills, life experiences, perspectives,
and expertise that can help museums face today’s
challenges more effectively and efficiently.

11. Native American Fellowship Program

14. I am here to tell the truth about the human
condition, more specifically, the indigenous
experience of colonization. I will continue to push
the conversation of breaking through “National
Amnesia” while utilizing my personal worldview
and thought process.
-Dedric Lupe, White Mountain
Apache/Tohona O’odham/Hopi

15. • Full-time, paid Summer and Long-term
Fellowships
• Travels to/from MA provided
• Housing provided for Summer Fellows
• Professional development funds
• Academic Credit Available
Benefits

17. …we have responsibilities that exceed simply
assuring that collections are properly cared
for and that we’re doing innovative
exhibitions and publications. We feel a
responsibility for helping steward and
support the continuation and advancement
of Native American and Native Hawaiian
cultures.
Dan Monroe, 2016

19. www.pem.org/naf

20. Connecting the Dots at The Broad
Actionable steps For Change
April 20, 2018

21. About The Broad
2million+ 200+Visitors served since
opening in 2015
Employees
AAM | May 8, 2018 | Page 21

22. The broad -
average visitor
age:
33
Art museum
average visitor
age:
47

23. 63% of visitors
to The Broad
identify their
ethnicity as other
than Caucasian
National art
museum average:
29%

24. Chart from the Andrew W. Mellon Foundation Art Museum Staff Survey, 2015
AAM | May 8, 2018 | Page 24

25. CAM | February 7, 2018 | Page 7

27. Diversity Apprenticeship Program (DAP)
1. Apprenticeships
▪ 16 paid, fulltime, preparator’s apprentices
▪ 1 month training, 8 months rotating
▪ 10 non-profit, commercial, and city government
partner organizations
2. Toolbox to replicate the program
▪ Curriculum
▪ Training materials
▪ Guide for an inclusive and equitable workplace
▪ Evaluative framework
▪ Manual of best art handling practices
AAM | May 8, 2018 | Page 27

28. Actions toward equity
Specific steps any hiring manager can take

29. Actions toward equity
Steps to improve your hiring process
▪ Audit your current practice.
AAM | May 8, 2018 | Page 29

30. Actions toward equity
Steps to improve your hiring process
▪ Audit and improve your current practice.
▪ Examine your own biases.
AAM | May 8, 2018 | Page 30

31. Actions toward equity
Steps to improve your hiring process
▪ Audit and improve your current practice.
▪ Examine your own biases.
▪ Make recruitment more inclusive and equitable.
Outreach to community
centers, colleges, and
small galleries.
AAM | May 8, 2018 | Page 31

32. Actions toward equity
Steps to improve your hiring process
▪ Audit and improve your current practice.
▪ Examine your own biases.
▪ Make recruitment more inclusive.
▪ Use objective decision making methods.
AAM | May 8, 2018 | Page 32
Variable preparator candidate scorecard
Interviewer name:_____________________________Date_____________________
Candidate Name: ___________________________________
Rating Scale (unless otherwise defined):3 = Adequate response
5 = Superior response 2 = Marginal response
4 = Good response 1 = Inadequate response
Process stage
Score
Comments
3. We strive to create an inclusive work
environment where people from all
backgrounds, with different learning
styles, beliefs, and abilities feel
welcomed and respected.
How will you contribute to this kind of
environment?
Spatial Reasoning aptitude test:
scores based on percent correct
divided by 2 (5 is the highest score) 6
points
Obstacle Course: score 1 - 5 based on
results, worth 6 points
2D installation: see instructions, worth
8 points
In Person Interview = 20 points: each interviewer rates separately
Aptitude Tests = 20 points: each interviewer rates separately

33. AAM | May 8, 2018 | Page 33

34. Actions toward equity
Steps to improve your hiring process
▪ Audit and improve your current practice.
▪ Examine your own biases.
▪ Make recruitment more inclusive.
▪ Use scoring rubrics.
▪ Interview with panels of people with differing perspectives.
AAM | May 8, 2018 | Page 34

35. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
The Broad preparators
Los Angeles TB preps 2015 (19) TB preps 2017 (24)

36. 0%
10%
20%
30%
40%
50%
60%
70%
80%
Female Male No answer Non-binary White Black or
African
American
Native
American
Asian Native
Hawaiian or
other Pacific
Islander
No answer Two+ Hispanic
The Broad VS team
Los Angeles TB VSAs 2015 (86)

37. 0%
10%
20%
30%
40%
50%
60%
70%
Female Male No answer Non-binary White Black or
African
American
Native
American
Asian Native
Hawaiian or
other Pacific
Islander
No answer Two+ Hispanic
The Broad Staff
Los Angeles TB staff 2015 (144) TB staff 2018 (225)

38. You are not alone
Reach out to colleagues inside and outside of your organization.
AAM | May 8, 2018 | Page 38

39. Take away
What you can do
▪ Evaluate your current hiring process and change it.
▪ Check your own biases.
▪ Start with what you have control over.
AAM | May 8, 2018 | Page 39