Diversity and Inclusion at RAND
Creativity thrives where differences in viewpoints and experiences are welcome. At RAND, we believe that diversity and inclusiveness enrich the content, accessibility, and practicality of our research and analysis. Multidisciplinary teams are a hallmark of RAND research, and we strive to create diverse teams to help ensure that our research incorporates many perspectives.
RAND employees hail from 50 countries and speak 80 different languages. Our diversity is also reflected in the global scope of our research, which aspires to improve the health, safety, security, and prosperity of individuals and communities throughout the world.
President's Message on Diversity and Inclusion
RAND's stature and success at tackling the most complex policy problems can be traced to the institution's core values of quality and objectivity. As we have said in many settings, those values are reinforced when our work can draw on a diversity of talents, experiences, and perspectives.
This is true for several reasons. RAND is a creative organization that thrives on new ideas and spirited debate. Homogeneity along any dimension works against these objectives. Second, to carry out our mission of improving policy and decisionmaking through research and analysis, we have to address the practicalities of alternative policy prescriptions. Our research teams must be able to understand the effects of policies and decisions on all parts of society. Homogeneity works against such understanding, too. Third, it is essential that we avoid any actual or apparent connection to any particular ideological or partisan position. Diversity helps guard against that.
In our view, there are two ingredients—both essential—to the kind of diversity that reinforces quality and objectivity. The first is a diverse staff and an inclusive environment in which effective teamwork is a defining advantage. Thus, we need a staff that is diverse in terms of academic training, work experience, political and ideological outlook, as well as race, gender, ethnicity, and the many other attributes that make us all unique. But, since we can never hope to have all skills, experiences, and viewpoints represented among our staff, the second is a commitment to involving others from outside the institution to supplement and strengthen the diversity of the RAND staff. Because diversity is so vital to the core values at the root of RAND's success, we must have unsurpassed commitments to both ingredients, as well as a commitment to continuous improvement.
Michael Rich, President and CEO
RAND's mission—to help improve policy and decisionmaking through research and analysis—drives our imperative to always use the best data available when evaluating problems and making recommendations for our clients, grantors, and other stakeholders.
When considering ways that RAND itself can measure our own success in creating a diverse and inclusive work environment, we too must turn to data. We are proud to join a growing group of organizations that believe that sharing the composition of our workforce is an important step toward fulfilling our commitment to fostering a diverse and inclusive workplace.
“Advancing diversity and inclusion is an important priority at RAND. Our integrity requires us to be transparent, to look to the numbers as indicators of opportunities for improvement, and to hold ourselves accountable with regard to our practices and our aspirations.”— Michael Rich, President and CEO
2018 U.S.-Based Workforce Composition
2018 U.S.-Based New Hires
Board of Trustees
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