Diversity and Inclusion in the Workplace Quiz
Questions: 15 · 10 minutes
1. A colleague tells you they often feel excluded from informal conversations where useful work information is shared. What is your first priority?
Listen for specific examples, ask what support they want, and consider how essential information can be shared through reliable channels.
Invite them to the next informal gathering so they can build stronger connections.
Acknowledge the concern and watch future interactions before deciding what to do.
Discuss practical ways to include them while also raising the information-flow issue with the relevant team lead.
2. An employee requests a change to how they receive instructions so they can work effectively. What is your first response?
Ask what format would help and explore a workable arrangement without requiring unnecessary personal disclosure.
Explain the current process, then ask whether a small adjustment would be enough.
Refer the request to the formal process before changing established practice.
Clarify the work need, consider available options, and involve the appropriate support function when necessary.
3. A teammate rarely speaks during fast, spontaneous brainstorming sessions but offers strong ideas afterward. What would you do?
Encourage them to speak earlier because live brainstorming depends on quick participation.
Share prompts in advance and add silent idea generation before the group discussion.
Continue accepting their ideas afterward and bring the strongest ones into the next meeting.
Ask which participation formats help them contribute, then adjust some future sessions accordingly.
4. When preparing performance feedback, which method is closest to yours?
Use my overall impression, supported by the examples that stand out most.
Review goals and recent examples, then explain my main judgment clearly.
Compare evidence against defined expectations and check whether I am interpreting similar behavior consistently across employees.
Gather examples across the review period and ask another manager to challenge unclear judgments.
5. During lunch, a colleague makes a joke based on a cultural stereotype. The room becomes quiet. What would you most likely do?
Briefly say the joke relies on a stereotype and redirect the conversation, then check in with anyone affected.
Speak with the colleague afterward and explain why the joke may have landed badly.
Change the subject to ease the tension, then decide later whether the moment needs follow-up.
Wait to see whether someone directly affected wants to respond.
6. A few people dominate a team meeting while others have not spoken. What are you most likely to do?
Let the discussion continue, then send everyone a written recap afterward.
Pause and ask whether anyone who has not spoken would like to add something.
Invite brief input from each person while allowing anyone to pass.
Use a mix of structured turns, chat or written input, and follow-up time so participation is not tied to speaking quickly.
7. You are helping shortlist applicants for a role. How do you approach the first review?
Look for candidates whose career paths resemble those of people who have succeeded in the role.
Agree on job-related criteria first, use the same review framework for each applicant, and question requirements that are not essential.
Review each application holistically and discuss promising candidates with the panel.
Define the most important capabilities in advance and record evidence for each decision.
8. You notice that promotions repeatedly go to people with similar career histories. What would you prioritize?
Check whether the pattern reflects differences in performance and experience.
Continue using the existing process unless an individual raises a specific concern.
Compare promotion criteria, access to career-building work, and outcomes, then revise barriers the evidence reveals.
Review how candidates are nominated and whether expectations are communicated consistently.
9. In a meeting, one employee is interrupted several times while others finish their points. How do you respond?
After the meeting, suggest that the employee be more assertive next time.
Say, “I'd like to hear the rest of that point,” and return the floor to them.
Let the meeting flow, but ask the employee afterward what they had wanted to add.
Restore their turn in the moment and address the meeting's interruption pattern without singling them out as needing help.
10. A global team is choosing a recurring meeting time, and no option is convenient for everyone. Which approach fits you best?
Choose the time that works for the largest number of attendees.
Use the headquarters' business hours so the schedule stays predictable.
Rotate the inconvenience, provide asynchronous input options, and record decisions for those who cannot attend.
Select the least disruptive time and revisit it if attendance becomes uneven.
11. You are unsure how to pronounce a new colleague's name. How would you handle it?
Ask them privately how to say it, listen carefully, and practice using it correctly.
Use the pronunciation that seems most likely and adjust if they correct you.
Avoid using their name until you hear someone else pronounce it.
Ask them how to pronounce it when it first becomes relevant, then make a note to remember.
12. Several small inclusion concerns point to the same team practice, but no single incident seems severe. What would you do?
Treat each concern separately so the response remains proportionate to each event.
Mention the pattern informally to the manager and see whether things improve.
Record the recurring theme, involve the appropriate people, and review the practice and its effects while protecting individuals from unnecessary exposure.
Raise the pattern through an appropriate channel and suggest a specific change to test.
13. A high-visibility assignment becomes available with little notice. Who would you consider?
The person with the strongest record on similar assignments, because they can begin quickly.
Someone who has expressed interest and appears ready, including people who have had fewer visible opportunities.
The colleague I know I can rely on under pressure.
Review relevant skills and development goals across the team, invite interest where feasible, and track who receives stretch opportunities over time.
14. You receive feedback that a phrase you used felt dismissive of someone's identity. How are you most likely to react?
Explain what I intended so they know I was not trying to dismiss them.
Thank them, acknowledge the impact, adjust my wording, and reflect on whether a broader habit needs to change.
Apologize and avoid using that phrase with that person again.
Listen, apologize without debating their reaction, and ask a brief clarifying question if needed to change my behavior.
15. Before sending an important company announcement, what do you usually consider?
Whether the message is concise and uses the organization's standard format.
Whether the wording is clear, key terms are explained, and the format works with common accessibility tools.
Whether managers have enough context to explain the message to their teams.
Whether the essential facts are accurate, leaving communication preferences to recipients.