A study of students training to be the next generation of managers shows a substantial share plan to withhold major parts of their identity from employers and colleagues, a dynamic that could complicate U.S. corporations’ diversity, equity and inclusion efforts and affect talent pipelines.
Study details and key findings
Researchers at the ESCP Leadership and Inclusive Management Institute surveyed 576 undergraduate and graduate students across the school’s campuses in London, Paris, Madrid and Turin. The sample had an average age of 21.78 years and was predominately European: 78% of respondents, with 67% identifying as French or Italian.
The survey asked about five identity dimensions — gender identity, religion, sexual orientation, neurodivergence and social class — and whether students intended to disclose those aspects at various points in the employment process. Among the principal findings:
- About 40% of respondents said they plan never to reveal at least one of those identity traits during their careers.
- 24.3% said they would wait until after they had secured a job before disclosing.
- Only 6.4% said they would reveal such information during a face-to-face interview.
- Nearly one-quarter (24.3%) of respondents identified as neurodivergent.
| Measure | Share |
|---|---|
| Never intend to disclose identity traits | ~40% |
| Wait until after hiring to disclose | 24.3% |
| Would disclose during interview | 6.4% |
| Self-identified neurodivergent | 24.3% |
Why this matters for employers
The study’s authors, Professor Géraldine Galindo and Vedika Lal, report substantial anxiety among entrants about revealing certain traits, especially neurodivergence and nonconforming gender identities. While many students express faith that workplaces can be supportive, the reluctance to disclose signals a gap between stated DEI commitments and the psychological safety employees actually feel.
For U.S. employers and multinational firms, the findings are relevant in three practical ways:
- Recruiting: low disclosure during interviews can obscure candidates’ needs and make it harder to present inclusive accommodations or development paths.
- Retention and performance: employees who mask parts of themselves often expend extra emotional labor, which can affect productivity and turnover.
- Policy calibration: stated diversity policies may not translate into trusted, low-risk environments where disclosures feel safe.
Implications and next steps
The research suggests employers should evaluate how their practices influence disclosure decisions. Creating more confidential, low-stakes channels for workers to request accommodations, training managers on neurodiversity and signaling support for varied gender and religious identities could reduce disclosure anxiety. Measuring psychological safety, not just demographic counts, will be essential to determine whether DEI programs are making a practical difference.
As companies compete for early-career talent, the willingness of nearly two in five prospective leaders to withhold identity details should prompt human resources and leadership teams to reassess whether workplace cultures truly encourage openness — or simply ask for it on paper.
Study details were published by the ESCP Leadership and Inclusive Management Institute, based on research led by Professor Géraldine Galindo and Vedika Lal.
