Background Since the end of the 20th century, more attention has been paid to inclusion and diversity at the workplace. With an increasing racial and ethnic diversification of the society in the era of globalization, and due to a series of reported discrimination and harassment cases that took place in some large US companies over the years, many firms started to implement various diversity programs aimed to increase the presence of minority populations at different organizational levels. However, although diversification programs are widely implemented across the country, the results of the longitudinal assessment conducted by Harvard researchers indicate that there is no significant progress in the improvement of multicultural representation among managers in the majority of US enterprises. According to data provided by Dobbin (2017), about 17% of all managers in the private sector are white men, 12% are Asian men, and 10 % are white women. At the same time, the representation of Hispanic and black women and men, as well as Asian women, is on average below 8% for each mentioned minority group (Dobbin, 2017). Although there was a slight increase in managerial representation of minorities since 1971 ranging from 2% to 4%, white male managers still dominate the labor market (Dobbin, 2017). The barriers to greater workplace diversification can be many. For instance, members of minority groups can face discrimination and stereotyping or may suffer the consequences of inadequate education and skill preparation programs. Due to these external obstacles to the promotion they may also feel insecure or ineligible for applying for better jobs. No matter what the actual reasons are, statistical data make it clear that organizational diversification endeavors largely fail and that new solutions are required. Statement of Issues Most of the current diversification efforts are of procedural character, i.e., they mainly focus on the enforcement of standards and compliance with particular behavioral protocols. The most widespread activities include hiring tests, performance ratings, and grievance procedures. It was expected that the given HR practices would help reduce existing biases in employers because they allow evaluating applicants’ skills and knowledge objectively. Nevertheless, Dobbin (2017) notes that even when all potential employees complete the same job tests, it does not necessarily mean that the candidate with the highest score will be hired. In this way, hiring tests do not resolve the problem of discrimination at all although they may cause some insignificant rise in managerial minority and women representation. The same results are associated with grievance procedures and performance assessment which show that, when managers have multicultural biases, these tools will not be of great help. Diversity training is another commonly used method. Although it may raise the awareness of the problems pertaining to diversification in the course enrollees, this approach to workplace diversification has one major disadvantage, i.e., it can demotivate managers and does not address the root of the problem. As Dobbin and Kalev (2016) state, many of those training