Despite progress in discussions about inclusion in companies, Brazil still faces significant challenges in making the job market truly equitable. This is shown by the Global Candidate Survey 2025, a study conducted by Gi Group Holding with workers from 20 countries. According to the survey, 54% of Brazilian professionals believe that factors related to diversity, origin, or identity negatively influence hiring processes and professional growth.
With this percentage, Brazil ranks among the three countries with the highest perceived bias related to diversity, alongside India (74%) and China (56%). The global average is 43%.
Globally, among professionals who have experienced or witnessed discrimination in the workplace, the most frequently cited types are age (29%), gender (23%), physical or mental health conditions (22%), ethnicity (21%), socioeconomic status (20%), and sexual orientation or gender identity (18%).
“The perception of bias expressed by more than half of Brazilian professionals highlights a mismatch between companies' intentions and the results perceived by their internal audiences. Although many organizations have adopted diversity and inclusion policies, the real impact of these initiatives is still not equitably distributed or clearly perceived by employees. In a competitive and constantly changing environment, it is essential that inclusion is integrated into people management systems, from selection processes to career progression, with clear indicators, measurable actions, and a long-term commitment from leadership,” analyzes Felipe Iotti, Director of People & Management at Gi Group Holding.
Even so, Brazil is among the countries with the best evaluation of companies' efforts in diversity, equity and inclusion (DEI): 59% of Brazilian professionals recognize some level of organizational commitment to these issues, behind only India (74%) and tied with mainland China.
Among the changes most desired by workers globally regarding corporate EID strategies are: more education and awareness programs for all employees (27%), creation of safe spaces for open dialogue about diversity (24%), and expansion of inclusion efforts beyond recruitment, also encompassing career and development plans (22%).
“The current challenge is not only to increase diversity in selection processes, but to ensure continuous inclusion throughout the employee lifecycle. This involves structured policies, goals integrated with performance indicators, continuous training, and an organizational culture that values plurality as a strategic asset. Effective inclusion is that which is perceived in daily life, sustained by coherence between discourse and corporate practice,” reinforces Iotti.
