Diversity
01/14/07
Three major trends in corporate diversity
What new directions and trends for diversity work do you see?
Three major trends for corporate diversity are globalization, a new focus on generational issues, and an emphasis on measuring impact.
With most major companies now employing people in other countries, new issues are emerging. Managers and consultants with diversity responsibilities cannot simply invoke US law and US company polices or use their US experience to guide them. Because the culture and the business norms vary from locale to locale and group to group, managing a diverse workforce has become even more complicated. In addition, in many cases workers are being managed virtually, by people who may be in a different country. There are many roadblocks to clear communication and it is much harder to create a working relationship with a person you may have never seen. What seems to hold true across national boundaries is concern for various groups to work effectively together and the need to treat each other with respect.
A second trend is a growing interest in generational differences. As the baby boomers age and Generations X and Y move into the workforce, the differences between age cohorts are critical to understanding how to manage effectively. For example, Generation X and Y have a different relationship to technology than boomers and communicate with each other in new ways. Social networking online is a given for these groups and boomers have to scramble to stay on top of technology trends in the hiring scene. Also, incentives such as work time flexibility may be seen as equally important as bonuses or pay raises by those in Gen X and Gen Y.
The third trend is that companies will no longer give big budgets to diversity efforts without evidence that they are getting results. They want to know the impact of their investment in terms of productivity and dollars in order to justify the work. While this concern is not new, the increase in emphasis on quantitative metrics represents a big change.
-- KATHARINE ESTY
Setting diversity targets in large corporations
How do large companies figure out representation targets and develop diversity initiatives?
Often a CEO or VP of HR who is a diversity champion decides to launch an initiative. At other companies, a lawsuit or major incident is the catalyst for action. Usually companies think about diversity as a numbers problem: how to hire more diverse employees and change the mix of their workforce. As a diversity expert, I recommend a broader view - seeing the work as creating a culture of inclusion.
Large companies typically begin with an analysis of the representation of various groups in their workforce - blacks, Hispanics, women, and, more recently, people with disabilities and gays and lesbians. They determine the percentage of these groups at all job levels.
Typically, the analysis demonstrates that most of the people from historically underrepresented groups are clustered at the bottom of the organization with smaller numbers at the middle levels and a very few from these groups at the top. Large national companies compare the percentage of each group in their workforce to the percentage of that group in the US as a whole. More local companies compare the percentages to the percentage in the state or metropolitan area where they are located. From this analysis, the gaps in their workforce are identifiable.
Today, most organizations are wary of setting specific goals and prefer to set targets. Usually, they focus efforts on hiring at the middle levels of the organization. But hiring is not enough to create a diverse workforce. Unless employees feel included, they will leave. Companies need to create a workplace culture that is welcoming and where all kinds of employees feel they can flourish.
-- KATHARINE ESTY
Addressing personal bias in hiring
How do I help hiring managers look past their own personal filters in making hiring decisions? Do you know of a "toolkit" or do you have any specific suggestions?
In terms of a tool, I recommend the book Without Excuses: Unleash the Power of Diversity to Build Your Business (2006) by Joe Watson. Not only does this book effectively deal with all the usual excuses for not supporting diversity, it provides excellent resources such as websites to help find candidates online and lists of top degree-granting institutions for blacks, Hispanics, and Asian-Americans.
Getting hiring managers to stop hiring people "just like me" is not always easy. We hire people like ourselves because we can relate so easily to them and their strengths are so obvious to us. We may have fewer interests in common with people who are different from us.
The best way to deal with this kind of built-in filter is to be sure that all hiring managers are trained to ask questions that focus on what candidates have done in the past. This allows hiring managers to assess applicants more thoroughly and accurately than other methods. For more information on behavioral-based interviewing techniques, see Nina Wasserman's article "A Closer Look at Behavior-based Interviewing" on Inc.com.
Companies that are really serious about increasing the diversity of their workforce have found that if some percentage of a manager's yearly bonus depends on evidence of commitment to diversity, they get greater support for diversity. What typically happens is that during the first year the new bonus policy is in place, no one pays much attention to it. But as soon as managers lose real bonus dollars, no matter how few, the issue suddenly grabs their attention and they get to work.
-- KATHARINE ESTY
Defining diversity
How is diversity being defined these days by American corporations? As we review our own diversity initiatives we want to be sure we are following best practices.
This is a question that many organizations struggle with as we continue to look for one definition, one answer, and a one-size-fits-all approach to diversity.
I think one of the biggest mistakes companies make when it comes to diversity is not defining what diversity means within their organization. In other words, who's missing from the table?
The true definition of diversity depends on who is not represented or underrepresented in your workplace. This might include, but not be limited to, employees of different ethnicities, those with disabilities, generational gaps in your workforce, etc.
It is important for successful companies to make sure they have a variety of employees to meet their customer base across the board. Moreover, employers who focus on who's missing from the workforce tend to do a better job at inclusion than those who are just counting numbers for their EEO-1 report.
-- DELORIS TUGGLE
Counseling employee who has a strong foreign accent
An employee recently came to me with an issue I could use your help with. She has encountered numerous instances where co-workers could not understand her as she has a strong African accent. She asked me how she could best overcome this problem. She wanted to know if it was possible for a foreigner with an accent to be a successful professional or should she re-focus her skills from corporate to teaching? Any advice you can offer is appreciated.
I would like to think that her accent is not a problem, but rather a unique characteristic that she brings to the workplace adding to the diversity in your company. It is very possible and probable that a qualified employee with a strong accent can be a successful corporate professional.
In order for this employee to feel more comfortable with her communication skills, you might suggest she take ESL (English as a Second Language) classes designed to minimize her accent.
I had the challenge a few years back of working with staff from Africa, many of whom I could barely understand. Over time, I discovered that my lack of wanting to listen patiently, coupled with their accent, created the problem.
Eventually, I would encourage them to speak more slowly. I became used to the accent and could decipher key words more easily. Most importantly, I learned to be patient with them and myself.
So, in addition to this employee working to minimize her accent, perhaps there are ways her co-workers can assist by using some of the techniques I have mentioned above or other strategies that are appropriate in this situation.
If this employee feels her accent is a problem, she should work on it. There are many online programs, videos, and printed material that she should find useful. All of these materials are designed to reduce, not eliminate, an accent, which I believe is the ultimate goal.
All in all, it sounds as though she is a valuable employee, and we need more people like her in the workforce. As an employer, I would hate to lose a good employee simply due to an accent, something that can be readily addressed. Good luck!
-- DELORIS TUGGLE
Employee returning to workforce after extended disability leave
I have been presented with a job candidate who has been a professional all his life but took time off from his career - almost fifteen years - due to a disability. He can now manage the disability and wants to return to work, claiming the disability no longer affects his ability to work. He also spent some of his time off going back to school to earn a bachelor's degree. Any advice?
First, I commend this candidate for being forthright and letting you know upfront that he has been dealing with a disability. This is not information that is generally shared during the hiring process. Also, remember that an employer has the legal ability and professional responsibility to inquire about breaks in employment.
Now, if the candidate is qualified for the position and can perform the essential functions, with or without a reasonable accommodation, you should hire him.
I don't know what type of position the candidate is applying for, but you can ask him to demonstrate how he will perform essential functions such as bending, carrying 50 lbs., climbing stairs constantly, etc. I would recommend you check with legal counsel if you have never done this before, and if you are uncertain how to broach this hands-on approach.
If you hire the candidate and there is a need for an accommodation, you should contact the New England ADA & Accessible IT Center for guidance, if necessary.
As an employer looking for good, qualified staff, I realize there is room for everyone in today's shrinking workforce. Also, many people with disabilities have learned to perfect the things they can do, and they make excellent employees.
-- DELORIS TUGGLE
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