This past week I had an opportunity to deliver a presentation on diversity to the Central Illinois Human Resources Group, a local chapter of the Society for Human Resource Management (SHRM). During the presentation I shared my prospective about the level of success achieved among organizations with diversity programs.

My work in diversity began about 20 years ago and one thing is certain - The world is changing and the demographics of the US have shifted and continue to shift not just in color or by gender – but also in the vast differences and experiences among people. Now mixed people with technological growth that is changing how we work, receive, disseminate and apply information around the global. And let’s not forget the current economic challenges impacting today’s business decisions.

Upon the onset of diversity as a business strategy among firms of 20 years ago, in comparison to today – how successful have we been?...

Women comprise more that 51% of the American work force
The American workforce is more racially diverse than ever
In a joint project by the Society of Human Resources Management in and Fortune Magazine / 120 human resource professionals from Fortune 1000 companies were interviewed and reported that diversity Initiatives have:

Direct impact on corporate profits
Enables businesses to maintain a competitive edge
79% of those surveyed believe diversity initiatives enhanced corporate culture
77% believe that diversity improve recruitment of new workers
79% maintain that inclusion and diversity initiatives improves employee morale
Yet Women only hold 10% of the leadership jobs in corporate America and still receive less pay for the same work.

Ethnic minorities are now the majority of 6 of the 8 largest metropolitan areas of the US and the combined black, Hispanic and Asian buying power is more than $750 Billion… yet racial minorities continue to be under-represented at executive and leadership levels of the business

There are two major failures to diversity programs at large:

1. Lack of commitment and accountability among leadership
2. Inability to communicate a consistent message about inclusion required to effectively transform the work culture to embrace diversity instead of tolerating diversity

While many have been successful in crafting diversity communication tools that speak to the organization’s diversity initiatives we continue to communicate conflicting messages in our behaviors.

It’s easy to identify overt displays of workplace discrimination but today’s exclusion occurs often as managers make everyday judgments and decision that impact the outcome or success of minority employees. Some actions a kind to favoritism go far beyond a failure to promote a qualified minority to a position and include failure to provide developmental opportunities that allow that same employee to compete for the promotion. These behaviors can be unconscious but can have significant impact on the business as it relates to diversity.

What to do?...

Inclusive leadership calls for better connection between the mission of the organization and the understanding of what it takes to be a true leader.

True leaders lead and develop all people, not just people that are similar to them. They possess a level of confidence and competence that others don’t. Leaders easily recognize the value and significance that people bring at all levels of the organization. They embrace diversity (want it) as an opportunity to not only enable the organization to succeed, but to grow as individuals with a track record of inspiring others. Leaders hold themselves accountable and understand that embracing diversity is to see it as an opportunity for expansion of ideas, innovation and creativity.

Written by:
Julie McNeil, CEO
McNeil and Associates, LLC