Professionally, I've done Diversity Recruiting for a number of years. Large corporations desire to have their workforce reflect the markets they serve, so they engage in efforts to hire individuals that represent the demographics of their customers/clients. To measure their success, these companies calculate the numbers and percentages of women and minorities that make up their total workforce.
However, to achieve their goals, the companies typically hire new women and minorities into the organization at the entry or middle levels. In other words, a company may have a female population that makes up 20% of their total workforce, but more often than not, those females are concentrated in the lower levels of the organization--with very few in management positions.
In my opinion, this model of diversity is superficial and really doesn't benefit the organization much at all. Who needs a bunch of diverse worker bees at the bottom of the organization, carrying out the orders of a homogeneous group of managers?
I believe that an effective model for meaningful diversity includes a scenario where there is diversity of thought at the decision-making level. You've heard the expression, "two heads are better than one". Well, when you have people from different backgrounds, with different experiences all looking at the same issue from different perspectives, then you're bound to come up with a more comprehensive solution.
Companies need to embrace this model of diversity if they are going to succeed in the marketplace that is growing more and more global everyday. Organizations cannot afford to continue functioning with the arrogance that implies, "We'll make all the important decisions and get a bunch of Blacks, Hispanics, and Women to do the work."
While companies must adjust their attitudes and practices, so do individuals, like you and me, that make up the workforce. In Stedman Graham's new book, Diversity: Leaders not Labels, he encourages readers to identify their authenticity as well as the talents and skill they bring to the workforce in order to carve their own individual pathways to success.
"What is most important is breaking through labels and understanding who you are," says Graham. "Realize that everyone brings uniqueness, talents, and skills that add value to our experiences, work environments, businesses, and communities. When you operate from this perspective, you will emerge in the 21st century as a true leader to yourself, to others, and to society."
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I hear you loud and clear on this one. I once worked for a very large corporation, and the division I was part of was a 20,000 person global operation. When the division was launched, I was very surprised to see the leadership team, made up of 12 individuals, introduce themselves. They were ALL caucasians....some male, some female, but all caucasian.
Now, for an organization that prides itself on diversity, how could this be?
Well, the answer is exactly what you mentioned in your post. The philosophy was to bring people in at the entry level or mid level. Then, the marching orders all came from the homogenous "top".
I approached one of the leaders and asked about this situation. His reply was "Well, even Rome wasn't built in a day". My response to that reply was "I understand, but I don't even see the right diversity approach in the blueprints for this Rome".
I even took this up with the global diversity head for the corporation. He said that he'd link me up with some senior executives to discuss my concerns, but he never did. Shortly thereafter, I became disillusioned and ended up leaving the company altogether. Will this ever change?
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