What challenges does employee diversity pose to companies? Are there any cases?

Trying to measure the value of employee diversity using traditional metrics like cost and return on investment is likely to lead to nothing, a panel of African-American executives said at Wharton 33 Said at the Annual Whitney M. Young Memorial Conference. At the same time, they also pointed out that the importance of employee diversity in the workplace is increasingly evident, and minority employees need to focus on their development in some key areas to reap the fruits of diversity. These areas include seeking help from seniors who can mentor you, demonstrating confidence, developing a positive but not aggressive workplace image, and participating in and promoting conversations about diversity.

In response to the question posed by the topic of the symposium, "Is there a business case for employee diversity?", Clarence Mitchell - Accenture Communications (ACCENTURE) and partners in the technology industry marketing department responded. He points out that discussing and quantifying any human-related topic, such as diversity, is never easy. "Anything about diversity and inclusion is fine to talk about casually, but it's difficult to frame it in a traditional business case model. And there's a certain danger in setting expectations for these kinds of returns." . "

Stacey Adams, director of global diversity at Philadelphia-based specialty materials manufacturer Rohm Haas Co., sees the same thing. She added that every company must develop appropriate measures for employee diversity based on its industry and its strategy.

For example, she noted that because of Rohm and Haas's business-to-business environment, it would be more difficult for the company to attract customers through diversity initiatives than for companies dealing in consumer products. She said that in the past, Rohm and Haas only focused on ensuring that minorities had adequate representation among employees at all levels as required. In recent years, however, companies have begun to implement more comprehensive and in-depth integrated approaches to corporate diversity, and they are currently studying the diversity of their suppliers and their customers. Additionally, companies are beginning to consider the impact of globalization on their workforce diversity initiatives.

Adams said that Rohm and Haas’ Indian CEO RajGupta encourages managers to value diversity. "He brought a whole new level of awareness to diversity. He was a huge advocate and we even got pressure from the board of directors. From passive compliance to proactive diversity, we were dealing with a whole new standard."

Freda Campbell - Assistant Vice President of the Global Diversity and Inclusion Office at Credit Suisse, said that consumer goods-led companies such as Coca-Cola, PepsiCo and Starbucks Clients look for diversity in the workforce of firms that provide them with investment banking and other services.

"They want to know whether the companies they're taking money from also value diversity. From that point of view, it's a business case," she said. The business case is even more difficult to convince. This is also the challenge we face. Although the diversity of enterprises is increasing year by year, there is still a long way to go to quantify it. "

She added: On Wall Street, companies have begun emphasizing diversity in training and hiring processes, but they are still stretched thin when it comes to assigning important work. "Do we want to entrust these people with important responsibilities? What are the risks of using these new people? We still don't know how to answer these questions.

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Cross-Cultural Mentoring

To gain the opportunities Campbell mentioned, employees from different backgrounds need to take responsibility for shaping their careers within their own industry or company environment. Career responsibility, said Reginald Van Lee, senior vice president in the New York office of management technology consulting firm Booz Allen Hamilton.

"For people of color. "It's important to choose a company and its role within it carefully," he said. "The world is becoming more diverse, consumers are becoming more diverse, and our role in the company is increasing day by day." This is imperative. But not everyone is on the same page. "

Panel moderator Kimberly Reed, director of diversity recruiting in Deloitte Touche's Philadelphia office, asked attendees about the company's mentoring program. "In your case In a company, who is responsible for mentoring new employees? Who is responsible for ensuring that people of color get an interview and maybe a position? " she asked.

Van Lee said that if it weren't for the help of others, he wouldn't be where he is now, and he will always remember this. "I know it's not all on my own, I am grateful. "He also pointed out that he often encountered some ethnic minority employees who were highly valued in the recruitment process, but once they were hired, no one cared about them, and a sense of loss arose. He believed that the responsibility lies with them and they should take the initiative to look for them. You can ask people who are learning to take control of your career.

"They said, 'I was hired, but I didn't get any attention. When I was recruited, I received a lot of attention, but now I'm in trouble. Yeah, they don't hug me anymore. 'Well, you have to learn to embrace yourself. " He added that studies show that African-Americans are less proactive in asking others for help in the workplace than white people. "We always stand back and by the time we ask for help, it's often too late. You have to leverage networking, which unfortunately is not our strength. "

Camp Bell believes that African-American employees must make themselves more open to cross-cultural coaching. She added that the few minority executives in the company are often left in need of help. As a result, she often recommends new hires find white people who are open to diversity and inclusion. "You have to tell them, 'This person is a different color than I am, but we believe in the same thing. . 'There are always white people who believe in the cause. "

Adams has seen studies that show that if there are few minorities in senior positions in a company, African-American employees tend to associate with people below them. "The people they associate with are They are people who cannot influence or help them in their careers. This does not mean that those people do not have insights and experience," she said: "When we build interpersonal networks, we are used to looking downwards, so the people we make friends with may all be distributed in one place. On a downward spiral. That is to say, we don't know who in the company can coach and help us. "

"Sit in the front row"

Van Lee introduced a study conducted by his company, which found that company executives generally believed that their African-American colleagues had three characteristics: ***Same points: First, his analytical ability is limited. Second, he does not look at the other person’s eyes when speaking. Third, he believes that the African-American employees lack dignity. Speak up and show your authentic personality, but don't be arrogant or "reckless" which could backfire on you.

Michelle pointed out that minority employees lack self-confidence and are often afraid to speak up in meetings. , if they are unclear about their role in the meeting, they should ask the person hosting the meeting to participate in even one aspect of the discussion. "The truth is, they always sit in the back and hope no one notices them," he added. Said: "There is a simple and easy method, you might as well try it: sit in the front row, don't hide in the back.

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Adams pointed out that once African-American executives are hired, they need to consider expanding their network upwards and learn to ask others to solve their own problems. "I discovered the real gap. Black people don’t know how to negotiate for their own interests. "But white executives compete with each other on how to negotiate salaries and bonuses," she points out. "Asking for something that everyone else has makes us feel bad." We must teach everyone how to fight for their share. "

In addition, Adams pointed out that she has seen some black graduates studying at the world's top business schools. These people's overconfidence is very dangerous. They seem to think that a diploma can guarantee them a bright future. "Don't be blindly confident," she warned, "otherwise you will be eliminated quickly. "

Adams also believes that external training can also enable African-American executives to master how to establish a confident but not arrogant image at work." To ensure the effectiveness of training, confidence must stem from authenticity and hypocrisy. It will only make people laugh. "

Activists' "Dividing Line"

Leader asked the panelists a question: Are efforts outside the company to champion employee diversity detrimental to the company's black employees? She "I had to be very careful because I worked for Deloitte," she said. I chose the American business world and Deloitte. I have my own hobbies (outside of work) and I still do them, but you have to tread carefully. "

Adams believes that today's companies are becoming more and more open to the integration of work and life. "In other companies, I was labeled as a 'radical' because of how I am in my spare time. I am completely different from what my colleagues see me as. They couldn't connect the two me. They say, 'Is this the Stasi we know?' 'But now, we can look at (that situation) in a positive light, because there may be a lot of unappreciated people out there who are exactly what we need. "

In this regard, Michelle reminded everyone to act with caution and told the story of a black man who got into trouble by spreading a politically charged email through the office system. "People tend to be smart but misled by their cleverness. ," Michelle said: "This shows that we must be cautious in dealing with things. If you want to go into politics, that's one thing, but if you're careless and blur the lines of radicalism, you're going to create trouble for yourself and for everyone else in the know. "

Michelle believes that African-Americans in the company should remind each other and admonish anyone who seems to be crossing a line. "If you see someone being less than cautious, give him or her a hand. . Make them understand that what they are doing is wrong. I do it myself, even though it makes people uncomfortable. "

Is such a discussion necessary?

Finally, Leader asked everyone: Will there be a day when employee diversity is generally accepted by the American business community, and today's topic will become History, no need to talk about it.

"We need to keep this topic going forever because people tend to forget the past," Van Li said, pointing out that Jews have never stopped paying attention to the Holocaust. Just to remind the world not to forget history. He warned that the American business community would think that just by relying on a handful of well-known minority executives, such as Time Warner CEO Richard Parsons, The problem of racial discrimination has been solved.

Van Lee added that although he holds great power in the company and dresses well every day at work, "When I walk on the street, I am a black man. , we cannot escape this fact. "When he was a student, he was passionate about fighting for civil rights, but today's black students no longer have that enthusiasm, and he can't feel it." Black students wishfully believe that we are equal, regardless of skin color, until one day the facts tell them that we Not equal, but by then, it's too late. Therefore, even if the issue of employee diversity is addressed, the topic still needs to continue. "

Adams also believes the conversation about diversity and race must continue.

"If we stop talking about it, I think we're going backwards."

Michelle pointed out that African-American employees in the company should not be distracted by other racial issues to the extent that they ignore the ways in which they can improve their daily lives. The power to bring about some change at work. "Our status is improving day by day, and our power is increasing day by day. Our current challenge is not to be a person who always stands behind. Dare to exercise your authority boldly. If you have power but dare not use it, you are incompetent.