The benefi ts of diversity are achieved by acknowledging the strengths diversity can bring to organizations. Research shows that organizational creativity and innovation is enhanced by heterogeneity. Think about it—if you need to be cre- ative, do you turn to people who think like you or to people who can help you think differently? Moreover, when you need to understand something you have never encountered before, such as another culture or an emerging market (e.g., the Latino market in Florida), would you turn to people who are the same as you or would you want access to co-workers familiar with those cultures? These examples show the benefi ts of “heterogeneous” (rather than “homogeneous”) perspectives available when people bring different worldviews, cultural back- grounds, and personal experiences to the workplace.
Race and Ethnicity Such heterogeneous perspectives can be gained from mul- ticultural workforces with a rich mix of racial and ethnic diversity. And this diver- sity is only getting richer. Recent census data show an increase of 27.3 million people residing in the U.S. between 2000–2010, and of this increase, the vast majority came from people who indicated their race(s) as something other than
• Workforce diversity is a mix of people within a workforce who are considered to be, in some way, different from those in the prevailing constituency.
LEARNING ROADMAP Importance of Diversity / Types of Diversity / Challenges in Managing Diversity
Diversity
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white alone, particularly those who are Hispanic or Latino.49 More than half the growth in the total U.S. population between 2000–2010 was due to increase in the Hispanic population. While the number of whites alone grew one percent in this time period, its total proportion of the population declined from 69 percent to 64 percent.
Moreover, the Asian population group grew at a faster rate than any other major race group between 2000 and 2010. Clearly, the U.S. continues to be a melting pot.
In the workplace, race and ethnicity are protected from discrimination by Title VII of the Civil Rights Act of 1964. This act protects individuals against employ- ment discrimination on the basis of race and color, as well as national origin, sex, and religion. It applies to employers with 15 or more employees, including state and local governments.50 According to Title VII, equal employment opportunity cannot be denied any person because of his/her racial group or perceived racial group, his/her race-linked characteristics (e.g., hair texture, color, facial features), or because of his/her marriage to or association with someone of a particular race or color. It also prohibits employment decisions based on stereotypes and assump- tions about abilities, traits, or the performance of individuals of certain racial groups.
Title VII often brings to mind affi rmative action, but movement is afoot on the affi rmative action front. As Dr. Ella Bell of Dartmouth College says, it is time to redesign, rethink, and reframe what we mean by affi rmative action because the issue is so much broader today. “The historical moment when affi rmative action was created is not here anymore,” Dr. Bell said. “We need to design an interven- tion that will fi t this particular historical moment.” According to Dr. Bell, and as the census data show, if you want to be competitive as a company, you cannot think black and white, because this is no longer a black-and-white world.51 Gender Women are also bringing a different set of skills and styles to the work- place. Given their unique experiences in organizations, women learn to do more with less, are resourceful, and bring an interpersonal style conducive to team- work and innovation. This style includes listening skills, collaborative approaches to problem solving, and ability to multitask and synthesize a number of view- points effectively and quickly.
When women are at the top of the organization, benefi ts are even better.
Research shows that companies with a higher percentage of female board direc- tors and corporate offi cers, on average, fi nancially outperform companies with the lowest percentages by signifi cant margins.52 Women leaders are benefi cial
• Title VII of the Civil Rights Act of 1964 protects individuals against employment discrimination on the basis of race and color, as well as national origin, sex, and religion.
Racial Diversity Is Changing Attitudes
As racial diversity is increasing in the workplace, attitudes toward diversity are changing as well. The younger generation, or “Millennials” (those born between 1981 and 2000), are infusing the workplace with an appreciation for differences. Young people want to join a diverse workforce because they feel they can learn from those of different backgrounds: “Once this generation is in management positions corporate diversity will really
advance,” says Ron Alsop, author of The Trophy Kids Grow Up.
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because they encourage more women in the pipeline and act as role models and mentors for younger women. Moreover, the presence of women leaders sends important signals that an organization has a broader and deeper talent pool, is an
“employer of choice,” and offers an inclusive workplace.
The Leaking Pipeline Despite these benefi ts to organizations, recognition that women have not penetrated the highest level, and even worse, are abandoning the corporate workforce just as they are positioned to attain these levels, has gained the attention of many organizations. The phrase leaking pipeline was coined to describe this phenomenon. The leaking pipeline theory gained credence with a study by Professor Lynda Gratton of the London Business School.53 In her study she examined 61 organizations operating in 12 European countries and found that the number of women decreases the more senior the roles become.
One potential reason for this is stereotyping. Catalyst research54 fi nds that women consistently identify gender stereotypes as a signifi cant barrier to advance- ment. They describe it as the “think-leader-think-male” mindset: the idea that men are largely seen as the leaders by default. Both men and women see women as better at stereotypically feminine “caretaking skills,” such as supporting and encouraging others, and men as better at stereotypically masculine “take charge”
skills, such as infl uencing superiors and problem solving—characteristics previ- ously shown to be essential to leadership. These perceptions are even more salient in traditionally male-dominated fi elds, such as engineering and law.
This creates a double bind for women: If they conform to the stereotype, they are seen as weak, and if they go against the stereotype, they are going against norms of femininity. As some describe it, “damned if they do, doomed if they don’t.”55 Organizations can help address these stereotypes by creating workplaces that are more meaningful and satisfying to successful women, such as cultures that are less command-and-control and status-based, and more meaning-based with less emphasis on “face-time.”56 As Catalyst reports, “Ultimately, it is not wom- en’s leadership styles that need to change but the structures and perceptions that must keep up with today’s changing times.”
Sexual Orientation The fi rst U.S. corporation to add sexual orientation to its nondiscrimination policy did so 30 years ago. That company was AT&T and its chairman, John DeButts, said that his company would “respect the human rights of our employees.”57 Although sexual orientation is not protected by the Equal Employment Opportunities Commission (EEOC), which addresses discrimination based on race, color, sex, religion, national origin, age, and disability,58 many states now have executive orders protecting the rights of gay and lesbian workers. Wis- consin was the fi rst in 1982, and as of January 2008, thirteen states prohibit work- place discrimination against gay people and seven more have extended additional protection to LGB (lesbian, gay, bisexual) people.59
Regardless of legislation, the workplace is beginning to improve for gay Americans. A 2010 Harris poll shows that 78 percent of heterosexual adults in the United States agree that how an employee performs at his or her job should be the standard for judging an employee, not one’s sexual orientation, and 62 per- cent agree that all employees are entitled to equal benefi ts on the job, such as health insurance for partners or spouses.60 Many businesses are paying attention because statistics show that the gay market segment is one of the fastest growing segments in the United States. The buying power of the gay/lesbian market is set
• Leaking pipeline is a phrase coined to describe how women have not reached the highest levels of organizations.
• Stereotyping occurs when people make a generalization, usually exaggerated or oversimplifi ed (and potentially offensive), that is used to describe or distinguish a group.
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to exceed $835 billion by 2011.61 Companies wanting to tap into this market will need employees who understand and represent it.
Age It is getting harder to have discussions with managers today without the issue of age differences arising. Age, or more appropriately generational, diver- sity is affecting the workplace like never before. And with the oldest Baby Boom- ers turning 65, it seems that everyone has an opinion!
The controversy is being generated from Millennials, Gen Xers, and Baby Boomers mixing in the workplace—and trying to learn how to get along. The primary point of confl ict: work ethic. Baby Boomers believe that Millennials are not hard working and are too “entitled.” Baby Boomers value hard work, profes- sional dress, long hours, and paying their dues—earning their stripes slowly.62 Millennials believe Baby Boomers and Gen Xers are more concerned about the hours they work than what they produce. Millennials value fl exibility, fun, the chance to do meaningful work right away, and “customized” careers that allow them the choice to go at the pace they want.
The generational mix provides an excellent example of diversity in action. For example, one thing Millennials can bring to the workplace is their appreciation for gender equality and sexual, cultural, and racial diversity—Millennials embrace these concepts more than any previous generation. Millennials also have an appre- ciation for community and collaboration. They can help create a more relaxed workplace that reduces some of the problems that come from too much focus on status and hierarchy.63 Boomers and Gen Xers bring a wealth of experience, dedi- cation, and commitment that contribute to productivity, and a sense of profession- alism that is benefi ting their younger counterparts. Together, Millennials and Gen Xers may be able to satisfy the Gen X desire for
work–life balance through greater demand for more fl exible scheduling and virtual work. Accom- plishing such changes will come when all the gen- erations learn to understand, respect—and maybe even like—one another.
Disability In recent years the “disability rights movement” has been working to bring attention and support to the needs of disabled workers.64 The passage of the Americans with Disabilities Act (ADA) in 1990 has been a signifi cant catalyst
• The Americans with Disabilities Act is a federal civil rights statute that protects the rights of people with disabilities.
Who’s Who in Generational Differences at Work
Generation Born between:
Percent of Today’s Workforce
Matures 1922–1945 8
Baby Boomers 1946–1964 40
Generation X 1965–1980 36
Millennials 1981–2000 16
Millenials Are Shaking up the Workplace
At 83 million—the largest generation of all—Millennials are shaking up the workplace in unprecedented ways. They challenge their more senior colleagues with their techno savvy, multitasking, lower willingness to do “face time,”
and more casual dress and relaxed style.
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in advancing their efforts. The focus of the ADA is to eliminate employers’ prac- tices that make people with disabilities unnecessarily different. The ADA has helped to generate a more inclusive climate where organizations are reaching out more to people with disabilities. The most visible changes from the ADA have been in issues of universal design—the practice of designing products, build- ings, public spaces, and programs to be usable by the greatest number of people.
You may see this in your own college or university’s actions to make their campus and classrooms more accessible.65
The disability rights movement is working passionately to advance a redefi nition of what it means to be disabled in American society. The goal is to overcome the “stig- mas” attached to disability. A stigma is a phenomenon whereby an individual with an attribute, which is deeply discredited by his or her society, is rejected as a result of the attribute. Because of stigmas, many are reluctant to seek coverage under the ADA because they do not want to experience discrimination in the form of stigmas.
The need to address issues of stigmas and accessibility for disabled workers is not trivial. Estimates indicate that over 50 million Americans have one or more physical or mental disabilities, and studies show these workers do their jobs as well as, or better than, nondisabled workers. Despite this, nearly three-quarters of severely disabled persons are reported to be unemployed, and almost 80 percent of those with disabilities say they want to work.66
• Universal design is the practice of designing products, buildings, public spaces, and programs to be usable by the greatest number of people.
• Stigma is a phenomenon whereby an individual is rejected as a result of an attribute that is deeply discredited by his or her society.