Who Has a Disability?

by Andrés T. Tapia

(This article was originally published in Talent Management Magazine: http://www.talentmgt.com/articles/7235-who-has-a-disability)

 

At the height of the economic inequality protests that rocked Brazil before last year’s World Cup, Mila Guedes—a human resources professional at the media agency Fischer, who also has multiple sclerosis — drove her Honda. The car was retrofitted to accommodate the limited use of her left leg, and she drove it to meet me for dinner.

The streets were chaotic with stranded commuters who could not board the hundreds of buses abandoned along São Paulo’s streets as drivers walked off the job and joined the strike. But Mila would not be deterred. She made her way through horrendous traffic because she had a vision to make Brazil more accessible to people with cognitive and physical disabilities.

Brazil has one of the few laws in the world that mandates employment quotas for people with cognitive and physical disabilities — from 2 to 4 percent depending on company size — but there are no laws to provide accessibility. Basically, people have access to jobs but little access to get to them.

In contrast, the U.S. has plenty of ramps and handicapped spaces because it is illegal not to provide accommodation for new hires. However, there has been no systemwide mandate to hire people with a disability. Basically, they have access to places of employment, but little opportunity to be hired for the jobs within.

Through our networking, Mila landed an internship in Chicago at Access Living, a stellar organization that focuses on all aspects of accessibility, housing, transportation and jobs. In exchange for her marketing expertise, Mila is learning all about access policies, politics, and processes. She will take her learning home and add fuel to a nascent movement focused on access in Brazil, but it will be a steep, uphill battle. Disability is one of the most forgotten, avoided bastions of pervasive exclusion globally.

Some 15 percent of the world’s population has some form of disability. This number will rise as people everywhere live longer. Research shows that compared with people without disabilities, people with disabilities experience less legal protections, higher rates of poverty, lower educational achievements, poorer health outcomes, and less political and cultural participation, among other things. This is especially true in developing countries, where 80 percent of people with disabilities live.

Humane values should be enough to counter this extreme form of marginalization, but there are economic incentives: the global disability market controls $4 trillion in spending power. Include family and friends of people with disabilities, and the numbers double to 2 billion people controlling more than $8 trillion.

Whether human values or currencies instigate change, we also must rethink how we think about ability.

We now have athletes with no legs competing for gold in the Olympics, not the Paralympics. I met a blind proofreader who outperforms her peers in quality. I’ve interviewed leaders of a distribution warehouse employing 40 percent of people with disabilities who outperform their peers by 20 percent or more. Their disabilities are not detriments — they drive high-impact effectiveness.

Most of us need accommodation. We need chairs to give us stamina, lights to see, amplification systems to hear, climate control for comfort, weekends to unwind, and so on. Our physical and mental limitations are accommodated every day at a great deal of cost that no one questions. Yet when it comes to access and opportunity for those with disabilities around the world, we hear business leaders balk because it’s deemed too costly and too difficult.

Think about it. Who is disabled? All of us.

How Diverse Cultures Shape Innovation

by Andrés T. Tapia –

(This article was originally published in Talent Management Magazine)iStock_000012215038XSmall.globeflags.purchased

There is an urgent need for innovation to generate growth in a hypercompetitive global marketplace. It’s a rallying cry in companies regardless of location, industry or organizational maturity. But leaders today struggle to translate this strategic imperative into organizational reality.

This made me think of my recent three-hour walk through the streets of Hong Kong. From the elegant lobby of the Mandarin Hotel, through the quintessentially corporate HSBC headquarters, to the food stalls with cooks washing and chopping up vegetables in plain view at the North Point market on Chun Yeung Street, it’s simultaneously very Eastern and Western. It found a way to harness the diversity of cultures into a rich cultural environment and a highly prosperous economy.

But while cultures can enrich one another in the right conditions, a company culture can be an enabler or a detriment to innovation. Let’s compare and contrast three national cultures and their varied approaches to innovation: Japan, China, and the United States.

Japan has been a hotbed of innovation, particularly in the last half of the 20th century. It brought us instant noodles (1958), the bullet train (1964), the Karaoke machine (1971), digital cameras (1981), the PlayStation console (1994) and DVDs (1995).

China, the world’s second largest economy, is considered the factory of the world and struggles to be innovative. China’s leaders recognize this gap and seek in their current five-year plan to stimulate an innovation mindset.

While both Japan and China are influenced by a similar Confucian, communal philosophy — in Japan, there’s a saying that “the tallest poppy gets its head cut off” — why did Japan surge forward in innovation and not China? Why has Japan stalled in the early 21st century when it comes to innovation?

Now consider the U.S., which was founded on the concept of invention — of things and of new beginnings for individuals and their families in the new world. Many industrial era inventions came from the U.S. It was the nation that landed a man on the moon and now is leading the way in the digital economy.

American individualism helps unleash anyone with a great idea regardless of their status in society to start something big — hello Steve Jobs, Bill Gates. But individualism alone does not explain American innovation because Japan is the opposite but also innovative.

So, what gives? While Japan is a monarchy and one-party democracy, it is still a representative-elected government. This form of democracy pulls Japan toward the right of the spectrum between hierarchy and egalitarianism, which data shows is more conducive to new outlier ideas. In contrast, China’s authoritarianism pulls a predisposition toward hierarchy, and further ensconces it in the rigidity of the status quo.

Given its democratic values, combined with its group orientation, Japan gave birth to the concept of Kaizen, which led to the Six Sigma methodology. This collaborative, non-hierarchical approach allows a face-saving way for all to contribute regardless of status.

The U.S. innovation system is likely thriving more today than the Japanese system because Japan has become the poster child for what happens when there is a lack of diversity. It’s one of the most homogeneous societies in the world and is way behind in including female decision makers into the workplace. As competition surges forward from newly developed nations in a complex world, the inclusiveness of Kaizen is not enough without greater diversity.

Americans, who so much talk about inclusion, must confront the obstruction individualism offers its self-proclaimed quest to include all. The Chinese must confront the opposite challenge if they are to have an innovation breakout.

In short, each of these three cultures has something the other needs.

Reaching Latinos: Marry marketing psychographics to multidimensional demographics

by Andrés T. Tapia – medicalhomearticle.LatFamily-300x208

(This article was originally published on my LinkedIn page: https://www.linkedin.com/today/author/18562142)

In the last post, we finished talking about the second of three strategies corporations can use to seize the opportunities offered by the growing Latin talent pools. In this post, we’ll cover the third and final strategy.

Strategy 3: Marry marketing psychographics to multidimensional demographics

A telltale sign that there is lack of clarity about how to best reach Latino talent and consumers is that many are confused by just the most basic terminology: is it Hispanic or Latino?

The very fact that these terms are often used interchangeably in the media, but have meaningful although not-so-simple-to-explain differences in their origins and who uses them and how, is telling in itself.

But which term to use is only the tip of the iceberg. When we say Latino or Hispanic are we referring to the first-, second-, third-, or fourth generation Latino? The Boomer, Xer, or Millennial Latino? The English-, Spanish-, or Spanglish-dominant Hispanic? The Peruvian immigrant or the Honduran American born in Wichita? Or any of the other hyphenated Latinos coming from 27 different national heritages? This is the demographic part.

Then, as marketers well know, there is a psychographic part—the drivers that influence consumers’ purchasing decisions. Do they buy for comfort? For adventure? For status? For being on the cutting edge?

Latinos, like members of any other group, also have psychological drivers unique to the individual. Marketers have been able to group these individual psychological drivers to segment consumers. So even within the same demographic group they can go after segments such as hipsters, rebels, or security seekers. These are the psychographics.

The next step is to marry demographics with psychographics to create the most targeted approaches to attract talent and consumers. In other words, knowing the multidimensionality of demographic characteristics of Latinos is exceptionally important, but it is not enough without also layering in the various psychographic profiles.

This then gets us to the motivations of Latinos as it relates to cultural identity. How much do they or do they not want to identify with their ethnic roots versus how much do they want to embrace mainstream American culture as the core of who they are. Are they assimilationists? Are they Upwardly Mobile Aspirants? Are they Nationalistic in their ethnic country of origin pride?

The psychographic profiles that people will take are unpredictable to discern for individuals. But patterns do emerge. And now we can combine appealing to the demographic of the Millennial Puerto Rican to the psychographic or those who are Assimilationists or Nationalistic for example.

When the media zeros in on the undocumented (11 million) and the marketers on the Spanish speakers (34 million that is inclusive of the undocumented numbers), they are looking at important segments within the Latino umbrella but not the whole.

For example, they most often overlook the 26 million English-dominant Latino Millennials who paradoxically also tend to identify with the heritage of their parents’ country of origin (Colombian, Costa Rican, Argentinian, etc.) according to Pew Hispanic Research.

Marisela, my daughter, is a case in point. I think back just a few years ago, tiara perched on her jet-black hair, looking radiant and happy, surrounded by her friends and family. It was her quinceañera—her fifteenth birthday—a rite of passage in the Latino culture where a girl becomes a young woman. Mom, a European-American, and Papi, proud…and torn. Our daughter was coming of age and this joyous celebration with 200 people, a live salsa band, and a Peruvian food buffet, also marked one major milestone in Marisela’s passage toward independence and growing into her own identity.

So Marisela talks about being Peruvian American even though she was born and raised in the United States. She embraced becoming bilingual and multicultural as her friendships include young people who are Jewish, European-American, Black, and Latino. She spent extended time in Peru, where she found love and ended up marrying a Peruvian.

Adult choices

While Millennial Latinos are shaping their own Latino identities so are those in the older generations in the rapidly changing demographic landscape.

This was the lively topic of conversation at dinner in Boston’s North End, at the outdoor patio of Ristorante Fiore, an Italian restaurant on Hanover Street, after a successful diversity conference. A group of us Latinos sat, sipping our wine or espressos, began debating the role of accented English as it related to Latino identity in the workplace. Why is it that having a French or British accent is seen as a plus, but having a Spanish accent a drawback? And because of this, should Latinos who speak English with a Spanish accent work at reducing their accent? As the alcohol and caffeine took its effect, the conversation around how we sound dipped into a discussion about identity and success when one is in the minority.

The answers are not easy, the implications uncomfortable. Here we are a table of Latinos from different countries, different migration stories, different choices. What path should each of us take? I described facing ridicule and teasing at best, discrimination at worst due to my heavily-accented English during visits to the United States when I was young. This experience motivated me to work on my accent when I came to back to the United States to attend college.

As I did, the change in responses to my words clearly shifted toward more positive reactions as I calibrated my inflections, pitches, and tones. From that point on, it was as clear as the Peruvian brandy pisco that many English-dominant European-Americans heavily weighed their assessment of the value of words by the density of the accent of Spanish-dominant speakers.

But others around the table at Ristorante Fiore have made a different choice, equally valid. For them, how they sound, including their accented English, is part of their Latino identity. It is a marker of who they are culturally in the same way that Martinez, Ochoa, Jimenez, and Castillo are name markers of a Latino identity that is so paramount that even when offered a choice through different circumstances of a more Anglicized name, they don’t take it up. While others do.

We pick our cultural identity spots. ‘Este es quien soy’. ‘This is who I am’. Increasingly, for more Latinos, particularly Latino Millennials, the assimilation survival tactics of their parents are not as necessary or desirable.

Instead, our choices of how to let our Latino selves show up in American society are as diverse as the various peoples that make up the Latino/Hispanic fabric “en los United States de America.”

Promising future For Latinos—and the companies who hire them

I hope you have enjoyed and taken some good takeaways from this series. It takes two to tango. If Latinopalooza and corporate America can learn to dance together, the benefits of the reverberations of this multicultural choreography will be felt in the workforce and marketplace for a long time to come.

Reaching Latinos: Become self-aware of how corporate cultures are and are not attractive to Latino talent

 

By Andrés T. Tapia –

(This article was originally published on my LinkedIn page: https://www.linkedin.com/today/author/18562142)

In the last post, we started talking about the second of three strategies corporations can use to seize the opportunities offered by the growing Latin talent pools. In this post we’ll cover two more points that support this strategy. If you missed any of the previous posts in this series, click here.

How cultural assumptions get embedded in talent systems

So what is actually happening in today’s businesses? Let’s look at just one current talent management philosophy commonly adopted among highly successful and knowledgeable human resources professionals that may inadvertently have an exclusionary impact on Latino talent: “Everyone owns their career progression.”

This talent development philosophy gets operationalized through mechanisms such as career maps, online universities with “developmental maps” that employees can read, follow, and fill out as they chart their own course. Then there are conversations for them to initiate: How did I do? How will I be rewarded? What do I need to do next? It all then gets codified in the performance and development review.

This has worked quite well for many and this is not inherently a bad or good thing. It’s actually a good thing—if your workforce is homogeneously reflective of this particular worldview.

But too many have been left behind through this approach, which via unconscious bias gets codified right into the talent system and for different cultural preference reasons. Latinos are among the groups that are negatively affected disproportionately by this approach. The problem emerges with a lack of awareness of the cultural bias in this seemingly “fair” approach to development and advancement. It is premised on an individualistic, internal control, sequential, task-oriented worldview.

Latinos face additional differences with corporate America’s (European-American) archetypical worldview. When choosing between employers, many Latinos prefer companies that show cultural competency and sensitivity toward people like themselves. They value opportunities to network, grow professionally, give back to the community, and achieve work life balance. Interculturalist, Brenda Machado Koller, describes a Latino sensitive workplace as one that promotes “familia and simpatía,” one that is family-like and warm and friendly. Such an environment can be leveraged to promote greater loyalty, trust, and engagement.

With such disparate views of how to get things done, it should come as no surprise that Latinos have made very few inroads into leadership positions in corporate America.

Navigating a new worldview

When companies wake up to these differences and obstacles in their current efforts to attract Latinos, it can quickly become an exercise in futility. Conversely, organizations with the courage to truly assess where culture change is necessary and then make the changes will be well-positioned to win the Talent War by attracting their unfair greater share of Latino talent.

Yet, even as I plant a cultural flag of difference for the sake of Latino identity where corporate America needs our differences, I also plant another flag regarding European American and other cultures within the corporation: we need theirs.

With this stance, those of us who share archetypical Latino worldview also need to choose to learn the skills and ways of a linear, sequential, task-oriented, European-American-dominant culture—not only to better understand, and by that get along better, but also to add more tools to our professional toolkits.

I can thank both my Latino worldview and the exposure I’ve had to the European-American worldview through colleagues, with their individualistic task-oriented, internal-control approaches. As I adapted it has made me a better and more effective professional because I have diversified my skills toolkit.

Conversely, many colleagues have told me that they have come to more greatly value the times when a more improvisational, communal, and holistic approach has led to different and, at times, better results than had we followed the directives of a more structured worldview.

But note the phrase “adapted to it.” The line in the sand for many multicultural Latinos is right here. One can adapt without losing one’s cultural identity. “Assimilation,” on the other hand, is where the loss happens—which is to give up those things that have made us unique, to bury them alive, and to only operate within the confines, rules, and expectations of the majority culture we are in.

But what has to stop is the expectation that the full responsibility of adaption is on Latinos. We must have reciprocal adaptation or else, game over.

Reaching Latinos: Become self-aware of how corporate cultures are and are not attractive to Latino talent

by Andrés T. Tapia –iStock_4746494XSmall.HispBusTeam

(This article was originally published on my LinkedIn page: https://www.linkedin.com/today/author/18562142)

So far I have written about the first of three strategies corporations can use to seize the opportunities offered by the growing Latino talent pools. In the next two posts, I’ll share about strategy #2.

Strategy 2: Become self-aware of how corporate cultures are and are not attractive to Latino talent

Latino and European American cultures differ in some pretty fundamental ways, and corporate cultures often follow suit. Simply put, the average European American corporate world is not all that inviting to many Latinos.

According to a 2013 poll over 75 percent of Latinos feel people with their background are discriminated against in the form of not being hired or promoted for a job and being called names or insulted. We can’t continue to ignore the I-can’t-believe-it’s-still-true-in-2015 reality of pernicious discrimination.

But, there are also problematic cultural differences that create barriers to healthy Latino representation at all levels of an organization even when ugly discrimination is vanquished.

Cultural differences are more an Issue than most admit.

In Latino Talent: Effective Strategies to Recruit, Retain and Develop Hispanic Professionals, Dr. Robert Rodriguez, president of DRR Advisors, writes, “Along with discrimination, Latinos are also the victim of common negative stereotypes including being perceived as being too passive and lacking the conviction necessary to be a good manager, and of being too emotional to fill leadership positions. These stereotypes often are the result of a lack of understanding about how cultural principles and traditions common in the Latino community impact actions and behaviors.”

Let’s unpack Dr. Rodriguez’ assertion about cultural differences. But first, let’s have a crash primer on how to talk about culture comparisons. We are going to compare archetypes—the general tendency of a particular group to behave in certain ways without falling into stereotype, the assumption these tendencies are true for every member of the group. Sociologists and interculturalists have been able to trace the normative, bell curve behavior of groups fully recognizing there are many who, for a variety of reasons, do not adhere to these group norms.

So, archetypically speaking, let’s compare and contrast some of the many ways the normative behavior of Latino and European American cultures differ:

  • Sense of identity. For European Americans the value of individualism, where their sense of identity will more likely come from the self, contrasts with that of many Latinos who tend to be more group or community focused, where their sense of identity may come more from whom they belong.
  • Ascribing status. Latinos can be more hierarchical compared to the more egalitarian European American approach.
  • Getting work done. European Americans can tend to focus more on the tasks at hand to get the work done versus Latinos who tend to place greater importance on relationships.
  • Managing emotions. We all have them but Latino culture tends to value showing emotions while European American culture tends to value restraining the display of emotion.
  • Determining what is fair. European Americans tend to seek reassurance in the rules, while Latinos tend to be more comfortable with exceptions as they seek to address the uniqueness of each situation.
  • Belief of what can be controlled and managed. There is a prevalent European American belief that one can dominate the environment and external circumstances (“God helps those who help themselves”) versus the more common default stance by many Latinos that things may be out of our hands (“Dios quiere” or God willing)
  • Time management. European Americans tend to be ruled more by the clock whereas Latinos more by the event they are in.

These then are some significant differences that, at their most benign expression, lead to interesting cocktail reception conversation. But, applied to business, these points of view actually become the assumptions on which talent and leadership program competencies, development, and performance assessment get built.

For example, the career advancement assumption that each employee owns and can manage the creation of their own development plan. (I will elaborate on this on upcoming posts.)

 

Reaching Latinos: Understand and Embrace the Multidimensional Diversity Within the Latino Community

by Andrés T. Tapia – Mixed group of nations behind the American flag.

(This article was originally published on my LinkedIn page: https://www.linkedin.com/today/author/0_2GLbzz5IxAOAl4u7o72q9a?trk=prof-sm)

In my previous post, I mentioned three strategies corporations can use to seize the opportunities offered by the growing Latin talent pools. We’ll begin by discussing the first strategy in more depth.

Strategy 1: Understand and embrace the multidimensional diversity within the Latino community

First, we need to understand Latino diversity.

Though grouped together as Latinos or Hispanics, there are many layers of diversity within this population. Some are the same layers that every group faces, with their own unique twist, including:

Generational—For predominantly English speaking Latino Millennials, only 16 percent of them see themselves as white compared to twice as many older Latinos. They are less likely to have assimilated than their first-generation parents, who—as they faced discrimination due to their limited or accented English—chose not to teach their kids Spanish.

Plus you can add the dynamics of the creative tension among the generational diversity of Boomers, Gen Xers, Millennials, and Gen Z also shows up in Latino communities.

Language—There are Latinos who are Spanish English or Spanglish dominant. Seven in 10 young Hispanics report they regularly blend English and Spanish into a Spanglish hybrid.

Identity—Many Latinos straddle the fusion of more than two identities. Millennial Latinos are more likely to be in mixed ethnic and racial backgrounds and they self- identify with the blended identities of “Blaxican,” “Mexipino,” or “China-Latina” and more. These young Latinos epitomize the new Latino-American multidimensional identity.

History in the USA—Latinos in the USA can be recent immigrants or be fourth or fifth generation. Latinos in the USA can either be economic or political refugees. Or be ancestors of families that were of that part of Mexico annexed by the United States in the Spanish American war.

Country of origin—Latinos come from 27 different nationalities with a wide range of races and ethnicities. Spanish speaking Blacks come from the Caribbean, Colombia, Perú, Panama, and other countries. Millions of those characterized as Latinos come from indigenous backgrounds from Tierra del Fuego in the farthest southern reaches of Latin America to the Rio Grande border with the US.

 Given all this variety, Latino identity cuts across a wide spectrum of choices, so individual Latinos face complex choices of how much of it to embrace. This cultural identity spectrum can go from the fiercely nationalistic to the fully assimilated into mainstream U.S. culture.

Next, embrace this diverse multidimensionality of Latinos in talent and marketplace penetration.

We need to differentiate among the various Latino talent pools and segmented markets. There is no one Latino market in the same way there is no one Latino talent force; therefore, we must be wary of jumping to conclusions about your talent attraction materials. In order to have effective strategies for sourcing, attracting, hiring, engaging, advancing as well as selling to Latino talent, we must differentiate and define whether we are targeting the first, second, third, or fourth-generation Latinos. The Boomer, Xer, or Millennial Latino, The English-, Spanish-, or Spanglish-dominant Latino.

Be crossculturally agile. Ensure you don’t inadvertently use slang, cultural references, and pictures that are meaningful to say, Puerto Ricans, when you are trying to reach those who are mostly Mexican.

Don’t be paralyzed by fears of offending. By feeling you have to guess what the identity choices are of Latino talent or consumers. Watch, study, observe. And then, when necessary, which will be often, ask.

Be Latino diversity savvy by grasping the vast diversity among what often gets lumped under the simplistic umbrella of “Latinos.” Learn this and shape your talent attraction and marketplace penetration strategies accordingly. Just by doing this you will go a long way in enhancing your attractiveness to this highly desired talent pool.

My next post will zero in on “Strategy 2: Become Self Aware of how Corporate Cultures Are and Are Not Attractive to Latino Talent.” Stay tuned.

What Does the Latino Boom Mean for Business?

by Andrés T. Tapia –

(This article was originally published on my LinkedIn page: https://www.linkedin.com/today/author/18562142)

In my last post, I shared a teaser with some head turning statistics oniStock_4746494XSmall.HispBusTeam Latinos that I was launching in this series. So let’s get started.

Consider this. The United States continues to be in the midst of a Latino population explosion. In the first decade of the 21st century, Latinos grew at three times the growth rate of the rest of the population—becoming the largest ethnic minority group. This has accounted for half of the overall United States population growth. At this rate, it is estimated that one in four U.S. nationals will be Latinos by 2025 and one-third by 2050. By 2060, the U.S. Hispanic population is estimated to reach 128.8 million.

So, what does this mean for businesses? There’s a largely untapped pool of talent available, who can bring ideas, connections, and information that will help to grow the Latino market as well your business. To seize the many opportunities offered by the growing Latino talent pools, corporations must heed three key principles:

  1. Understand the multidimensional diversity within the Latino community.
  2. Become self-aware of how corporate cultures are and are not attractive to Latino talent.
  3. Marry marketing psychographics to multidimensional demographics.

In this blog series, I will explore each of these principles with facts, strategies, and practical tactics. I invite you to comment along the way.

The Latino Talent Boom and How Not to Miss Out

By Andrés T. Tapia –medicalhomearticle.LatFamily-300x208

(This article was originally published on my LinkedIn page: https://www.linkedin.com/today/author/18562142)

Latinopalooza is a multi-stage, multi-ethnic, multi-age phenomenon that is already having great impact in the marketplace, political landscapes, and talent.

Organizations that don’t anticipate the implications of #Latinpalooza will miss out in many ways. Here are some facts you need to know:

  • Latinos are projected to be one-third of the U.S. population by 2050 with Latinos today already accounting for 21 percent of the Millennial number. This is not a niche market; it is the market.
  • Twenty-five million eligible Latino voters nationwide and over six million in places like California. This is not a side constituency; it is the margin of victory.
  • Sixty-nine percent of Latinos are currently going to college, the largest percentage of any ethnic group including whites. This is not just a student body ratio; it is the future workforce.

In this series of posts, #Latinopalooza, we will share strategies corporations can start doing now to capitalize on as Latinos become one of the biggest societal and talent stories in 2016.

Ya! The Time Has Come for Latinos to Claim Our Place in American Society

by Andrés T. Tapia

(This article was originally published on LatinPost.com http://www.latinpost.com/articles/21389/20140915/ya-time-come-latinos-claim-place-american-society.htm)

U.S. Capitol Dome

U.S. Capitol Dome

It’s up to us to have our power match our numbers

Power-cito, my Spanglish word for power-with-a-lowercase-p, is the Achilles heel of the surging Latino narrative. Despite our supersized growth, we have too much evidence that our power in many areas of society does not match our numbers.

As we joyfully celebrate and share our Latino roots during this year’s Hispanic Heritage Month, let’s also challenge ourselves to step it up and make our presence known and felt. Because when it comes to executive and senior leadership positions, political representation, and a marketplace that knows and meets our needs, we are not yet fully accounted for.

In leadership, according to the Hispanic Association on Corporate Responsibility, among the 1,200 executive and director positions available in its 2009 Corporate Inclusion Index, Hispanics held only 61 of those positions. That’s 7.9 percent. In 2013, it went down to 7.3 percent. Additionally, only 18 percent of Latinos work in management, professional, or similarly related positions.

Politically, we Latinos do not vote in numbers that the size of our population would suggest. In Arizona, for example, Latinos make up about 31 percent of the state’s population. Two-thirds (67 percent) of this population is native born, with a median age of 25 and a 57 percent home-ownership rate. These are the indicators of a potentially influential, voting-eligible population. Yet, many Latinos believe recent Arizona immigration legislation is detrimental to their community.

In the marketplace, there are still too few choices for products and services that cater to the needs, wants, and aspirations of the broad diversity within the Latino community — from the Spanish-dominant first generation Latino immigrant to the fourth generation Spanglish professional to the affluent MBA on the executive track.

The headwinds are both external as well as within ourselves. We must be vigilant about any discrimination and rally our allies in squelching it. A 2013 Harris Interactive poll found that over 75 percent of Latinos feel people with their background are discriminated against in the form of not being hired or promoted for a job and being called names or insulted.

But we ourselves also get in our own way as we seek to rise to the top. For example, many of the highly energized Latino advocacy organizations have a reputation for not being collaborative, and instead being highly competitive with one another. National origins and territoriality get in the way. A zero-sum game mindset feeds this.

We therefore have a splintering of advocacy groups — many doing insightful, passionate, committed work, but not in a coordinated, scalable way. But this splintering is what contributes to Latinos not displaying strength commensurate with our numbers.

It’s Up To Us

But it’s time we stop looking to others to hand us the power. We need to, and can, rise up to meet it. For us as individuals, it depends on our own ability and willingness to speak up for ourselves and being able to take the more calculated risks required of leaders. And collectively it’s about finding ways to minimize the differences within our own Latino ranks and being able to leverage the many things we have in common to advocate more effectively for what we need and want.

Here’s what we can stand on. Fifty-five million Latinos, and growing, are out there shopping, traveling, banking, studying, and raising families. The Latino purchasing power of $1.4 trillion in 2014, the fastest growing in the United States, is greater than the economies of 11 nations, including Mexico, the Netherlands, Switzerland, Sweden, and Indonesia.

And as companies struggle with growth, Latinos offer a marketer’s dream target audience — young, growing, and underserved. With one-third under the age of 18 and 25 percent in their 20s and 30s, the majority of Latinos are near the peak of their spending years.

As we become homeowners, we are driving growth in the household goods industry at a time when other groups are cutting back on these purchases. The familia focus leads to purchasing for the here and now. Latinos over-index compared to other groups in the purchase of toys, BBQ grills, furniture, and eating out. This is consumerism driven by a worldview of many Latinos that what matters most is hoy (today), for who knows what mañana (tomorrow) will bring.

Even with the high unemployment tied to the Great Recession, Latinos account for 13 percent of the workforce and have a participation rate of roughly 68 percent. This is a higher workforce participation rate than among whites, African-Americans or Asians. From a numbers perspective, companies unsuccessful at sourcing, attracting, and engaging this talent pool will see their talent pipeline shrivel up.

Hispanics are tasting the fruits of entrepreneurship as well. According to a 2013 Geoscape study, Hispanic-owned business have grown to over 3 million, a 40 percent increase between 2007 and 2013, outpacing the growth rate for any other demographic group. They generated over $468 billion in revenues.

In addition, Latinos made a key difference in how the 2008 and 2012 presidential elections went. And with now both major parties deeply disappointing Latinos in one way or another, we are in a position to be more demanding about what it will take to win our votes.

So here we are. According to Pew Hispanic Research, Latinos are twenty-one percent of the millennial population. This is the precursor to all Latinos expected to be one-third of the U.S. by 2050. Latino is not a niche market; it is the market. Twenty-five million eligible voters nationwide, and over 6 million in places like California is not a side constituency, it is the margin of victory. Sixty-nine percent of Latinos going to college, the largest percentage of any ethnic group including whites, is not just a student body ratio, it is the future workforce.

We have the numbers behind us, as well as our optimism, our energy, and our ambitions. But we have to stop waiting for others to make the way for us. Se hace el camino al andar, you make your path as you walk it. Let’s stop playing it safe and instead take the necessary steps to be seen as the future power brokers of how things are going to be.

We have a the rest of this month to reflect on this. From there, time to take action.

Race and Colorism Alive and Too Well

by Andrés T. Tapia –39748906GlobalForum_50_150dpi

(The following article was originally published in Diversity Executive.)

Today, after nearly a decade of denial that race still makes a difference in
the United States, the #BlackLivesMatter movement that emerged in response to the shootings of unarmed black men Trayvon Martin, Michael Brown, Eric Gardner and Walter Scott is not letting the country sweep race back under the carpet.

But the United States is not the only country that must reckon with the unfinished business of racism. Despite protestations by locals, race and colorism continue to play an inordinate role in social exclusion in Europe, Latin America, and Asia where people are unwilling to admit that skin color still plays a role in marginalizing those of darker hue.

Europe

Europe struggles with a dearth of darker skinned leaders in the corporate world. In various European countries I have worked in and visited, Europeans’ self-image of their own egalitarianism flies in the face of deep housing and social segregation.

This is evidenced by the low-income neighborhoods of North Africans and Muslims surrounding Paris who in the past decade have erupted in violent protest against racial inequality. The Council of Europe just this year released a report titled “France: Persistent Discrimination Endangers Human Rights.” But race is difficult to talk about not only qualitatively but also quantitatively since a law was passed in 1978 that specifically banned the collection and computerized storage of race-based data.

In 2014, according Spanish advocacy group Movement Against Intolerance, of the 1,285 hate crimes reported to police across Spain, 37 percent were motivated by race. In the United Kingdom, the amount of those who self-report that they have some prejudice has risen to 30 percent in 2014 from 25 percent in 2001, according to an article in The Guardian titled “Racism on the Rise in Britain.”

These headwinds must be in play when considering a report by an organization called “Business in the Community,” which focuses on specific aspects of campaigning on diversity. It shows that less than 1 in 15 ethnic minority workers in the U.K. hold a management position.

Asia

According to the 2013 World Values Survey, 43.5 percent of Indian respondents said they would not want a neighbor of a different race and, according to 2014 survey by the National Council of Applied Economic Research and the University of Maryland, 27 percent of Indians still practice caste untouchability, the practice of ostracizing a group by segregating them from the mainstream by social custom or legal mandate.

In a 2013 study by the Institute of Policy Studies and OnePeople.sg, 1 in 2 Singaporean residents do not have close friends from another race, and only 71 percent of Singaporean Chinese believe it is a good thing that Singapore is made up of people of different racial groups. This correlates with the fact that 1 in 10 Indian and Malay respondents (the largest minorities in Singapore) perceived being treated worse than other races when using public and other services.

Latin America

Various Latin American countries will bristle at the notion that racism may be at play in their societies. Yet, there is an unmistakable pattern: The darker one’s skin is, the lower they tend to be on the socioeconomic ladder.

In Brazil, which is about 50 percent black or mixed race, there is a lack of black representation among executives, senior managers, and managers. Spend time in the business district of Faria Lima, and they are not evident. Even at a recent corporate diversity conference by a reputable global diversity and inclusion organization, the highly committed participants from major corporations could not muster racial diversity even in the most token of ways.

Despite protestations that skin color does not matter, why does Brazilian Portuguese have a Crayola-like color scheme with 134 different terms to capture different skin color gradations? These gradations don’t just make for interesting conversation; they make an economic difference.

According to a BBC report, “on average, white and Asian Brazilians earned twice as much as black or mixed-race Brazilians … black Brazilians are much more likely to be poor and rarely reach the top levels of business or politics.”

The Work Ahead

Between the realities of racial profiling on the streets, to rising prejudice and distrust of those of darker skin, and the continued dearth of people of color in leadership positions, where does this leave diversity practitioners? That even as we rightly broaden the definitions of diversity to be about myriad dimensions of difference, race wherever we look — whether we like it — still matters.

Diversity of One

by Andrés T. Tapia –DiversityBusPeople.dreamstime_xs_54345011

(The following article was originally published in the Korn Ferry Briefings on Talent & Leadership.)

As minorities become majorities, organizations must rethink the conventional dimensions of identity and inclusiveness.

Deep in the pristine laboratories of pharma giant Roche in Basel, Switzerland, molecular scientists are experimenting with and achieving breakthroughs on a new understanding of diversity. Not that they would characterize their quest for blockbuster designer drugs in terms of understanding diversity. But their work is now guided by a scientifically evolved understanding that human beings are so genetically diverse that the future of curative and palliative care lies in moving away from the manufacture of mass-application drugs, in favor of drugs that are personalized to each individual patient’s chromosomal profile. In their parlance, this is “precision medicine”—in essence, it is individualized medicine.

What the scientists are witnessing at the genetic level is also taking place in society. Demographic changes have been so massive in the past generation—in nearly every country in the world—that while diversity is more relevant than ever, the way we think about it is obsolete. The stalwart paradigms of group identity based only on race, gender, age, sexual orientation, or disability no longer cover the scope of our multidimensional identities. No one is just black. Or Latino. Or female. Or gay. Or blind. We are much more complex than that. We have entered the age of ultradiversity.

This ultradiversity leads to intersected identities such as GayVeteranXer. Or an ElderlyPersonwithaDisability. Or a MillennialIntrovertedFemaleManager. Or a BoomerAfricanAmericanGeneralManagerMalewithAdultKids. Or a LesbianSingleMother.

Or …

In this era, we need to invent “precision talent” strategies applying principles analogous to what pharmacologists are doing with drugs. We must be ready to address the “Diversity of One.”

But there is a counter-force that seeks to minimize differences. The intentions may be benevolent or sinister, but either way they have a damaging effect on societal wellness as well as talent strategies. If we ignore the reality that these differences exist and are only getting more complex, and that they must therefore be addressed, we will contribute to mounting social and work force pressures. Think #Ferguson#BlackLivesMatter. #ArabSpring. #GlassCeiling. #HigherTurnover.

As we grapple with Diversity of One, we must rethink basic assumptions about diversity. What does “minority” mean when “minorities” are majorities? What does it mean that those who are young have more experience with the supernova-hot trends of digitization, social media, and globalization than 25-year careerists do? What does it mean that it’s still a “man’s world” when two-thirds of undergraduates in the U.S. are women and by 2025 in the U.K., for example, women are expected to possess 60 percent of all personal wealth? What does “disability” mean when there are plentiful examples of people with disabilities outperforming those who are supposedly able-bodied? What does it mean to be “closeted” in sexual orientation when Tim Cook, CEO of Apple, the biggest, most valuable and arguably most influential company in our daily lives, comes out as a gay man? Or that the president of the United States is biracial?

The answers to these questions also challenge many current talent strategies that are failing to address the implications of ultradiversity. Let’s look at some of these new aspects of diversity within three well-established dimensions (race/ethnicity, gender, and disability) and what new and innovative human capital strategies are needed to address them. These then can serve as templates for exploring the implications for a much broader set of diversity issues such as globalism, nationality, faith, generational thinking styles and personality, to name just a few.

 

Why Corporations Need to Pay Attention to #BlackLivesMatter

by Andrés T. Tapia –

(This article was originally published in Huffington Post Black Voices)

As outrage over young, unarmed black men being shot by law-enforcement officers fuels marches in America’s streets from coast to coast, there’s an awkward silence among corporate-diversity champions on how best to engage on the issue.

The discomfort is understandable. While corporations can have social impact when they choose to, they have very rarely been at the vanguard of social-change movements and, by definition, must act according to self-interest, considering what is best for their brand and place in the market. Given this, the bar is set very high on when company leaders feel they can and should weigh in on polarizing topics without risking a hit to their bottom line.

So yes, General Mills, with its family-friendly brand, chose to recast Betty Crocker’s highly traditional father/mother nuclear family in the vein of Modern Family/Black’ish/Cristela. Starbucks stood up for LGBT rights in the state of Washington. Many companies are making glass-ceiling-shattering decisions when it comes to who leads them (#IBMGinniRometty, #YahooMarissaMayer).

But when it comes to race, and especially when it comes to violence on the streets, the terrain gets so much more complicated when it comes to how corporate decision makers feel they can and should respond.

In conducting my diversity and inclusion consulting work in corporate C-suites this past year, I have experienced a growing cognitive dissonance between what are genuine commitments on the part of leaders to achieve more diverse and inclusive workplaces on the one hand and, on the other, a near complete avoidance of reflecting on the implications of Michael Brown, Eric Garner, and Trayvon Martin on their work.

Sure, it can feel like a leap to many. But here’s where we need to make the link. While some may say that the issues between the police and low-income urban youth are too far removed from the corporate dynamics facing college-educated professionals of color, scratch the surface and there are significantly more psychosocial links than meet the eye.

In saying there are links, I am not saying these are parallel situations. The dynamics of law enforcement, public safety, and incarceration disparities have a life of their own that don’t show up in corporations. But the realities of unconscious and conscious bias that lead to racial profiling and racial marginalization, which manifest in very different ways on the street, have a way of showing up under different guises in the corporation.

Take a moment and reflect.

The black male executives or high-potential talents swiping their ID card as they start their work day have just come in from a real world outside where they have a significantly greater chance of having been stopped by a police officer on their way to work, either driving or walking, than their white counterparts.

Check out these statistics about how real this kind of racial profiling is, and then ask yourself how much this may be weighing on the minds of Black and Latino employees. As reported by the ACLU in 2013, around 525,000 New York residents were stopped and questioned by police. Of those, 56 percent were Black and 29 percent were Latinos, though Blacks and Latinos collectively make up just over than 51 percent of New York City’s total population. Eighty-eight percent were found to be innocent.

It does not take a great leap of logic to consider that the level of paranoia this may induce on the street is likely to show up in some ways at work. I saw this firsthand when I was the chief diversity officer at a global human resources consulting and outsourcing firm headquartered in a white neighborhood. African Americans were indeed pulled over not infrequently as they were just trying to get to work. They were also more fearful of leaving after dark, therefore often showing less willingness to stay longer to finish a job.

And beyond fearing being stopped for driving or walking while Black, there are the too-many-to-name instances where a highly accomplished professional gets given the keys by a driver at valet parking, or gets asked for the aisle number for the paprika, or gets tapped for a glass of wine at a reception. Just ask President Barack Obama and First Lady Michelle Obama, who shared with People that even they have not been spared from this type of indignity.

Back to the workplace. Even with the consistently dropping unemployment rate, there is a persistent discrepancy between the unemployment rates for various racial groups in the U.S. In November 2014, according to the Bureau of Labor Statistics, the unemployment rate for whites and Asians was 4.9 percent, while the Latino rate was 6.6 percent, and for Blacks the rate is 11 percent.

And for those who are employed, the prospects of leadership promotions are dismal. According to DiversityInc magazine and the Alliance for Board Diversity, in the Fortune 500 only 1.2 percent of CEOs and 6.3 percent of board directors are Black. The representation of Asians and Latinos among Fortune 500 CEOs is no better, at 1.8 percent and 2 percent, respectively, and board membership has been reported at just over 2 and 3 percent, respectively.

Meanwhile, out in broader society, compared with whites, Blacks and Latinos experience disparate results in health carelong-term savings, and educational achievement and face greater obstacles to being able to vote easily and suffer greater discrimination in housing and bank financing.

What does it mean to say that race still matters? It means that race has an influence on individual outcomes. From the moment a person is born in America, his or her race matters. Race matters at birth, and it matters at death. Race matters in the food we eat and in our health. Race matters in education and in justice. Race matters in politics; it matters in housing. Race matters in employment; it matters in wealth. Race matters in the U.S.A. from cradle to grave.

If we declare that we value diversity and inclusion in our corporations, then we must face this moment-of-truth question: Today, as protestors step into the streets, football fields, and basketball courts declaring that #BlackLivesMatter, are we ready to do the necessary soul searching and organizational changes to bend the narrative that race still matters in the workplace?

 

The Desolate Streets of Ferguson

by Andrés T. Tapia –ferguson_500x279

This commentary originally appeared on the New America Media website.

FERGUSON, Mo. – The protesting crowds have thinned. The 24-7 news army has packed up its equipment and moved on to the next hot spot. But Ferguson is still simmering.

It’s breathtaking enough walking through the business district along Florissant Ave. to see one storefront after another still boarded up either because of broken glass or as a prevention against vandalism or looting. But that scene does not ready my companion and me for the devastation a few streets over on West Florissant Ave., the epicenter of the worst violence in the wake of the non-indictment of police officer Darren Wilson for the deadly shooting of unarmed teenager Michael Brown.

The destruction stretches for nearly a mile on both sides of the wide avenue. I see for the first time the extent of the spillover rage that the TV cameras somehow did not fully capture. There’s the Walgreens, the McDonald’s, the Little Caesars, the Phillips 66, the Toys R Us, the local beauty salon, the local auto shop, the local diners — all torched, with smashed windows and dumpsters in the parking lots used to throw away the burnt, wet, broken debris of those chaotic nights in August and then again in November.

A National Guard armored vehicle rumbles down the avenue. Another is parked near an underpass. Police cars are tucked in business driveways throughout. A large lit up construction sign declares that a key intersection in the area will be closed after 5 pm that day. It’s the intersection where protestors gather nightly.

Meanwhile, the citizens of Ferguson try to go about their daily lives. They walk the streets to the boarded up grocery store for the day’s ingredients or to the deli for the day’s coffee. An artist advertises his upcoming CD release party.

Flashbacks to my growing up in a military dictatorship in Lima, Peru pop up for me. This is what a State of Emergency looked like. The surreality of the mundane of day-to-day life against a backdrop of militarization, physical destruction, deep distrust, and a feeling that further conflagrations lie just below the surface.

At the same time, just as Mother Nature revels in the green shoots that suddenly emerge here and there in a vast expanse of forest decimated by a massive wildfire, there are signs of resilient hope surrounding the armored vehicles, cop cars, and burnt out and boarded up stores.

Nearly every single plank of protective plywood nailed to storefront windows were tagged by peaceful protestors with messages of affirmation. Ferguson Strong. Keep Calm and Pray On. Peace in Ferguson. Natalie’s Cakes and More [Is] Open. Love More. Love is Blk + Wht.

Hundreds of ribbons with more messages of hope and affirmation are tied to wrought iron fences along the avenue. They flutter in front of desolate burnt out buildings as well as a neighborhood school where the students are back at their desks.

I’m in town to meet the Chief Diversity Officer for a national corporation with headquarters on the edge of Ferguson. She tells me about various inclusive events her organization is proud of having conducted inside corporate walls. But just down the street, the still-shuttered restaurants, shops, and bars speak to a tense reality facing the citizens of metropolitan St. Louis who walk through her company’s doors every day. She sees an opportunity for healing dialogue that she has been testing in one-on-one conversations, though she has yet to figure out the best way to go about it organizationally.

She understands the fragility of it all; but also the need to keep pressing on in bringing a torn community together. The task feels enormous since it’s not just about Ferguson but about the still very unfinished work of racial reconciliation and inclusion in America.

But as the positive graffiti and ribbons testify, it can also be brought down to a simple message: “Peace and Justice are two sides of the same coin.”

And these require a people and a nation who care. Do we and can we?

Creating Unity in a Broken Community: Eradicating Violence and Discrimination

This is a guest post by Candi Castleberry Singleton, chief inclusion and diversity officer, UPMC/University of Pittsburgh Schools of the Health Sciences. The piece originally appeared on her Facebook page.

by Candi Castleberry Singelton — Mixed group of nations behind the American flag.

Until now, I’ve avoided my deeply personal thoughts about all of this news. My heart is so, so heavy.

At age 12, on my way home from school, I was confronted by six  White LAPD officers who pointed guns at me and accused me of robbing a hamburger stand on 8th Ave. This was clearly not the case. When they were done harassing the 12-year-old me, they just left. Long story short, I’m grateful to be alive.

At age 18, two Black men mugged and dragged me down an alley on Century Blvd. Inglewood PD arrived and caught one of the two. My mind and body were bruised. Needless to say, I’m grateful to be alive.

Years later, I married a police officer, who served for 16 years in the Bay Area. I’ve prayed for him every day because he was a police officer (he’s no longer an officer), also because off duty, he is a Black man.

I’ve spent many days worried about both sides of this situation. We all know that there are both good community citizens and good officers. There are also bad citizens and officers. We simply CAN’T stereotype ALL people, roles, or functions; this doesn’t move any of this forward.

Today, I pray for families, police, collaboration, and peace in our streets and neighborhoods. I pray community leaders and elected officials will listen and hear the voices and concerns of the people they serve.

I pray we will share our point of view responsibly, vote, and do our part to hold each other—including our friends and family—accountable to make our world a better place for ALL to live—with ALL of the differences.

As a Berkeley grad, I’ve done my fair share of protesting and advocating (but nothing compared to those before me.) What I’ve come to believe is we CAN find common ground when we recognize that issues can often be resolved by working together and respecting others. Differences are ONLY barriers when we allow them to be. We can accomplish more working together than alone, meaning Black & White, police & communities, citizens & leaders, etcetera. There is power in the “&”!

“You may say I’m a dreamer, but I’m not the only one.” — John Lennon

#IwillDOmyPart

For Diversity to Work, Recognize Differences, Not Just Similarities

by Andrés T. Tapia —Multiracial Hands Making a Circle

There is no question that embracing diversity by finding common ground with others has been a good idea. It has been a key to transcending racism, sexism, homophobia and other prejudices. Societies that have found a way to discover or create shared values to reconcile cultural clashes have experienced much healing and prosperity.

But this approach, heavily shaped by the gospel of tolerance and sensitivity, can also have a shadowy side. Assuming sameness can mask ways in which we are different. If key gaps are not recognized by assuming differences, it can lead to a different form of bias. When we assume that everyone is the same, we are assuming that everyone is “just like me.” This, ironically, is the very essence of self-centeredness.

Tolerance is an antidote to defensiveness on the part of majorities toward those who are different. It’s manifested in statements such as: “I’m O.K., you’re O.K.” “We’ll agree to disagree.” “Live and let live.” It’s the answer to, “Why can’t we all just get along?” But tolerance does not delve into differences. It maintains a “truce,” rather than “seeking the truth” and the awkwardness that often accompanies uncompromising candor.

Sensitivity takes the cultural “cease-fire” a few steps further. It finds its voice in statements such as: “I will work at understanding that you have unique needs and preferences.” “When you say something bothers you and it doesn’t make sense to me, I accept that it is important to you.” Between the lines, it says, “I’ll let you have that, ‘gimme’.”

But sensitivity and tolerance are not enough to guarantee progress after a “culture war” ends. Ignoring or glossing over differences won’t make them go away.

Here is one example of how I made a mistake in assuming similarity, and my co-workers erred as well.

I was working on the leadership team for one of the largest human resources consulting companies in the world. Most of my colleagues were white, Midwestern and female. I was a male from Peru. We liked each other personally and professionally. We seemingly wanted the same thing, which was to serve the organization well with our best thinking while living by the company’s values of collaboration, integrity and respect.

So when the breakdown happened, none of us saw it coming. It played out like this: I would present an idea to the group, and I would hear responses such as “Andrés, I agree with you 100 percent.”

So after the meeting, I thought I had gained agreement from the group and took the next steps with assurance. But then the e-mails and voicemails started flying in: “What are you doing? This is something we did not agree to!” Confused, I replied, “What part of ‘100 percent’ didn’t I understand?”

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