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 –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.

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.

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.

 

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

by Andrés T. Tapia – LegalImmigrant

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, 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 billon 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 powerbrokers of how things are going to be.

We have a full month to reflect on this. From there, time to take action.

World Cup Fervor Shows How USA Has Assimilated to Immigrant Cultures

by Andrés T. Tapia 

Watching the World Cup in Brazil got me to thinking about how World Cup fever has exploded  in the States. From sports bars and airports to public arenas, a cross-section of Americans have joined with the rest of the world to watch in rapt attention.  It just goes to show how assimilation has turned into a two-way phenomenon. Check out my recent Huffington Post piece on how World Cup Fever Shows How USA has Assimilated to Immigrant Cultures.”

 

 

TEDxIndianapolis Talk: Why Diversity is Upside Down

by Andrés T. Tapia –

Why is diversity upside-down and how do we with what that means for our lives and our companies? Check out my recent TEDx Talk in Indianapolis, IN. I explore just how much our world’s hyper-diversity has affected practically every aspect of our lives – in our personal relationships, in our communities, and in our companies.

 

 

The Not-So-Empty Nest

by Andrés T. Tapia – Portrait of senior couple with adult son

It’s the subject of much Boomer handwringing and comedy routines: the boomerang adult. That’s the kid who on finishing post-high school schooling (or after a brief foray on their own) returns home to live with Mom and Dad.

Boomer parents are not imaging things. Their sons really are coming home to roost. And yes, it’s primarily a guy thing. That’s according to the U.S. Census, which found that from 2005 to 2011 the percentage of men age 25 to 34 living with their parents rose from 14% to 19%, but only increased from 8% to 10% for women of the same age.

If it’s any consolation to American parents, this trend is global. Young people in Europe, Japan, Canada, and other areas are taking longer to transition to adulthood. In Italy, 37% of men 30-years old and up have never left home. There are men in Japan pushing 40 still living at home. And reports from the UK show 25% of young adult males are still at home, compared to 13% of women the same age.

In a Salon.com piece that looks at this phenomenon, author, sociologist and a Johns Hopkins University dean Katherine Newman talks about her interviews with people in six countries in southern Europe, the Nordic states, Japan and the U.S. She explains some of the reasons behind this global trend.

Globalization and the recession are making it harder for new workers to enter the labor force, and the cost of housing is climbing. But other social and psychological factors are at play too. The result is a sometimes rocky, sometimes serendipitous experience for these families as they struggle to redefine adulthood and familial roles in the face of overwhelming global economic forces.

I’m glad that Newman realized that it’s more than economics keeping young people at home. There’s something else going on here and some of it’s cultural. Typically, young people in North American, Japan, UK, and the Nordic countries moved toward independence sooner than in other countries, like Spain or Italy. Newman talks of the cultural differences between countries. How a particular society describes this trend reflects cultural and social attitudes as well as political and governmental policies.

More than just an interesting demographic trend, this development is also an expression of multi-faceted cultural divisions – among countries, among generations, and between genders.

What Boomers believe is the normal transition to adulthood will soon be upended by the experiences of Millennials and Generations X and Y. Depending on where they live, parents from differing regions and countries will welcome, decry, or simply accept the return of their “adultsters.”

Engagement: The True Measure of Inclusion

by Andrés T. Tapia –

 

Multiracial Hands Making a CircleInclusion! It’s the rallying cry in today’s organizations – a response to the urgent recognition that diversity alone is not enough. This has become more evident as organizations have become more diverse, but have failed to achieve the promise of diversity.

While a key diversity metric is a count of the different ways an overall workforce is diverse, inclusion requires different measurements. I believe there are three key inclusion metrics: influence and decision-making power, strength of the talent pipeline, and engagement. Today, I want to talk about engagement. (Look for my take on the other inclusion metrics in future postings.)

As seemingly obvious as this is, few organizations fully leverage engagement and employee satisfaction surveys to measure inclusion. And here, I’m not talking about the four to five questions around diversity and inclusion. Rather it’s about being able to use and analyze every single engagement survey question through a diversity lens.

A good number of companies are doing demographic cuts of the data. But I’ve been surprised that it’s still a limited number. However your organization defines the mix (diversity), it should be measured by how well the mix is working (inclusion). I can’t think of a more powerful, embedded, systematic, and accepted tool to do this than the engagement survey. It’s smart to hook diversity and inclusion to engagement, which often is already an accepted, and even valued, metric.

A few tips:

  • If you are already measuring “people of color,” see if you can break the group down into the different racial or ethnic population segments. You’ll very likely find variance in the results.
  • If you are measuring engagement by age and tenure, see what it looks like when you break the data down by generation. Evaluating age ranges within a generation can be more beneficial than simply looking at age.
  • If you are proud of your lesbian, gay, bisexual, and transgender (LGBT) inclusion efforts, count your LGBT population and measure their engagement.
  • If you want to discover more people with invisible disabilities, give them the opportunity to self-identity in your engagement survey. When they do, offer a handful of questions specifically about their experience as a person with a disability in the organization.

Be sure to measure these aspects in a multidimensional way. Don’t just look at your female engagement. Rather, look at the engagement of Millennial women versus Xer women versus Boomer women. Then look at those cuts through a racial or ethnic lens. With this approach you can look at multivariate results that lead to much more pinpointed and meaningful issues that in turn lead to much more focused interventions and solutions that can lift inclusion of those particular groups.

Measurement is not enough, however. When the results come in, be sure they are analyzed in crossculturally competent, diversity savvy ways. Much interpretation of engagement results is governed by cultural and worldview assumptions, beliefs, and preferences. Challenge preconceived notions of what is and is not engaging. Tap into the different groups for insights. See what’s missing that should be considered.

Diversity and inclusion practitioners need to get really smart about the art and science of engagement. Are you a part of those key engagement conversations? If you are, be ready to provide your diversity and inclusion practitioner insight coupled with a credible grasp of the engagement discipline. For those of you who aren’t currently plugged into your company’s engagement efforts, connect with the person who owns engagement. Ask him or her, how do you use this tool? What are its advanced uses? What are the challenges? Get to know that person and their engagement work.

As you learn from them, offer to help them become even better engagement professionals by allowing them to see the diversity and inclusion implications from a crossculturally competent way. The more diverse the workforce gets, the more diversity savvy all of human resources must become when it comes to making the most of the engagement surveys.

In upcoming messages, I look forward to sharing more thoughts on the other two key measures for inclusion: influence and decision-making power, and strength of the talent pipeline. In the meantime, I would love to hear from you about this topic. Share your thoughts in the space below.

2012 is the Year of New Thinking

by Andrés T. Tapia —  

diversitywords

With more than a month into the New Year, now is a good time to check how we’re doing with our 2012 resolutions. Earlier, Diversity Best Practices offered some practical suggestions of things you could do to increase your impact this year.

This is also  a good moment to re-examine common topics, challenges, and opportunities in a fresh way. At Diversity Best Practices, we’re committed to disseminating details about best practices, but we also strive to be at the forefront of new thinking.

What’s the new thinking in 2012 that has implications for diversity? Three things come to mind.

It’s a Multidimensional World

In today’s global, multiracial, multigenerational workforce some of the classic ways of thinking about diversity feel too limiting. With affinity groups, mentoring programs, and career fairs organized in unidimensional ways (women or Latino or Black or Asian or Gay) how do we effectively address the growing reality that people can be all of the above?

We need to challenge ourselves to think about diversity in multidimensional ways. If you missed last year’s insight paper published on this very topic make sure to check it out. The take aways included that in the past decade the number of multiracial people in United States has tripled and the Millennial generation has grown up in an era of greater tolerance, which means there is going to be an acceleration of multicultural relationships. What’s more, globalization is bringing together people from different cultures and nations, which is leading to new types of bonds that transcend traditional diversity dimensions.

The conversations around race, for example, sound and feel very different among white Baby Boomers (who tend to have grown up in more homogeneous environments and didn’t encounter diversity until they went to college) than among Millennial whites (who grew up in multicultural communities and in a growing number of cases were in the minority).

It’s imperative we have a better handle on the implications of the intersections between race, gender, sexual orientation, and disability to just mention a few. Is there a place for the gay African American or the Latino with a disability or the Asian who is a military veteran? This creates seemingly vexing new challenges in the workplace, particularly for employee resource groups. How do you accommodate this growing multidimensional reality? Many ERGs are not equipped to address this. Now is a great time to look at your team and discuss strategies.

Global is the New Local

We also need to shift how we think about global work. Instead of viewing it as an expansion of one’s domestic efforts, today’s global business culture necessitates that companies start globally to be successful. How do you do this? Instead of treating your global work as an add on, a global mindset needs to be in place when you develop your initial strategy. In effect, your entire approach becomes global, with your U.S. headquarters becoming one of your many global regions. 

This has implications for developing strategy, action plans, staffing, stakeholder analysis, and communications strategy. Even for those who are only U.S.-based, globalization is already affecting your support functions, competitive landscape, and future expansion plans. This is about the place where you stand, your punto de partida, your starting point. How much are you thinking of global as your punto de partida?

It’s Not Just About People

More and more Fortune 1000 companies are seeing that diversity is not just a talent issue. It’s actually a huge marketplace issue. The multicultural population represents a $3 trillion market. And it’s a market that is growing, as these populations enter the job market, go to school, have their first home, insurance policies, self-paid vacations. These groups will be driving consumption. In my work as president of Diversity Best Practices and in consulting, the opportunity here is bastante grande, very big. This is where executives get highly engaged when we can help them see the direct line of sight from diversity to revenue and growth.

One example of a company capitalizing on this trend: At a Walgreens in Highland Park—a Chicago community comprised of Jewish, Anglo, and Latino residents—the ice cream freezer is not stocked with Häagen-Dazs, Ben & Jerry’s, or Breyers, but rather La Michoacana, a Mexican ice cream provider. The brand is not well known in the United States at all, but it’s definitely recognizable to those who grew up in Mexico. The decision to feature that brand of ice cream at the impulse buying check out area is a money-making nod to the fast-growing Latino demographic in the neighborhood.

When you see something like that it means things are starting to go mainstream. How much is your diversity strategy riding that wave? How much are you lending your voice and perspective to harness the power of diversity to really win in the marketplace?

The War Is On

The talent war is going to heat up. Be on the look out. It cooled down during the recession, but the diversity of that highly desirable talent hasn’t decreased. With the economy gradually improving, competition for that diverse talent is increasing. Great talent will be available because people are ready to look for new opportunities. Just recently I was talking with the CDO at one of our financial member companies and he commented about all the great talent he has come across recently and, in contrast to last year, this wasn’t very good talent who happened to have been laid off, but very good talent currently employed at very good companies looking to make a move to enhance their careers.

To be at the forefront of doing vital work, keeping and reviewing these new ways of thinking as beacons of thinking will be essential for a successful, prosperous, and breakthrough year.

 

The Senses of It All: New Insights on Disability Diversity (Sidebar)

accessibilityMy visit to Serasa Experian  that prompted the blog post, “The Senses of It All: The Blind Proofreader and Other Remarkable Stories of Normalcy,” led me to some new insights on disability diversity:

  • The Best Advocates for those with Disabilities Are those with Disabilities
  • Until There Is a Compliance Mandate, Nothing Moves
  • Everyone Needs Accommodation

The Best Advocates for those with Disabilities Are those with Disabilities
It’s so easy for sensitive and inclusive diversity practitioners to not forget to include “disability” in the laundry list of diversity issues that must be addressed. But how well do we, plus business and HR leaders and managers, truly know how to best meet their needs? My sensory disorientation during my lunch time conversation with Felipe, Diego, and João was indicative of my being blind to the subtle needs of those who couldn’t see and unable to truly listen for the needs of those who couldn’t hear.

For the organizational gyroscope on disability inclusion to be properly calibrated it’s vital to have a leader or change agent involved who also has a disability to ensure the readings of the visible and invisible oscillations are true and helpful to navigate through them. It’s no surprise then that under a diversity leader with a disability such as João, that Serasa Experian’s has become a benchmark for best practices for creating inclusion for salaried professionals with a disability.

The Environment Has to Be Deliberately Nurtured So All Can Collaborate in Creating Inclusion for those with Disabilities
To break bread over a meal is always a choreography as we sit, serve, chew, talk, listen, gesture, sip, swallow. Food is cut, drink is poured. Plates, cups, silverware, napkins come and go throughout the various courses. Our hands and arms poke, slice, bob, weave, undulate as we intermingle conversation with consumption. The choreography then becomes much more complex as a deaf, blind, quad, and clueless guy sit down to for white bean soup, sole, and filet mignon.

And here’s where waiters in the Serasa Experian dining room sprung into action. Without missing a beat, they joined the dance in anticipatory ways as they put placemats, salt and pepper shakers, glasses within the reach of the one who has blind, at times guiding his hands toward the desired object, ensuring line of sight with the one who was deaf so he could read their lips, cutting the meat into bite size pieces for easy access. Conversely, as tuned in as the waiters were to the special needs they needed to tend to as part of their job, the executives at the neighboring table carried on with their business, not in a oblivious or neglectful way, but rather in a casual way that indicated that the extraordinary choreography nearby was an ordinary part of life at the company.

This scene did not happen by happenstance. It is the result of an explicit, deliberate strategy that has been well communicated and where all employees have been properly oriented to best create an inclusive environment for those with disabilities.

Until There Is a Compliance Mandate, Nothing Moves
As much as Serasa Experian is a values-driven organization that believes in diversity, inclusion, and the financial power of having an engaged workforce, the catalyst for their extraordinary story around disability diversity was the law that set a quota for the percentage of people with a disability that should make up Brazilian companies’ workforces. It was in response to this that they brought in João who then had the powerful combination of a compliance mandate plus a leadership team that wanted to go beyond doing just enough.

And here’s a telling contrast between disability-related laws passed in Brazil and in the US, not only how compliance brings about change, but also on how the law is framed impacts the outcomes. The Americans with Disability Act (ADA) focused on accessibility and accommodation. But unlike Brazilian law, it did not address representation. At its core it was about mandating that companies be appropriately proactive in creating architectural accessibility to anyone who may show up on public sidewalks, lobbies, hallways, and restrooms so that those with disabilities could get around. It also mandated that reactively accommodations be made to enable someone with a disability to do their job.

So with this compliance framing, the US ends up with wheelchair accessible buildings and handicapped parking sprouting up systematically throughout the country yet not with very many people with disabilities in the workplace.

Conversely, through compliance Brazil chose to emphasize representation but not so much accommodation in public spaces. And guess what? Brazil ends up with a much better workplace representation story but poor accessibility of public spaces.

Everyone Needs Accommodation
As I heard the stories of Nancy, Diego, Felipe, Lais, João and observed their working environment it reinforced for me that in this upside down world we need to redefine what we need disabled and accommodation and instead talk about being differently abled.

Before I elaborate, let me insert this caveat: In making the point that follows, I do not intend to equate all limitations as being equality difficult or easy or equally costly or painful. Rather I suggest that instead of looking at this as being an either/or of being able bodied or having a disability that we instead look at the issue as a continuum.

So back to my point. I see organizations and society resisting proactive and reactive accommodation because of cost and inconvenience, But let’s get some perspective about what accommodation really is. Because don’t we all, in one way or another require some form of accommodation? And are there are myriad ways in which society, the workplace, those around us accommodate our needs without question? So why should we suddenly question request or needs that may be less common but are just a serious and important as those we address without question.

Walk with me through this thought process. We can’t be in two places at once so we need telephones. We are limited in how much we can handwrite so we have devices with keyboards.. We are limited in how many tasks we can tend to so we need administrative assistants. We don’t work very well when its too hot or too cold so we need heating and air conditioning. We can get physically I’ll so we need healthcare coverage. Most of us aren’t inheritors of wealth so we need retirement savings benefits. We can’t work without resting so we need breaks during the work day and weekends every 5 days, and vacations at least once a year. We need to find babysitters so we get childcare referrals on the web. We have bodies that get fatigued and need the proper support so we have ergonomically sound chairs.

So how is this any different from the reality of a having some form of disability? In essence all things above have to do with an element of limitation of the human body and mind. We are always providing accommodation to all types. Those with disability at some level have the same need to address some physical or mental limitation that may be less prevalent than, say. our susceptibility to hot or cold. Addressing disability is simply providing what workers need to be as efficient and effective as possible and with their talents have the best chance to come out flush for the sake of the organization and the individuals.

The Senses of It All: The Blind Proofreader and Other Remarkable Stories of Normalcy

by Andrés T. Tapia

The author surrounded by remarkable stories of career normalcy. (Left to right) Engineer Felipe Trigueros, Journalist Nancy Galvão, Marketing Assistant Diego de Castro, Proofreader Laís Kari, Psychologist Priscila Neves, (seated) Anthropologist and Diversity Leader João Ribas.

The author surrounded by remarkable stories of career normalcy. (Left to right) Engineer Felipe Trigueros, Journalist Nancy Galvão, Marketing Assistant Diego de Castro, Andrés Tapia, Proofreader Laís Kari, Psychologist Priscila Neves, (seated) Anthropologist and Diversity Leader João Ribas.

SÃO PAOLO — My synapses were crossed. In the executive dining room, engineer Felipe Trigueros could not hear me because he is deaf, so I turned to face marketing assistant Diego de Castro who could. But it was Felipe who needed me to look at him so he could read my lips while Diego couldn’t even tell which way I was facing. Then Diego turns to Felipe to say in Portuguese what I had just said in a combination of English and Spanish. But why was Diego soundlessly mouthing the words rather than speaking aloud? Oh, yeah, duh, Felipe is deaf!

A little later a sign language interpreter comes in to further facilitate the conversation for Felipe’s benefit, particularly as I am asking questions of my new acquaintances. But after a few communication gestures he stops and Diego picks up again with the silent mouthing. I don’t get it. Oh, yeah, duh, the interpreter is a Brazilian Sign Language interpreter and we are all mostly talking in English!

So let me back up. I’m at Serasa Experian, a leading Brazilian global information services company, at the invitation of their diversity leader, João Baptista Ribas. I had met João and his boss, Tomás Carmona, the head of Sustainable Development, on a previous visit. On that trip I learned how Serasa Experian’s holistic diversity and inclusion strategy had the its start in disability due to the need to respond to a law passed in 2003 that required companies in Brazil to have, depending on their employee size, anywhere from 2-5% of workers with disability.  How different to the genesis of holistic diversity in the US which has had its start in race and gender.  João, who has paraplegia due to a congenital malformation and is in a wheelchair, was hired to lead that effort. Once he had implemented what is a truly groundbreaking approach with salaried professionals with disabilities he has been building out the more comprehensive diversity and inclusion efforts.

The first time around João and Tomás had shared their holistic diversity strategies with me and sought my reactions. On this visit we were going to dive specifically into their disability diversity work by, most importantly, meeting and having in-depth discussions with the talent with disabilities Serasa Experian had hired. Joining João, Felipe, and Diego in the conversation were Nancy Galvão who is a journalist and whose right hand withered when she contracted polio, and Laís Kari, who is a proofreader and blind — yes she is, and is among Serasa Experian’s best doing that kind of work.

These individuals were not the token representatives of disability diversity. As I walked the hallways later I met and saw dozens of employees in wheelchairs, dozens who were blind, dozens who were deaf, carrying about the business of accounting, programming, writing, marketing, etc. It was extraordinary in its ordinariness.

What unfolded during the conversation was a narrative about the intersection of disability with identity, prejudice, humanity, career, autonomy, freedom, and ambition. Some highlights, first about their own experiences and beliefs and then some new thoughts they triggered for me:

THEIR EXPERIENCES AND BELIEFS

Autonomy and Independence Is the Greatest Desire; Freedom the Greatest Outcome
Whether in words or in their stories, Felipe, Diego, Nancy, Laís, and João said the same thing: for those with disabilities, autonomy and independence which lead to freedom to pursue their goals are their greatest desire and what they pursue relentlessly.

Of course, they avail themselves to technology such as the cochlear implant, the screen reader that magnifies text on computer screens, the TDD telephone, as well as other support mechanisms such as the sight dog, the translators, ramps, and doors that always open outwardly. Explains João, “People say ‘poor you, confined to a wheelchair.’ But they don’t understand. I’m not confined. Rather, my wheelchair means freedom.”

“When my hand withered due to polio,” says Nancy, the writer, “my mom wanted to kill me and herself. But I wanted to be a journalist. People said that I couldn’t, because I was the one with the disability, the poor little one. Today I earn more money than any two-armed person in my family and I think I can say I am one of the happiest.”

Laís picks up on this narrative, “The attitude on the part of society is ‘No walk. No study. No work.’”  But each of these professionals has ambitions as big and mundane as any able bodied person’s. Felipe has sought career advancement and gotten it, having been promoted three times in 2009 and 2010.

“One of my dreams has always been to go to university,” says Diego who started to go blind just five years ago. “I wanted to have a house and a family and I was not going to let my going blind stop that.” He can now scratch these three items off his to-do list and he’s ready to add a couple of new ones: go to business school and become a leader within the company.

Work Is Empowering and Humanizing
“When you don’t have a job you don’t feel like a human being,” says Laís. “And it’s not just about the money. It’s also about making friends, and discovering things about yourself you did not know you could do. And it’s also about our families changing their view of what we are capable of.”

And it’s in this last statement that the key to disability diversity lies. Family members and co-workers stop seeing the disability and start seeing the person. “The best moment,” says Felipe, “is when my co-workers don’t see me as deaf but rather as a very good engineer.”

Work also allows each of these individuals to pursue their inner passions and to now make a living off of them. When I ask Laís how she ended up being a proofreader she tells me enthusiastically, “I have always loved to read. I love the Portuguese language.” And with the help of a digital replayer which is software that reads aloud what is on the screen, Laís and Priscila Neves, another blind employee I met who is a psychologist, crank up the replayers to read back to them at 10 times normal speed — so fast that it sounds like gibberish to my untrained ear. Laís zips through the document she is proofreading and, like finding a needle in haystack, plucks out the typos and misspellings.

Their stories make clear how affirming and dignifying it is to have a job, not just for those who have a disability but, when seen through their eyes, really for all of us. Think about the power of the following statement by Laís: “Now I can buy a new refrigerator for my Mom.”

As I wrap up, let me give the final word to one of my newfound friends at Serasa Experian: “Disability is not a problem,” says the blind proofreader. “What’s a problem is convincing others that it’s not a problem.”

In the battle of the senses, this makes a lot of sense.
___________________________________________________

Sidebar: New Insights on Disability Diversity
My visit to Serasa Experian led me to some new insights on disability diversity:

  • The Best Advocates for those with Disabilities Are those with Disabilities
  • Until There Is a Compliance Mandate, Nothing Moves
  • Everyone Needs Accommodation

Click here for sidebar.

Scrabble Accepts Slang to Score Inclusion Points

by Andrés T. Tapia –

ScrabbleTiles

In a bow to diversity and inclusion, the makers of Scrabble have added 3,000 new words to the  Collins Official Scrabble Words list including some street slang to appeal to Gen Xers and Yers such as “innit,” “thang,” “blingy,” and “grrl” as well as some Islamic, Chinese, and Japanese terms such as “umma,” an Islamic community, “wagyu,” a breed of Japanese cattle, and “qin,” a Chinese musical instrument. So reports the United Kingdom’s Sun newspaper and Canada’s  Globe and Mail.

Scrabble is known globally, with more than 4 million sold worldwide each year and it’s produced in nearly 30 languages. The Collins list governs acceptable Scrabble words outside of North America. For the US and Canada, approved words are still found in The Official Scrabble Players Dictionary, which is produced by Merriam-Webster, the folks most known for producing dictionaries used in schools and colleges.

As with any significant change, controversy has ensued. In a Slate post, one ardent fan argued that slang should never be allowed.  Good luck with that stance. Not only is it exclusionary in an elitist way, but also not in touch with reality. Language must evolve or it dies. What has made English so enduring and widespread globally has been this very elasticity. And that’s cool by me.

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