In 1996, Anne Marie Scharer took her place behind a sizable screen, her French horn ready. She was pursuing her ultimate aspiration—a full-time role with the Metropolitan Opera Orchestra of New York. For several weeks, her friends supported her prep by calling out random pieces from a designated music list. To evoke the right emotion for each composition, Scharer had annotated her sheet music with descriptors like “peaceful” and “valiant.” However, her greatest advantage was the screen itself. By obscuring her identity from the selection committee, it ensured that her evaluation was based solely on her skill, not her gender.
An overview of workplace diversity
From 1970 to 1997, with the introduction of screens for blind auditions, the likelihood of a woman progressing past the “initial rounds” of auditions surged by 50%, as indicated by a 2000 report in the American Economic Review. Over time, the female representation in the top orchestras of the country rose to “approximately 35% for the BSO [Boston Symphony Orchestra] and Chicago [Chicago Symphony Orchestra], and nearly 50% for the NYPhil [New York Philharmonic], whereas prior to 1970, women constituted less than 10% of new hires.”
To truly appreciate this progress, reflect on the U.S. Congress—out of around 540 members, only about 27% are women, and just below 11% are Black. The figures for Hispanic and Latino (9.6%), Asian/Pacific Islander (3.9%), and Native American (1.1%) members all fall short of 10% of the “total congressional membership.” Consider the boardrooms of the Fortune 500, where female and minority representation reached a mere 38.3% in 2020, according to Deloitte and the Alliance for Board Diversity’s “Missing Pieces Report.” Or the predominantly white Academy of Motion Picture Arts and Sciences, which in the year of Selma failed to include a single minority actor among its Oscar nominations. Furthermore, a 2020 study from AnitaB.org revealed that women represent just under 29% of the technology workforce.
Fostering diversity in the workplace
Can we incorporate a screen in every workplace? No, but we can strive harder to recognize the inequalities that uphold a problematic status quo. Here are some insights from experts on what can be done to enhance diversity within organizations.
1. Initiate changes from the top.
Former Intel CEO Brian M. Krzanich acknowledged this challenge when he committed to achieving a fully diverse workforce by 2020 during his speech at the Consumer Electronics Show in Las Vegas. “We believe that an inclusive workforce strengthens our company,” he stated. In a business with a culture described by Newsweek as “harshly misogynistic,” Krzanich referenced his two teenage daughters to emphasize his point. “I want them to have an equal opportunity to lead a company like Intel one day,” he conveyed to a Bloomberg Business reporter.
Krzanich didn’t propose a guaranteed success formula. However, he prioritized diversity as a strategic goal, set specific targets, and connected those targets to management compensation. This approach signals to stakeholders that you’re serious, according to tech innovator Ken Coleman, a notable former executive at Hewlett-Packard and Silicon Graphics. “Every business measures what is deemed important: whether it’s growth, profit margins, or marketing costs,” he notes. “If diversity matters to you, then it must be quantified and objectives established.”
2. Diversity is a matter of competition, not compliance.
Is reflecting the demographics of your community beneficial for public relations? Absolutely, but Ted Childs emphasizes the importance of profitability over political correctness. “I don’t care who you dislike,” he states. “You love money more than you hate them.”
During his nearly four-decade tenure at IBM, Childs conducted extensive research illustrating the advantages of workplace diversity. Thanks to individuals like him, it’s now clear that diverse teams often outperform more homogenous ones. The success of any collaborative effort depends on the ability to harness varied perspectives, synthesize insights, and communicate those effectively. For continued innovation, a wide-ranging viewpoint is essential.
In a groundbreaking initiative documented by David A. Thomas and Ayesha Kanji for Harvard Business School in 2004, Childs, then vice president of workforce diversity, established eight task forces. Each team was comprised of executives and managers from specific IBM communities: “Asian, Black, Gay and Lesbian [renamed in 2000 to “Gay Lesbian Bisexual and Transgender (GLBT)” for enhanced inclusivity], Hispanic, Native American, People with Disabilities (PWD), White Men, and Women.” The task for these groups was to contemplate questions related to their communities. The aim extended beyond merely enhancing IBM’s appeal to minority candidates; it also involved strategy to broaden the company’s customer base.
Among the strategies that resulted were groups dedicated to “[identifying] and [supporting] marketing and sales tactics” to engage women- and minority-owned enterprises. Another group worked on a federal amendment that mandated accessible technology and “[supported and encouraged] technology development to bridge the gap for people with disabilities.” The PWD task force not only ensured compliance but also established a global accessibility project office in 2002, ensuring all products and services were accessible to all users.
Ultimately, the recommendations from Childs’ task forces generated hundreds of millions in revenue. This is why he advises businesses to view diversity initiatives as a critical link between workforce and market.
3. If you believe you are free from bias, reconsider.
“People don’t lie awake thinking, How can I discriminate against someone tomorrow?” Coleman remarks. “That’s not how it functions.”
Bias is often more subtle, rooted in human tendencies and the fear of making the wrong choice. “Social structures tend to replicate themselves,” Coleman elaborates. “Thus, if I create a company with two Harvard grads and one from Yale, I might feel inclined to hire Ivy League graduates because they seem less risky.”
Such biases can cloud our perception of success and failure. A 2012 study by Yale researchers revealed that science professors—both male and female—evaluated resumes less favorably if the applicant was female. When presented with two identical applications, one for a candidate named John and another for Jennifer, professors at six U.S. universities showed their unconscious preferences. On a scale of 1 to 7, Jennifer received an average rating of 3.3 for competence while John scored a 4. Additionally, John was offered an annual salary roughly $4,000 more than Jennifer, despite both holding the same entry-level lab position.
This form of bias, however absurd it may be, occurs frequently.
“Many companies have preconceived notions about what a good leader looks like,” explains Mason Donovan, co-founder of the Dagoba Group and co-author of The Inclusion Dividend: Why Investing in Diversity & Inclusion Pays Off. “This perception of a ‘good fit’ often exhibits a bias reflecting past leaders.”
4. Attaining workplace diversity demands effort.
You need to actively recruit talent. Don’t limit your search to MIT—explore Georgia Tech, Tuskegee, and Morehouse as well. Attend the annual Stars and Stripes Dinner to connect with tech talent from the armed forces. Reach out to organizations that serve Black engineers, LGBTQ professionals, Hispanic programmers—any relevant skill sets. Furthermore, mandate that your managers conduct thorough investigations before making hiring decisions.
“If diversity isn’t on your radar and you take no action, it won’t happen,” warns Fortune 500 leadership adviser Bonnie St. John, a decorated skiing athlete who won medals at the 1984 Paralympics in Innsbruck. “Diversity is not a natural occurrence.” When the NFL aimed to tackle allegations of bias within its leadership, it led to the establishment of the Rooney Rule, which mandates its teams to interview minority candidates for various open positions. However, progress continues to be sluggish; the number of Black head coaches remains unchanged at three since the Rooney Rule’s initiation, with only three additional minority head coaches.
However, identifying the right candidates is merely part of the challenge.
“Recruiting exceptional individuals isn’t the difficult part,” Childs asserts. “Retaining them is.” Just ask women in tech, half of whom will depart their roles by age 35, according to findings from Accenture and Girls Who Code. After attracting new talent, the efforts must persist. It’s crucial that all employees feel included, respected, and able to express their true identities. Recognize that individuals have various ways of sharing ideas, communicating, and celebrating achievements. A team-building poker night at a local smoke-filled bar might not be the best choice. You must remain vigilant that numerous factors can undermine your welcoming intentions.
“All those policies, protocols, and cultural norms—both formal and informal—dictate the environment,” notes Mark Kaplan, Donovan’s business partner and co-author. “Without dedicated efforts to change these, personnel will come and go, while underlying issues will persist.”
5. Neglecting diversity efforts means you risk losing out.
The statistics are compelling. U.S. Census Bureau estimates indicate that the population of “non-Hispanic White” individuals is projected to drop from 61.3% in 2016 to 44.3% by 2060, while the Hispanic population is expected to grow from 17.8% to 27.5% and the Black population from 13.3% to 15%. Even more revealing is the exponential increase in purchasing power among “African American, Asian American and Native American consumers,” which surged from $458 billion in 1990 to $3 trillion by 2020, reported by the University of Georgia’s Selig Center for Economic Growth. Additionally, Hispanic purchasing power climbed to $1.9 trillion, while African American buying power reached $1.6 trillion.
The changing face of America is undeniable, Childs emphasizes.
The transformation is occurring before our eyes. Nashville, Tennessee, is home to the largest Kurdish population in the U.S. As of 2019, Minnesota hosts 6% of immigrants from sub-Saharan Africa, noted by the Migration Policy Institute. (Texas has the highest proportion of these immigrants at 12%.) Nowadays, you don’t have to be a global conglomerate to reach audiences from Myanmar and Vietnam; both communities are established within the U.S. Moreover, with the advent of the Internet, it’s possible to establish a business in downtown Wichita, Kansas, while employing staff from Bangladesh and production teams in Beijing.
“The diversity of decision-makers in your markets is increasing,” Kaplan observes. “It’s not just about internal dynamics and team building; it’s about how you connect with clients.”
Kaplan’s insights hold weight; his corporate consulting firm, alongside Donovan, operates out of New England, serving a clientele that is about half international.
6. Embrace your differences with pride.
Indeed, we inhabit a new era. In 2015, New York City became the “first large U.S. city” to officially acknowledge two Muslim holidays—Eid al-Fitr and Eid al-Adha. People with disabilities are scaling Mount Everest, competing in the Olympics, and pitching for the New York Yankees. As of 2019, minority-owned businesses represented “approximately 18.7% (1.1 million) of U.S. employer businesses,” per the U.S. Census Bureau.
It’s time to steer clear of viewing workplace diversity initiatives as merely a form of affirmative action; these are essential strategic necessities. “Don’t approach your clients by saying, ‘I consider everyone the same,’” St. John advises. “Avoid that mindset! Acknowledge their uniqueness and seize the possibilities.”
IBM initiated such practices back in 1995. The success of Childs’ task force led the company to establish employee networks that expanded the conversation. These forums evolved into valuable resources for employee development and retention while fostering a rich stream of innovative ideas. The Market Development Group created to identify sales opportunities with women- and minority-owned businesses generated $300 million in new revenue in 2001. Likewise, products catering to individuals with disabilities were anticipated by IBM executives to yield over a billion dollars in revenue in the next five to ten years. Interestingly, among the tracked constituencies, the gay community exhibited the highest levels of education, computer literacy, and disposable income.
The journey towards workplace diversity
On a Saturday in February, 14 girls faced an impending blizzard to attend a computer science class at Drexel University. If the leaders of Intel and Google had the mindset of Division I basketball coaches, the inner-city Philadelphia campus would have been bustling with dynamic recruiters showcasing the wonders of Silicon Valley. Instead, the girls quietly entered a stark classroom, shed their heavy jackets, and settled in front of keyboards. All between the ages of 10 and 15, they gathered to explore video game design—a skill previously reserved for their fathers and brothers.
As they engaged with their glowing screens, gradually animating a heroine adorned in a red cape wielding a magic wand, Tracey Welson-Rossman, the chief marketing officer of local IT consulting firm Chariot Solutions, shared her reasons for gathering the girls. As the sole female executive among approximately 65 employees at Chariot, she had long pondered the low number of women applying for positions there. “This field is incredible,” she expressed. “It offers flexibility, the option to work remotely, excellent pay, and if you maintain your skillset, you’re always in demand.”
She discovered that the number of women pursuing careers in electronics and computer science has declined substantially. Data from the UC Berkeley School of Information states that women earned roughly 36% of bachelor’s degrees in computer and information science in 1986, a percentage that plummeted to around 21% by 2019. Factors contributing to this decline include the lack of educator support for future female tech leaders and prevailing stereotypes. The archetype of the socially awkward, hoodie-clad tech genius prevalent in Silicon Valley culture doesn’t exactly entice prospective female candidates. “At the core, they are merely consumers of technology, not its creators,” asserts Welson-Rossman.
Boosting diversity in technology
Determined to catch those girls’ interest before societal pressures dissuaded them, she founded the nonprofit TechGirlz in 2010, providing workshops covering topics such as coding, podcasting, 3D printing, programming, and robotics. On weekends, holidays, and occasionally after school, volunteers and industry experts mentor the participants, employing a curriculum rich in collaboration and exploration. “Seventy percent of our students return for additional classes,” reports Welson-Rossman. “We have a waitlist for our waitlist.”
Organizations like Black Girls Code, Girls Who Code, and others offer similar initiatives for various age groups. Their achievements challenge the perception that minorities and girls lack interest in technology while highlighting the broader obstacles faced by companies like Intel. For years, they drew from nearby talent pools, which is why company picnics were filled with numerous Asian men from the local high schools and colleges attended by tech leaders. However, as competition from Google, Facebook, Apple, and Twitter intensifies, those talent pools have diminished.
It will take some time before Welson-Rossman’s students enter the job market. Meanwhile, we must address the barriers that impede their older peers and hinder diversity in the workplace. For instance, Carnegie Mellon adjusted its admission policies in the late ’90s to eliminate biases, resulting in a nearly 50% female representation in its computer science program by 2018.
Finding more solutions like this and examining the messages we communicate is crucial. It’s imperative to recognize the necessity of including women in the design process. Without a diverse array of perspectives, we risk producing products like Google Glass or the Edsel—masterfully designed yet woefully out of touch with contemporary needs.
