Dealing With Diversity
August 20, 2008
U.S. Census data provides insight into the changing workforce
By Jeanie Casison
In 2050 the nation's workforce will be older and more racially and ethnically diverse according to the most recent projections released by the U.S. Census Bureau. By mid-century the picture of the population will differ significantly with minorities becoming the majority, and nearly one in five U.S. residents falling in the age 65 and older group. Along with these changing demographics, employers will face a shrinking labor pool, with the working population ages 18 to 64 decreasing from 63 percent in 2008 to 57 percent in 2050.
Increased diversity will introduce a different dynamic to the workplace, and to employee incentive recognition programs according to experts. "If you understand the broad definition of diversity which includes gender, race, ethnicity, age or sexual orientation, and other factors such as religion, political ideology, and social and economic status, then you have an idea that motivation is different for everyone," says Elmer Dixon, vice president of Executive Diversity Services Inc., an organizational development consulting firm in Seattle. "When dealing with diversity, managers have to develop cultural competency skills. It requires challenging themselves to learn more about employees, and ask what motivates them and what ways they wanted to be rewarded and recognized."
Around the country Boeing, Microsoft, PepsiCo, Procter & Gamble and USG Corporation are among the companies that are making strides in incorporating diversity and inclusion throughout the business practice says Dixon. "Smart companies are already paying attention to diversity. The Census data is not a wake up call. It is not brand new information. We have known sometime about the shrinking labor pool, and that the remaining labor pool would be a higher percentage of underrepresented communities including immigrants, women and those with disabilities," he says. "Companies are going to be at war for the best talent, and in order to attract diverse populations they have to position themselves to hire and recruit these employees."
Dr. Bob Nelson, author of 1001 Ways to Reward Employees, recommends avoiding a one size fits all approach when dealing with different audiences. "The more diverse your population, the more you need to know what they value and provide options to deliver on those preferences. As employees have more choices, your ability to provide things that are motivating increases," he says. "But you have to get clear on what behavior, core values and performance you most want from employees. Then create a motivation baseline as to those things your range of employees most value. This can be done through an organizational survey, focus group discussions, individual meetings—or some combination. Assess what you are doing and create a short list of priorities for moving the right direction to close the major gaps."
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