Written by Dr. Gail Dawson, University of TN at Chattanooga

The recent Forum on Diversity in the Workplace highlighted changes in demographics that have led to the to expanded definitions of diversity, corporate approaches to creating a diverse culture, approaches to teaching diversity, and the effects of diversity on the community as a whole. The forum speakers were: Stephanie Sheehan, Marketing Director, SunTrust Bank Chattanooga; Danette Scudder, Training Administration Manager, Tennessee Valley Public Power Association; Sherrie Gilchrist, Executive Director, African-American Chamber of Commerce; and Dr. Gail A. Dawson, Assistant Professor of Management, UTC College of Business Administration.

Demographically, the United States has experienced dramatic shifts in composition in recent years. From 1990 to 2000, the U.S. Hispanic population grew from 9% to approximately 12.5%; the African-American population grew from 11.7% to 12% and Asians from 2.7% to 3.6%. Meanwhile, the percentage of whites (of non-Hispanic origin) decreased from 75.6% to 69%. It is projected by 2020 the population will be 15% Hispanic, 13% African American, 7% Asian, and 65% white. By 2050: 23% Hispanic, 15% African American, 11% Asian, and 54% white.

The U.S. population and the workforce are more diverse than ever and will continue to change. In the past, employees who were “different” were expected to assimilate into the existing organizational culture by taking on the characteristics of the dominant group, but the old metaphor of America as a “melting pot” is no longer acceptable, if indeed it ever was. Stephanie Sheehan pointed out that expecting different people to come into an organization and be just like the people who are already there, smothers the vitality and

creativity that exists within each individual as a person. She added that for businesses to be competitive in a global environment, they must be inclusive of the people they employ and embrace diversity – not as a program or a checklist, but as a broad understanding of diversity.

SunTrust has been ahead of the curve on diversity in the workplace. Years ago when they began to develop their programs, they had the foresight to realize that it transcends age, gender, and religion and defined diversity as “The collective mixture of people, processes, functions, qualities, and lines of business characterized by differences and similarities.” Ms. Sheehan emphasized that by finding the underlying similarities we can bridge the gap between the differences and build a strong foundation for a diverse business culture.

Danette Scudder agreed that to be effective you need to start with similarities or some point of shared values. Diversity and change management can be perceived as threatening. But, when you start at the bottom with a very fundamental level of similarities - not with the threatening issues of race, gender, or religion, but about who you are and how you act everyday - you can build on that diversity and help people learn and grow and accept. She equated fear of change and fear of diversity to a coat of armor. Once you can make the smallest chink in that armor it will spread and allow a person to relate to others who are different. She pointed out that you don’t have to change people, you just need to understand and accept that they are different and proceed based on the similarities.

Sherrie Gilchrist focused on diversity as it relates to economics and building networks/relationships. She noted that businesses considering relocation look for diverse communities. The more diverse the community, the more opportunity to bring in new jobs. She emphasized the need for companies to build relationships with women and minority providers of goods and services such s those identified by the African-American Chamber of Commerce. Ms. Gilchrist also stated that corporate boards need to be diverse to reflect the issues and desires of diverse populations and may need to step out of their usual comfort zone.

Today’s reality for businesses is that to be competitive they must manage diversity. When organizations learn to value differences and change how an individual looks at diversity, the individual benefits. They, in turn, affect others outside and inside the organization. Ms. Sheehan summed up,

“There is a vast area that can be impacted by what a corporation is doing in managing diversity. In realizing the opportunity, the creativity and the value that each person as an individual can bring to our organization, collectively harnessing that talent has a stronger impact than anything you could imagine.”