Don’t be fooled by all their late nights and hard work: Your employees WILL leave you. And if they come from underrepresented groups, they’ll probably leave faster.
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To quote Bob Dylan, “The times they are a changing”…and perhaps our outlooks in the workplace should be as well. Despite the dazzling differences, there are shared, foundational similarities, as each generation is seeking the desire for fairness, the need to grow personally and professionally, and the longing for community (hence the popularity of social networking). Could a management platform be founded on these elements?
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According to Dr. Steve Robbins, recent speaker at the Lansing Regional Chamber of Commerce, the old view of diversity is one associated with social justice issues, such as civil rights and quotas. Workshops in this model emphasize understanding gender and racial differences and tend to be critical of the dominant culture. This model has changed. Recently, valuing diversity has come to mean creating an environment that invites connection, inclusion, power and attraction. This new model of diversity has, at its core, the ability to let in and be open, to touch others and be touched by others. This openness in turn leads to the innovation and inclusion that help businesses become stronger.
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When Ginny Rommety became IBM's new chief executive last fall, she spoke about a point early in her career when she was offered a promotion that she initially rejected, for fear that she was under-qualified. Her husband asked her: "Do you think a man would have ever done that?" She learned an important lesson then and there — to be self-confident on the outside even when she felt self-critical on the inside. If the first female CEO of Big Blue thinks she's under-qualified, one wonders how the rest of women are stacking up on the self-confidence and self-promotion scales?
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Women in Tax 2010: A Gender Trend Analysis