growth rate for blacks is 34 percent. The new census projections also indicate that, for youth under 18 (the post-millennial population), minorities will outnumber whites in 2020.
Racial diversity is growing in many nations. According to a recent survey conducted by Pew Research Center, approximately 69 percent of people surveyed across 27 nations said their respective nations have grown more diverse over the last 20 years. Close to half of survey respondents say that they favor a more racially diverse nation. Even though racial diversity is still growing in some nations, other nations, such as Trinidad and Tobago, already have a very diverse population. Groups in this country include East Indians, Afro-Trinidadians, and mixed races. Belize is another country with racial diversity, with its population made up of Mestizos, Kriols, Mayans, East Indians, and other races.
Guyana is also racially diverse. Races that reside in this nation include East Indians, blacks, mixed races, and Chinese.
Other racially diverse countries throughout the world include:
Brazil
Canada
Colombia
Panama
Suriname
United States
In the United States, the most diverse states are California, Texas, Florida, Hawaii, New Jersey, and New York.
While many companies increasingly understand the value of recruiting and retaining diverse talent, many companies fail to recognize the benefits of having a more racially and ethnically diverse workforce. Factors such as prejudice and stereotypes toward certain racial or ethnic groups, whether conscious or unconscious, are still too common. A number of global studies continue to tout the benefits that a more ethnically diverse workforce brings including better returns on sales, more innovative products and services, and the ability to meet the needs of more diverse customers and clients.
Increasingly More Flexible and Working More Virtually
What a difference a year makes when disruption comes and shakes up policies, practices, and beliefs. One of the many effects of the global COVID-19 pandemic for businesses and schools alike was the immense shift to working and learning more virtually. In many cases, it meant working from home because normal gathering networking places had to shut down too. Homes became de facto schools and workplaces. All over the world, people had to pivot; for employers, that meant they had to be more flexible and learn to work very differently to survive and maintain business operations.
A new way of thinking about work
The COVID-19 pandemic changed daily life in a matter of days and weeks. Normal events such as concerts, festivals, graduations, and weddings were cancelled. Travel came to a screeching halt, and places of worship even went virtual.
As dark and disruptive as the global pandemic was, it yielded some very positive outcomes and proven successes for the concept of working virtually and remotely. For years, I had been trying to convince old-school types of leaders that flexible work arrangements were an important practice and benefit that the new generation of talent (across genders, generations, and ethnicities) would expect or even demand as a condition of employment. The constant objections I got were “I need to see them here, butts in seats, so that I know that they’re working” and “I don’t think people will be as productive if they work remotely.” My responses have become a workplace mantra and a common tweet during my training sessions: “Visibility doesn’t equal value” and “Many people quit a long time ago; they just didn’t leave. Just because you see them in the seat doesn’t mean that they’re invested, committed, or engaged.” In fact, employee engagement surveys conducted by Gallup reveal that less than 40 percent of workers worldwide are “highly engaged.”
In 2020, a PwC study showed a 52 percent increase in productivity following the shift to remote work as a result of the COVID-19 pandemic. Workers not only were more productive but also wanted to maintain the ability to work remotely full-time or at least a few days a week when things began to return to normal.
Many companies are now figuring out that working remotely is the future of work — pandemic or not. Some have gone as far as to allow 30 to 50 percent of their workforces to work remotely forever. Others have revised their work-from-home policies to allow for a hybrid workweek such as three days in the office and two from home. A data report by McKinsey & Company suggests that 20 to 25 percent of the workplace in advanced economies across the globe could easily work from home for three or more days a week — that is, if the work doesn’t require being in close proximity to clients and/or colleagues. Employers have come to recognize that remote/virtual working has produced a considerable cost savings for physically based operations.
The impact diversity, equity, and inclusion
The COVID-19 pandemic and the increased amount of virtual work that came with it pushed DEI efforts to the forefront. Offering more remote work increased job opportunities for people across all geographic locations. In other words, workers could basically live anywhere to get work done. The ten most expensive cities in the United States tend to be hubs for many sought-after industries, yet the cost of living in those areas greatly limits affordability. Remote work eliminates this economic barrier and also widens the applicant pool. Think about the number of companies that started hiring again following the pandemic and the economic recovery. So many of them no longer required that you live in the same location where the job was posted.
No geographic barriers means no relocation costs and no location bias.
Remote work can promote greater psychological safety for LGBTQ employees.
Employees with disabilities have no commute and greater access to support.
Although the flexibility of remote work fosters greater inclusivity and diversity, you still need to employ special techniques to keep workers engaged. The Society for Human Resource Management notes six ways to keep remote workers engaged. Consider which of the following you currently demonstrate effectively and consistently:
Be empathetic: Create a sense of belonging by showing you care about colleagues and managers.
Encourage participation: Create a communication plan to engage all team members
