target="_blank" rel="nofollow" href="#ulink_b9a82844-6525-5aed-b22a-ff80f9f8d5c1">12. As measured by the percentage of Black women enrolled in college in relation to other race-gender groups. “Black Women Are Ranked the Most Educated Group by Race & Gender,” HBCU Buzz, March 4, 2014, https://hbcubuzz.com/2014/03/black-women-are-ranked-the-most-educated-group-by-race-gender/.13 13. Zuhairah Washington and Laura Morgan Roberts, “Women of Color Get Less Support at Work. Here's How Managers Can Change That,” Harvard Business Review, March 4, 2019, https://hbr.org/2019/03/women-of-color-get-less-support-at-work-heres-how-managers-can-change-that.
14 14. “The State of Black Women in Corporate America” (LeanIn.Org and McKinsey & Company, 2020), https://media.sgff.io/sgff_r1eHetbDYb/2020-08-13/1597343917539/Lean_In_-_State_of_Black_Women_in_Corporate_America_Report_1.pdf.
15 15. Daniel A. Effron, Jessica S. Cameron, and Benoît Monin, “Endorsing Obama Licenses Favoring Whites,” Journal of Experimental Social Psychology 45, no. 3 (2009): 590–593, https://doi.org/10.1016/j.jesp.2009.02.001.
16 16. Carol Kulik, Molly Pepper, Loriann Roberson, and Sharon Parker, “The Rich Get Richer: Predicting Participation in Voluntary Diversity Training,” Journal of Organizational Behavior 28, no. 6 (2007): 753–769, https://www.researchgate.net/publication/227677080_The_rich_get_richer_Predicting_participation_in_voluntary_diversity_training.
17 17. Tessa L. Dover, Brenda Major, Cheryl R. Kaiser, “Members of High-Status Groups Are Threatened by Pro-Diversity Organizational Messages,” Journal of Experimental Social Psychology 62 (2016): 58–67, https://doi.org/10.1016/j.jesp.2015.10.006.
18 18. Tessa L. Dover, Brenda Major, and Cheryl R. Kaiser, “Diversity Policies Rarely Make Companies Fairer, and They Feel Threatening to White Men,” Harvard Business Review, January 4, 2016, https://hbr.org/2016/01/diversity-policies-dont-help-women-or-minorities-and-they-make-white-men-feel-threatened.
CHAPTER 3 Why Should We Care?
Three years ago, a high school student named Sanaika reached out to me to ask if she could volunteer for GEN. I confess that I was slow to answer, but she was persistent. She messaged me on LinkedIn, found me on social media, and sent multiple emails. She was going to make herself heard.
I had some reservations about taking on a high school student. I wasn't sure what I could hand over to her. She didn't even have her driver's license yet. What was our liability for a minor? But her messages were so thoughtful and persuasive that I agreed to a one-hour phone call.
Sanaika impressed. She was the head of her school's refugee alliance club; she volunteered playing music for senior citizens; she was partnering with her city's chamber of commerce to pilot transportation options for low-wage workers. She had her sights set on becoming an international human rights lawyer.
I was still hesitant. Then I asked her why she wanted to volunteer for GEN.
“My friends and I are all working really hard to go to college and do big things in the future,” she started, “but I already see the girls being treated differently. They're not called on as often. They're called loud if they speak up. And some of us are going to keep working hard anyways, but we know what bias is, and I don't know what happens to all this hard work if we end up in businesses that are still biased. It's like all our hard work will be wasted.”
She shared how she, herself, was already coming up against the stumbling blocks of bias. “Being an Indian and a woman, I feel like there's a lot of animosity toward me. It could be a major problem if everyone's thinking this way in the future, because these people are going to be CEOs of companies one day. If this is the same attitude they're going to show toward employees, I don't know how the world's going to progress.”
Years later, I still see the moment I said “yes” to Sanaika as one of the best decisions I've made for GEN. Sanaika wasn't a charitable mentoring project. She furthered our organization's mission. She brought perspectives I hadn't considered. Her ability to see past herself to her community and anticipate the future—these were leadership skills. And we almost missed out.
If businesses in the future continue to miss out on Sanaika, the way we almost did, “How,” as she asked, “is the world going to progress?”
The Future of Work
When I say that Sanaika is the future of work, I don't mean that in a figurative sense. Today in the US, the workforce is 47 percent female.1 Forty-four percent of millennials, who make up the largest portion of the workforce, are non-white,2 and the majority of the US population will be non-white before the year 2050.3 Ten years from now, if you were to randomly select an employee, the odds are good that this workforce representative would look a lot like Sanaika.
Race and gender aren't the only facets of our workforce identity that are rapidly changing. Approximately one in six adults in America is considered to be neurodiverse,4 meaning they experience different neurological functioning than the majority of the population. The age of the average employee is also shifting. Over the past 25 years, the percentage of workers aged 55+ has doubled, and 20 percent of the workforce is now 55 years of age or older.5
Employees are also facing more caretaking demands than previous generations. As longer lifespans have become the norm, more adult children of retirees find themselves “sandwiched” between caring for their own young adult children and their retired parents, who are now living into their late eighties and nineties. According to an AARP survey, 6 in 10 unpaid caregivers also hold paying jobs.6
Finally, a Gallup survey from 2021 found that more adult Americans are identifying as lesbian, gay, bisexual, or transgender with each passing year, and one in six adults in Generation Z identifies as LGBTQ.7
These shifts all impact how employees
