Diversity has always been good business. Companies have found diversity to be a best practice strategy for growth. Companies show increased productivity, have better problem solving capabilities and show value-added programs for their changing demographics. The key, however, is adopting a state of mind for inclusion throughout the company.
Diversity issues have changed over time in companies and how government defines it. In the early 60’s, we began hearing the word diversity, particularly in corporate and government offices. It became the transitional word for affirmative action and equal employment opportunities. It grew to exceed racial references to that of environmental issues, physical disabilities, gender and niche industry-driven professions. As this process of diversity inclusion broadened its scope, minority fulfillment of minority inclusion seemed to decrease.
Only when a state of mind for diversity is shared on all levels will it become the modus of operation. Leaders having a vision for their organizations that creates inclusiveness without sacrificing any one segment have greater success. As a result, recruitment reflecting demographics served, training strategies, advancement opportunities, even salary levels have to be taken into consideration with a diversity/ inclusion state of mind.
For many small and family-owned businesses the issues become having more access to banking loans and credit lines; affordable supplies; retention of staff; and countless other challenges to overcome. Yet, these businesses have a state of mind to survive against the odds. More and more service providers and banks are expanding their outreach. Each year the Office of the License Collector and Collector of Revenue host a Licensing & Business Resource Fair to ensure that support.
Unless we change our minds about diversity, the debate will continue for years to come and our growth will be the lesser for it. Lawmakers can do their part by setting standards. Individuals can do their part by ensuring that they are competitively prepared, then persist and persevere in following opportunities. However, it takes a combination of all of the above working in harmony.
For example in my office, we have exceeded the MBE/WBE goal in contracts with vendors every year. We also created a pipeline for advancement through scholarships; training and mentoring interns; and in some cases ultimately hiring them. This same opportunity is given to full time staff with tuition reimbursements and mentoring for job advancement.
It appears that the problem is not accepting that diversity is needed as much as overcoming the resistance to change. At the end of the day, we all have a stake in an investment for diversity. To do so, it takes being adaptable; respectful of broader view points; and prepared for the resistance to change that only our persistence to be successful can overcome.
Michael McMillan is License Collector for the City of St. Louis.
