Switching Gears: Diversity Efforts in the U.S. Labor Force
By Elissa Wong
When it comes to labor force diversity in the U.S., there has been a much stronger focus on the gender gap. While there’s still a long way to go, especially in terms of getting female representation at the executive level and achieving wage equity, some progress has been made. By contrast, many minority ethnic groups are still waiting to see changes, and get access to a level playing field.
An increase in labor force participation of women across all these major ethnic groups may seem promising at the surface, but this data hides an unsavory truth; where are these jobs? This information is not telling enough to pat ourselves on the back and call the labor force a diverse success. When these groups’ salaries are broken down, and men are brought back into the equation, the disparity is plain and the trend is clear. There’s an unsettling wage gap that can, in large part, be attributed to discrimination in the workplace, conscious or not, as well as a higher concentration of ethnic minorities in lower-paying entry-level jobs.
The conversation around diversity in the workplace has been growing rapidly, but the distribution of gender and ethnicity in jobs at the professional level is still evidently lacking. There needs to be a shift in focus, from getting minorities simply employed to giving them the tools and opportunities to break into professional careers. The factors contributing to the gap are extensive and complex, and the idea of solving all these problems is frankly overwhelming. Of course, major influencers like access to resources and education still vary immensely everywhere, and this will be an ongoing challenge that business leaders alone cannot tackle. However, by actively recognizing the place America’s labor force is in, we can start to remedy it. It starts with internal changes, to our mindsets and policies, that altogether will begin to have an effect on a national scale.
Unfortunately, change isn’t as easy as acknowledging the problem and making a decision to do something about it; even that is a challenge in itself. We can’t clearly see the longstanding systemic barriers in place, much less break them down. Furthermore, unconscious biases and stigmas around diversity run rampant but are hard to recognize as well. It’s going to take a major commitment across industries, and a significant shift in our attitude towards diversity & inclusion, to start seeing an impact.
There are a lot of resources out there, with tips and actionable steps to help implement D&I strategies into your workplace, but it all starts with a willingness to make that investment. Businesses have to stop seeing diversity as a chore — a quota to meet, an ethnic box to tick off. It should be embraced and sought after. Studies have shown quantifiable links between diversity and success, that start with how diverse groups work better together to think more critically, creatively, and efficiently. It should be no question that the benefits of diversity are immense from not only a societal standpoint, but a business one as well.
Much of the data publicized surrounding D&I metrics in the U.S. falsely suggests that we’ve almost made it, as if there is some defined end goal or a point that, once reached, the country can breathe a sigh of relief, kick their shoes off and call it a day. Like we’re stuck in a loading bar, and if we keep going as we are we’ll be done eventually. But, diversity isn’t so clearly cut that it can be measured in any one way — it’s going to be an ongoing challenge, and to be “successful” there must be a shift in the way we look at it. It must be considered holistically, and efforts must be made in collaboration with the very minority groups that the U.S. is aiming to support.
