Window on the Future of Society, Business, Diversity, and Inclusion

Window on the Future of Society, Business, Diversity, and Inclusion
Peter Bye
President, MDB Group, Inc.
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My window on the future of diversity and inclusion shows a workforce that is richly diverse and that draws upon all the world’s communities. We all have the knowledge, experience, and skills to communicate easily and well in the presence of our differences. We reach previously unimaginable levels of individual and team accomplishments. Our creativity and innovation have incredibly positive impact for everyone in society. Through this, our businesses and organizations thrive.

What is needed to achieve this future state? In one sense, only some time. Demographic trends in the United States indicate that within about fifteen years the “baby boomer” population will be transitioning into retirement while the workforce is becoming predominantly women and non-White men.

Companies will either thrive by providing this future work environment or shrivel away from inability to attract talent and fill vacant positions. Our challenge is accelerating this transition in a world that thinks in the near term. What new strategies might we adopt? Building the future workforce requires a focus on making outstanding education a practical reality for all children. Federal, state, and local governments clearly have a role. So do our companies— we must provide role models, mentors, big sisters and brothers, and funding to ensure universal education.

Attracting new talent requires more than words, expanded sourcing strategies, and diverse slates of candidates. We must get inside the decision makers’ minds, expand their zone of comfort, and hold them accountable for their decisions. This is critical to truly becoming more inclusive.

Developing and retaining talent is the third component. Restated, either our leaders and work environment become more supportive of people with different backgrounds or despite best efforts in building the workforce and attracting talent, they will leave. We all say that we need highly talented, creative, skilled people. It stands to reason—such people will only be interested in working where they are welcomed and supported. Perhaps this is anticlimactic; the best “new” strategy is to listen to these folks, remove the obstacles ingrained in our policies, practices, and attitudes, and create the supportive work environment we all desire.

This article originally appeared as a Special Feature in the March/April 2003 issue of Profiles in Diversity Journal


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