Affirmative action became law over two decades ago, propelling issues of workplace racial diversity into conflict. It is worth celebrating that evidence suggests people of color, more than any other previous time, now encompass a larger percentage. Despite, this the underlying goal of affirmative action remains suspect. Companies continue to struggle to increase their number of people of color in management roles.

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Numerous companies fight to leverage the talents of people of color and create authentic experiences of inclusion. Instead, a colorized version of organizations has led to alienation.  The closed doors of institutional racism have contributed to people of color grappling with each workday’s subtle expressions. A steady stream of EEOC complaints and media reports of leaders who should most certainly no better, making explicit remarks is a painful reminder that unawareness and bias have not been displaced in the workplace.

An honest depiction of racial diversity in businesses is varied. To what extent? Can this because of the enthusiasm that the system is working, or merely a symbol needing more debate?  What lies ahead? What can we expect of organizations in the future to advance inclusion authentically?

• What courses will work more effectively?

• Which will fail?

• What will success and failure resemble? 

While we should continue to cringe that most whites still consider influential or intelligent people of color to be an anomaly. A successful person of color is startling. And the subject of much incredulity. Resultant in people of color arduously working to be accepted or develop more methods to make organizations comfortable with their ideas and actions on the job. Even with their increasing numbers in the workplace, the participants said, people of color believe they are still not considered real insiders, a perception that continues to make inclusion an uphill battle.

Here are three ways that can take place:

Scrutinize your workplace. To exploit D & I’s benefits, chief executives can persuade their organizations to explore non-traditional diversity groups. A workplace failing to acclimate to the requirements of different ages, personalities, individual traits, and styles of work will find efficiency and performance deteriorating.

Understand powers and vulnerabilities. By opening the doors to sequential ideas, leaders can capitalize on workers’ specific strengths and solve challenges. But, when appropriately nurtured, these attributes are precious to business.

Promote flexibility and accommodate people. Two dictums reduce the efficacy of well-planned diversity and inclusion programs: “We’ve always done it this way” and “My way or the highway.”

Any concealment of bureaucracy to deter workers from making requests for greater flexibility can be a significant obstacle to achieving greater inclusion and diversity. And employees say that flexibility is critical.

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About Jim Woods

Jim Woods has been a global diversity and inclusion expert since 1998. He advocates linking strategic interventions to bottom-line business results. He is a D&I innovator and respected thought leader, having written numerous leadership books and contributed to many publications on the subject of strategic diversity and inclusion and leadership solutions. As President and CEO of Woods Kovalova Group, he has had the privilege of working with clients that include Whirlpool, the U.S. Army, Homeland Security, Deseret Bank, Seimens, and myriad organizations and individuals everywhere.

He has taught fifth-grade math and science along with teaching human resources and leadership on the university level. Mr. Woods holds a bachelors’ degree in business administration and leadership. Including a masters of science in organizational development and human resources.

He delights crowds as a speaker and is an accomplished children’s book author. Mr. Woods landed his second Fortune 1000 client while homeless living in his car. Work with Jim.