Minority Candidates Seek Sincere Corporate Culture
by Robert J. Grossman

In theory, the focus on diversity means there's room at the table for everyone with a special perspective or gripe -- from gays to Tibetans -- to celebrate their differences and lobby for their share of jobs and influence. In this climate of inclusion and multiculturalism, such minority interest groups as Asians and white women seem to be faring well. And top-notch African-American professionals are sought after by corporations eager to establish a more diverse work force. But not every minority job seeker is so fortunate.

In their search for talent, corporations are likely to recruit at high-profile institutions, says Ron Johnson, associate director, corporate ratings, for Standard and Poor's in New York. Graduates from less elite colleges may find their diversity credentials less marketable. "The whole concept has been this cherry picking," he says. "If you go to the right schools, like the predominately black colleges, the Street pays more attention [to] you. Companies go to these places for the same reason robbers go to banks, because that's where the talent is. It means, however, that at other schools, you don't get much notice," says Johnson.

A graduate of Hobart College in Geneva, N.Y., Johnson scrambled to find his job the old fashioned way -- resumes, pounding the pavement and working his college alumni network. He says corporate scorekeeping surrounding diversity actually limits the options for minorities.

"It's not like you're competing against everyone. You're competing against people like yourself. And there's extra scrutiny. If you're an African American, everyone watches you just a little more closely. It's like the E.F. Hutton syndrome; whenever you do something, everyone stops to watch," says Johnson.

At Standard & Poor's, senior management keeps the spotlight on inclusion, sponsoring sensitivity workshops and seminars for minority professionals. But in an environment that values performance above all else, Johnson knows there are sideline critics who think the diversity card has given him a winning hand unfairly. "The people who are complaining are usually at the margins themselves; they're probably not as good, and deep down they know it," he says. "All that really matters is how competent you are. At the end of the day, I know there can never be any question about my accomplishments."

Diversity Is Good Business

At the basic level, diversity programs are designed to make everyone feel good. They feature sensitivity training, cultural exchanges, networking and the establishment of affinity groups where minorities, women, gays or other interested individuals can share information and support each other. Employers say the programs are making a difference.

"Companies are sponsoring wonderful diversity initiatives that are outlets for people to voice their concerns and views without fear of retaliation," says Lisa Willis, human-resources director for the Mid-Ohio Regional Planning Commission and chair of the Society for Human Resource Management's Diversity Committee. "The sharing is good; it provides validation and it improves race relations because it generates a dialogue."

IBM Corp.'s diversity initiatives are a case in point. In 1995, Big Blue launched eight executive-led task forces representing women, African Americans, Hispanics, Asians, Native Americans, Gays/Lesbians, the disabled and men. Diversity staff asked each task force to look at IBM from the perspective of their constituency and tell the company what it could do to make them feel welcome and valued. "The intent was for us to identify anything where change would make things better," says Ted Childs, vice president for workforce diversity at IBM in Armonk, N.Y. "We looked at recruiting, mentoring, stereotyping and external agencies we should work with."

So far the program is producing. "We've increased the number of African American executives from 62 to 115 from January 1996 to September 1999," says Childs. "During the same period, [executive-level]women of color, predominately black and Hispanic, have increased from 17 to 54."

Finding a Cultural Fit

Diversity was instrumental in Natalie Eckford's decision to join Merrill Lynch in New York as an analyst. "When I looked at the different offers, it was very important to me that the firm was more than just talk, and I saw that at Merrill," she says. "I was looking for a company that would accept me for who I am and not try to mold me into one particular image. Merrill had the reputation of being a bank with a motley crew of individuals and I appreciated that."

Eckford, a recent graduate of Spelman College in Atlanta, finds solace just knowing about Merrill's corporate diversity programs. "Even if I can't attend the programs and seminars offered by the black and women's networks, I know they're there and it makes me feel comfortable." She says diversity and its wide umbrella is healthy, not an impediment to the advancement of blacks. "I don't think blacks are pushed aside. We were the loudest voice; now there are other voices speaking out just as loudly. If anything, it benefits African Americans because we all work together. The more you can increase the knowledge of diversity, the more it can benefit everyone."

Diversity Diversion

Other professionals, such as C.J. Rosenblatt, a Chinese-American woman who works as a product planner for Microsoft Corp.'s homeadvisor.com, find the emphasis on diversity a distraction that shifts the focus away from excellence. Rosenblatt, who holds a bachelor's degree from Duke University and an M.B.A. degree from the University of California, Berkeley, says that at Microsoft, brainpower rules. "I don't think I was hired because I'm Asian. I'm smart and I'm here with other smart people. The only time I think of ethnicity is when I work with partners outside of Microsoft," she says.

Rosenblatt says that all you need to do is have coffee in the cafeteria to discover that Microsoft is an inclusive place. She's aware of the diversity programs on site -- the company is teeming with affinity groups formed around special interests from sexual preferences to babysitting -- but hasn't used them. "I haven't participated, haven't needed to; if you feel there's a problem, you're more likely to get involved."

Before joining Microsoft, Rosenblatt worked at Clorox and General Electric where, like at Microsoft, the quest for top performers was guided more by ability than race or gender. Diversity, she suggests, will take care of itself if people are hired and promoted based on their abilities. "I can see how people would try to use their ethnicity to get ahead, but it's probably not the right tactic," she says. "I'd never think about using it; it's not a good way of thinking. Ultimately, when you're brought into a situation purely because you're a minority, you're always wondering if you're worthy of belonging to the group. It's very demoralizing. I've never felt that way at Microsoft."

Mr. Grossman is a lawyer and a professor of management studies at 
Marist College in Poughkeepsie, N.Y.