Diversity Initiatives: What diversity groups are underserved, and how can we infuse some new life into our program?

Every program faces a loss of momentum after it has existed for some time. In a prior column , we discussed diversity as it relates to one underserved diversity group—veterans—and also provided a recipe for infusing new life into a program. The focus of this column will be on a second underserved group: older workers.

Older Americans (over age 55) represent 21 percent of the population, and this age group is the fastest-growing group in the country. Older Americans are divided into two groups. Those born before and during World War II sometimes are referred to as members of the World War II generation.  A much larger group, the baby boomers , were born post-World War II through 1964.

Research has shown that these groups have some common characteristics: strong loyalty to employers, flexibility and the ability to learn new tasks, and dependability. Moreover, they can learn to work with technology enhancements. In summary, they can “play well with others.”

A diversity administrator can readily build mechanisms into a program to recognize older workers. May is Older Americans Recognition month, so the administrator has a ready-made opportunity to focus on older workers. One approach would be to create a learning opportunity to dispel commonly held myths about older workers. These include the beliefs that older workers cannot learn new tasks, resist new technology or lack technological skills, and are more subject to illnesses that can cause extended absences

A training program for managers and supervisors who are engaged in hiring can break down barriers in recruiting older workers. Looking at the future demographics, a diversity administrator can be a catalyst for helping align an organization’s strategic goals in the hiring and retention of older workers.

Government agencies provide resources and services to older workers. They also can provide research on the capabilities these workers bring to the workplace. Nonprofits in many localities also provide assistance for older workers.

An administrator also might want to look at the new approach taken recently by AARP and Home Depot in their strategic alliance.

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SHRM.org, Templates & Tools, HR Q & A, Diversity, “Diversity Initiatives: What diversity groups are underserved, and how can we infuse some new life into our program?’”[online] Available http://www.shrm.org/TemplatesTools/hrqa/Pages/CMS_014343.aspx, Accessed August 16, 2010.

Jayhawk Chapter of SHRM Diversity Statement

The Jayhawk chapter of SHRM recognizes, appreciates and fosters the synergy which is created when the environment values the differences in individuals and practices inclusiveness and open communication.

We are committed to advancing the issue of diversity throughout the association, placing value on all individuals and the different perspectives of those individuals, and promoting the process for all to feel included as part of the whole. Diversity includes race, gender, creed, age, life-style, national origin, disability, gender identity, personality, educational background, and income level.

At the Jayhawk Chapter of SHRM, diversity represents a message of inclusion and respect for all members and communities in which we do business. The Jayhawk Chapter of SHRM's Diversity Mission is to create a leadership and organizational culture, and networking environment that recognizes and leverages the unique characteristics, talents, and contributions of its members, through discussion groups, providing an HR community, and the National SHRM Initiative, which provides its members with diversity-related research materials, workplace-applicable tools, publications, professional development opportunities and linkages with key organizations.