Diversity Executive Search

By William J. Wilkinson

Today, there are few successful business people who are not aware of the explosive domestic Hispanic market. The scale of this marketplace is getting the attention of every business sector in America. Some in Corporate America are quite knowledgeable and sophisticated in their approach. Others, the vast majority, realize that something is going on but are asking, “Is there really any fire under all this smoke?”
The answer is yes. There are countless sources of statistical information on the growth of the Latino marketplace, the unique demographics of that marketplace, the buying patterns of these consumers, and the value systems that they share. Experts also understand that this ethnic group will not follow the assimilation patterns of former immigrants, but instead will acculturate, retaining much of their uniqueness while adapting what they wish from the general populace. The reasons are several: as a community of people, Hispanics generally share the same values, same religion, and same language. Unlike former immigrating groups, there is constant travel and continual visitation, back and forth, to their “homelands.”
So what must a company do to capture its share of this ethnic market, and how do recruitment practices effect success?
Organizationally, proper talent deployment is a strategic advantage. At least on the surface, companies large and small have bought into the concept of recruiting minority employees.
But those of us who specialize in both recruitment and diversity have to question the basic tenets and dynamics that are still driving these efforts.
Are they hiring minorities simply because they are “supposed” to?
Are minority executive hires destined for only high profile/low impact positions?
When management says it is good business to hire minorities, is it targeting minority hires to appease “constituencies” rather than to capture consumers?
As markets change, so too, must organizational structures, job accountabilities, succession plans and pay structures.
We recently met with a client whose company has a country manager for each Latin American country in which they operate. Each country is staffed with Latino executives and professionals who design, develop and distribute product for that country. And by the way, Latin America is no different than their operations in Asia, where Japanese operate their Tokyo facilities, or, in France, where the French staff their Paris operation. When we showed this client that the purchasing power of U.S. Hispanics outranked that of many of the Latin American countries in which he operates, he finally started to understand. Hispanics may be a minority in the U.S., but their numbers overall are huge. The client realized that if he focused differently and organized his staff appropriately, his company could perform far better in the domestic marketplace.
Latinos are being employed in more and more decision-making roles. Companies that understand this marketplace realize that they need indigenous talent to design product for Latinos, to develop marketing that is content-sensitive, to sell product through nontraditional avenues, to partner with communities, and to coordinate with local, state and federal Latino representatives and elected officials. No longer will it suffice to have Latinos only in outreach or ombudsman roles. Their cultural sensitivity and insight is needed in every business function required in capturing their consumer dollars.
It is obvious to us that the U.S. Hispanic market is quite large. It is also obvious that those most familiar with this marketplace should be making the decisions that drive profitability. This market is no longer emerging. This market has emerged. Leadership must now emerge, as it is required in every business discipline in every business sector.
Culturally sensitive recruiters, those who understand the nuances of the marketplace, are used to identifying culturally indigenous applicants for decision-making positions. The Latino employment marketplace is a very homogenous network. Fluency in and around this environment is critical to the success of finding the best. And the correct search resource must not only demonstrate cultural competence, but organizational proficiency.
Many companies are happy with their current executive search strategies and partners. Many companies also are currently satisfied with their general market designs. However, most companies never ask, “How much better could we be?” Even if you are currently No. 1 in your Hispanic consumer segment, shouldn’t the question be asked?

William J. Wilkinson is chairman of W. J. Wilkinson and Associates. He was senior vice president of human resources for Walt Disney Co.; has worked with MALDEF, The National Council of La Raza, The Imagen Foundation, HACR and others.