Houston Chronicle Sunday

GUEST COLUMNIST

What corporate diversity looks like in 2016

- Jane S. Howze is managing director and Founder of The Alexander Group and has more than 30 years’ experience in executive search. She has recruited executives worldwide in not-for-profit, energy, manufactur­ing, legal, life sciences, and profession­al servi

I joined a bank after graduating from college in the 1970 sand was one of just three women ina class of 60 in the bank’s management training program. I worked hard and was promoted to the lending floor only to have my first customer tellme “noway am I going to ask a woman for money.”

I laughed and replied, “Well, that gives me some extratime today Iwas not counting on.” My dream at the bank was to be promoted to the bank’s national accounts department, but I was asked, “What would you do if you have to travel with a man? ”It seems funny now, but that is the way it was back then.

The most important thing to come from the last two decades is the consensus that diversity isa plus. Sound business judgment as well as asense of social responsibi­lity may be responsibl­e for this increasing awareness. The more that C-suites and boards can reflect consumers, the more companies can respond to consumers’ demands and preference­s. Did youknow that according to a Catalyst Bottom Line Report, public companies that have a more diverse board perform better?

As recently as 1980, you could not find a single womanormin­ority CEO of a Standard and Poor’s 500 company.In 2015, there were 23 women CEOs of S&P 500 companies. While that is only 5 percent, the numbers a removing in the right direction. Disappoint­ingly, there are only five African-American CEOs, eight CEO’s of Asian descent and only 1.6 percent of CEOs are of Latinos.

Boards of directors ofpublic companies are slowly becoming more diverse. In 2010 the majority of Fortune 500 companies had less than 30 percent women and minorities on their boards. These numbers are tiny compared to the larger picture, in which white males represent approximat­ely 70 percent of total board seats.

Apositive sign of change is the increasing number of women and minorities obtaining profession­al degrees in medicine, engineerin­g and law, and enrolling in MBA programs. However, if you arean African-American medical student, youare one of the .07 percent of African-Americans currently enrolled in medical school; not that much different than 10 years ago. Conversely, the number of woman law students is at parity with their male counterpar­ts, quite the difference from my law school days when less than 20 percent of my class was female—which was not that long ago.

Change has come slowly to corporate boards, in part because being on aboard is a good gig. Turnover is much lower than in the C-suite, because corporatio­ns generally have board vacancies only when a member retires, or rarely, when share holders vote to replace board members who do not represent their interests or when CEOs accede to activist investor pressure for board representa­tion.

Diversity is not simply havin gone woman on the board, or an AfricanAme­rican executive officer of the company. It is more. Diversity not only represents sex and skin color, but age, ethnicity, gender orientatio­n and many other tangible and intangible factors, all of which in form one’s perspectiv­e.

 ??  ?? JANE HOWZE
JANE HOWZE

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