It is well documented that the Latino population is the fastest growing in this country. As a result, Latinos are expected to make up three-fourths of the growth in the nation’s labor force from 2010 to 2020, according to projections from the Bureau of Labor Statistics. Yet we still find that Latinos are underrepresented in professional and leadership positions. Latinos represent over 15 percent of the population but less than 7 percent in the C-Suite.
According to a study by LatPro the main reasons that Latinos leave are:
- They feel excluded: Without mentors to offer guidance and open doors, the workings of the internal culture can remain a mystery to Latinos. Compounding the problem is that Latinos often are reluctant to ask for help.
- They feel stuck: Others are passing them by and they don’t know why. When that happens, some Latinos and other diverse employees may assume it is because of their race, gender, ethnicity, or whatever makes them different from mainstream America. Whether subtle or overt discrimination is the culprit depends on each individual situation, but employees also play a role in that failure to thrive.
- They feel their talent is underutilized: Latinos want to contribute their unique talents (perspective, knowledge, solutions) without giving up their cultural identity. If they don’t know how to turn their unique abilities such as bilingualism and biculturalism into decision-making, revenue-generating leadership roles, they could get pigeonholed into positions such as mediating and translating instead of purchasing, product development or anything that contributes to the business bottom line.
- Unwillingness to take the next step: A large part of Latino cultural identity is derived from group affiliation. That is why Latinos usually place family and community above all else in their lives. This is often in conflict with corporate America which is individualistic and highly competitive. Some Latinos will not relocate because of their community roots or accept positions that would prevent them from spending time with their families.
What are the keys to retaining Latino talent?
- Understand cultural differences: While no group is monolithic and we never want to stereotype, it is important to become culturally competent to be knowledgeable about possible cultural nuances. For example, studies show that Latinos may be labeled as “content” or “lacking initiative.” This might be due to a cultural norm of avoiding risks or not being self-promoting. The US adage of “toot your own horn”, may be viewed negatively by some Latino cultures. Many corporations tell employees it is their responsibility to manage their own careers and be proactive. For individuals from cultures that were taught to respect hierarchy, it may be more natural to expect your boss to be in charge of your career.
- Address the “accent” barrier: While in truth we all have an accent to some other group, I often hear leaders lament that it is difficult to understand their employees with “accents.” This barrier leads to decisions that can stunt career growth. For example, there might be a reluctance to have a Latino employee with an accent make a presentation where he/she could potentially get important exposure. The answer is not to advise the Latino employee to rid themselves of their accent but to adapt and hone listening skills. The key is effective communication. Maybe the presentation is sent out in advance so that there is a written copy to follow.
- Provide role models and mentors: While the mentors do not have to be other Latinos, it is important to provide credible mentors that understand cultural differences and truly know how to respect and value the unique contributions of the individual. Help your employees to understand that it is appropriate – and expected – for them to seek other people’s help, even if they only know them professionally. Latinos in particular, can be reluctant to ask for assistance for fear that people may think that they are incompetent. And they are especially uncomfortable “asking for favors” when the individuals whose help they might need are basically “strangers.” Explain to them that true networking, and even mentoring, is about reciprocal professional relationships.
- Take into account leadership skills learned outside the organization: Many Hispanic employees develop and demonstrate their leadership capabilities through volunteer activities in community organizations or religious institutions. They also exhibit them through the roles they play in their Employee Resource Groups. Help them figure out how to transfer those skills into the work arena.
- Use affinity groups/employee resource groups: These groups play an important role in integrating a diverse workforce and help to keep employees engaged and motivated by giving them a sense of inclusion. Employee resource groups can provide support for Latino employees as well as provide a resource to the company to better understand the growing Latino consumer market.
