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       White people

       Able-bodied people

       Heterosexuals

       Males

       Christians

       Middle- or owning-class people

       Middle-aged people

       English-speaking people

Privilege is characteristically invisible to people who have it. People in dominant groups often believe that they’ve earned the privileges they enjoy or that everyone could have access to these privileges if only they worked to earn them. In fact, privileges are unearned, and they’re granted to people in the dominant groups regardless of whether they want those privileges, and regardless of their stated intent.

      Power refers to the capacity to exercise control over others, deciding what’s best for them and who will or won’t have access to resources.

      Associated with power are the following terms often used to define social groups that society has afforded more or less power (more/less access):

       Marginalized/oppressed/disadvantaged: Social groups with less power, access, or privilege; social groups that have been disenfranchised, made to be invisible, dehumanized, marginalized, and/or exploited

       Dominant/privileged/advantaged: Social groups with more power, access, and privilege; social groups who have the ability navigate the world without consequence because of unearned advantages at the expense of folks who are marginalized

      

Having a leadership role means you’re the steward of other people’s experiences. As a leader, take a good look at what privilege means for and benefits you. Examining your privilege can be hard, but good leaders have to welcome that discomfort.

Getting Started: Reflection Activity

      I open this chapter discussing the reality that all of us are on the DEI journey at different stages and phases. Now that you’ve read through this chapter, reflect on three things. First, which phase/stage of your DEI journey do you believe you are in? Choose one of the stages described here or. if it’s not accurately depicted, describe it yourself under number 5.

      1 You’ve been on the DEI journey more than 30 years and still feel ill-equipped to work effectively across differences.

      2 You just recently started your journey within the last 24 months and find yourself asking the question, “Why didn’t I see this before?” referring to the history of inequities, social injustice, and the many aspects of diversity.

      3 You’ve been advocating and practicing this work for decades and still believe we have a long way to go in achieving equity and inclusion.

      4 You don’t see the value of DEI work and believe that it’s a distraction in the workplace and that you have no role to play in implementing it.

      5 __________________________________________________________________________________

      Second, based on the answer you just selected, identify one to two actions you can take to advance on your DEI journey.

      Third, think about where your organization is currently on its DEI journey. How would you rate them and why?

      You did it! You got through the first chapter. I know that it’s a lot to take in and a lot to comprehend, but now you have a good foundation in which to build your knowledge. I hope you’re ready to take a journey toward a deeper understanding of the comprehensive and complex nature of DEI work. The rest of this book explores the changing workforce demographics and how they’re redefining the workplace, the work, and how work gets done. As a leader, you discover what skills and competencies you need in order to recruit, engage, and retain the new generation of talent. A lot of DEI work still needs to be done, and leaders have a significant role to play in supporting, implementing, and leading DEI initiatives across their organization.

Chapter 2

      Exploring Key Demographic Trends that Are Redefining the Workplace

      IN THIS CHAPTER

      

Understanding how the workforce is becoming progressively global

      

Examining a more diverse workforce

      

Looking at how the workplace is becoming more flexible and embracing remote work

      

Navigating a growing digital workplace

      

Recognizing how needed skill sets are changing

      Globalization, labor shortages, digitization, major demographic shifts, and the global pandemic that began in 2020 have redefined the workforce, workplace, and marketplace. Into the 2030s, workers will continue to experience a new normal in the way they work and live as workforce predictions come true.

      In this chapter, I outline the key demographic shifts that have occurred in the workforce and that are predicted to occur in the next 10 to 20 years. I also detail how technological advances continue to impact the way we work and the jobs and skills that will be needed.

You may have felt or heard that adapting to trends is a disruption you’d rather avoid. However, consider that adapting to demographic changes along the diversity spectrum is an addition to you and your organization, not a disruption. These shifts (sometimes seismic) in demographics impact the workplace. Look at these trends and changes as opportunity for growth, expansion, and even fine-tuning operations. Use them to upskill and reskill as a people leader and manager, because this will be a key driver of employee satisfaction, engagement, and retention in the decades to come. How you anticipate and/or respond determines the type of impact you’ll have.

      WORKFORCE PREDICTIONS: 2030 AND BEYOND

      The workforce predictions for 2030 and beyond are quite informative. Over the years, I’ve studied workforce trends published by global consulting firms such as PricewaterhouseCoopers (PwC); Accenture; Mercer; McKinsey & Company; EY (formerly Ernst & Young); KPMG; Josh Bersin, and others. They’ve all conducted extensive research on the future of work and how it will impact workers and leaders. The research findings provide insight into how dramatically different things will be and what new skills, habits, and behaviors people need to adopt in order to remain relevant, competitive, and sustainable. A few notable predictions include the following:

       Our world is rapidly growing older. According to the United Nations Department of Economic and Social Affairs, people aged 65 or older is projected to reach 1.5 billion by 2050.

       Artificial intelligence may replace jobs humans once held and create jobs that didn’t exist before.

       Employers may recruit global, contract-based workers instead of employing full-time workers. Traditional offices and corporate headquarters may go by the wayside.

       Traditional retirement will peter out as workers continue working as long they can.

       Workers

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