The state of diversity, equity and inclusion efforts in the workplace 4 years since George Floyd‘s murder

CATHY WURZER: We have temperatures all over the map at this hour. It's 48 degrees in downtown Duluth, 48 in Grand Marais. It's 68 in Brainerd, 72 in Worthington, Rochester, and Appleton, 71 in the Twin Cities.

We're going to warm up today. Highs around the region, upper 60s, mid-70s. And we have a chance of showers and thunderstorms overnight. Some of those storms could dump heavy rain. Tomorrow could be kind of an interesting day weather wise, in that Minnesota way of saying interesting, showers and thunderstorms.

Some could be severe, especially in southern Minnesota. Almost everyone will see heavy rain, by the way, 1 and 1/2, up to 2 to 3 inches of rain across the entire state. So that's a developing weather situation. We'll keep an eye on it for you.

Well, this Saturday will Mark four years since the police murder of George Floyd. The impact of his death had on Minnesota is still playing out today. Each day this week on Minnesota Now, we will look at a different effect. Today, it's the state of diversity, equity, and inclusion in workplaces, or DEI. Joining us right now is Sharon Smith-Akinsanya.

She's the founder and CEO of the Rae Mackenzie Group. That's a local DEI marketing firm that works with companies around the country such as Target and US Bank. She's also the founder of the long-running People of Color Career Fair. Sharon, welcome.

SHARON SMITH-AKINSANYA: Thank you, Cathy.

CATHY WURZER: 44, Sharon, of the 50 largest firms in this country made statements after Floyd's death. They were decrying the killing. Hundreds of other firms, organizations pledged about $200 billion to racial justice initiatives. Lots of firms hired DEI officers. Where are those efforts now in 2024?

SHARON SMITH-AKINSANYA: You know, I think that many corporations, Cathy, are still trying to live up to that pledge and promises. But you know, I warned in an op ed that I wrote for bet.com on December 15th that we're going to see some-- you know, there's some warning signs that we're going to get tired. We're going to pull back. We're going to get fatigued. And it's not going to happen. And we're not going to be able to keep track.

So while I think that the intentions were there, good intentions are never sufficient. And here in Minnesota, I can say that we feel some real sort of dedication to sort of keeping that commitment, at least our Minnesota corporations, many of them, because this was ground zero. You know, this hit us pretty, pretty hard.

So I can just say from where I'm sitting, I don't think that nationally we lived up to those pledges and promises. But I can say that here in our region, we are moving forward. We're doing a better job, particularly at the CEO level, of really understanding the impact of that murder and what it meant to the state of just everything, and trying to just get this right in terms of building relationships with professionals of color and making sure that we're in a region where everybody can feel safe, feel valued, and feel wanted.

So I can say that, from my experience, that Minnesota corporations are doing better. As you announced in the opening, I produced a People of Color Career Fair. When I started, there were 20 employers. Now there's 50. Things are moving forward.

Employers are counting on organizations like the People of Color Career Fair to make sure that they are in these spaces to build those relationships. So in my experience, I just see a different change in the conversations that I'm having with CEOs. They're trying to figure it out, really they are.

CATHY WURZER: I'm curious, though, if I may, about the fatigue that you mentioned. Why do you think there is fatigue setting in? I mean, there's a steady stream of attention on this. But are people just starting to tune out? And for what reasons?

SHARON SMITH-AKINSANYA: I think so. I think that things, you know, life happens. CEOs at the corporate level are focused on shareholder value. As we talked about, nationally, there's being some weaponizing, if you will, of DEI. Some corporations around the world are eliminating or at least reducing, if you will, their DEI departments because of the attack.

So I just think that there is a lack of-- we just don't know what to do. You know, I was hired to put clothes in stores and sell t-shirts and Coca-Cola, and whatever it might be. So I think that there's been a lot of pressure on corporations to turn into this place for figuring out the social justice issues and figuring out all of the stuff that in their mind, probably belongs in another organization. So I just think that's just not what we do.

CATHY WURZER: Do you also run into folks who are working in DEI, DEI managers and different firms? I mean, I can think of several on both hands here who I know who have left their positions and went somewhere else. And it's like they just are-- I don't know if heartbroken is the right word to use. They're tired, too. I mean, it's like they're pushing the boulder up the hill. So what do you tell your colleagues in the DEI field?

CATHY WURZER: So this is what I'm telling everybody. I'm telling my colleagues, I'm telling CEOs, C-suite leaders, let's stop conflating-- now hear me. Let's stop conflating social justice, marching, and protesting with the business of diversity, equity, and inclusion. Two different things. So as a CEO, as a chief marketing officer, as a leader inside of a corporation, it is so critical that you understand the demographic shifts that are happening in our region and in our nation.

Soon, 1 in 10 Minnesotans will be a person of color. Soon we'll be a majority minority nation. You and I both know, in many cities it's already occurring. With that being the case, Cathy, the business of diversity, equity, and inclusion is critical if corporations are going to maintain their competitive edge, right?

So you've got to understand how to expand your networks, how to build those relationships if you want to increase top talent. If we agree that the demographics are shifting, we've got to be in a position to be ready to attract that talent. Corporations must have those relationships, which is why events like mine are doing great, because you have to have those relationships.

And so what we're doing is attacking DEI. But really this is about the business. It has nothing to do with marching, protesting, you know, standing up for what you think is right. Two different things, but both can be true. And I think we're conflating the two.

And I'm asking CEOs and DEI practitioners to understand that this is about the business and being competitive. You've got to be able to attract talent. You've got to be able to recognize who your consumers are. We're talking about trillions of dollars in buying power is coming from the African-American community, the Latino community, the. LGBTQ+ community. How are you going to remain competitive if you have no relationships with this community? That's one thing.

Then we've got this other thing that's two different things. And that's why I think it's getting conflated and confused.

CATHY WURZER: And you're looking at DEI as a good business practice.

SHARON SMITH-AKINSANYA: Absolutely.

CATHY WURZER: And I'm wondering, so let me ask you about you mentioned the career fair.

SHARON SMITH-AKINSANYA: Yes.

CATHY WURZER: The Daily Wire published a piece criticizing your career fair. I don't know, how you how did you navigate that?

SHARON SMITH-AKINSANYA: Well, it was a national hit piece that we were expecting. You know, when you have people who disagree with the fact that CEOs should be marketing to and trying to build relationships with professionals of color so that they can keep their businesses going, so they can be competitive, this is the future workforce, when you have people that don't like that, of course they're going to attack you. And fortunately, what I did was I made sure that those partners of mine who were mentioned in that hit piece, that they knew about it, and to every single one, every single one sent me a note back and say, Sharon, we are moving forward with our relationship building with the career fair and every other thing that is happening in this market to make sure that we don't lose our competitive edge in this region.

See, they understand that it's about the business. And the people that did that hit piece at The Daily Wire is trying to make it about something ugly and something else. And we don't have any time for it. And they didn't fall for it. My clients didn't fall for it. The community didn't fall for it.

Listen, Cathy, I've been getting threats about that career fair since I launched it in 2016. And I am not afraid. We're going to keep moving this region forward.

CATHY WURZER: How do you know, Sharon, that you have moved the needle to your satisfaction? What are those benchmarks going to be for you?

SHARON SMITH-AKINSANYA: For me, it is going to be that employers and professionals keep coming. They keep coming and rubbing shoulder to shoulder, building relationships, identifying and trying to find out, what can I do to help you catapult your career. Employers are hiring professionals. Many of them are hiring on the spot. It is working. It is working.

So I'm satisfied as long as people keep coming. Because it's about relationship building, expanding those networks. And we've got to keep it going. And I am proud of those employers, CEOs, CHROs, and leaders in this region that keep standing up, coming, asking me for advice, help, so that they can make sure that we have a region where people feel valued, welcomed, and know that we want them here. Because it is about the business of diversity, equity, and inclusion. It is what it is. Population is shifting.

CATHY WURZER: Yes. And demographically, you are correct. Yes, there's a long way to go, though, as you know, Sharon. This is a final question. How do you get more folks of color in C-suites? Because that's where the change happens, doesn't it?

SHARON SMITH-AKINSANYA: It's a great question. Change absolutely happens in the C-suite. And the number one answer is CEOs just have to decide. They need to decide that they want their C-suite to be reflective of the consumers they serve and reflective of the workplace that they're building.

So CEOs have to make that decision because we know, once they do, change happens. I've seen it firsthand. So this is the next phase of making sure that the C-suite, not just the organization itself, but the C-suite is more reflective. And that is what we're doing when we celebrate. I do an event called Celebrating the Sistas that happens in March during Women's History Month. And C-suite executives and CEOs are coming to present those awards. And they're seeing the importance of making sure that we have more awesome talent of color at decision-making levels with a seat at the table.

It's happening. It will happen. Yes, we've got a long way to go. But it's happening.

CATHY WURZER: Sharon, I appreciate the conversation. Thank you so very much.

SHARON SMITH-AKINSANYA: Thank you for having me, Cathy.

CATHY WURZER: Sharon Smith-Akinsanya is the founder and CEO of the Rae Mackenzie Group. That's a local marketing firm. Now, tomorrow, we're going to be looking at the state of activism with Lesley Redmond, the former president of the Minneapolis NAACP.