In the late 1960s and early 1970s, amidst a turbulent era marked by civil rights movements and social change in the United States, a large corporation took steps that were considered quite revolutionary at the time. The Xerox Corporation, known for its photocopiers and printers, emerged as a trailblazer in the corporate world’s efforts toward diversity, equity, and inclusion.

In the 1960s, the workforce at Xerox, like many American corporations of the era, was predominantly white and male, especially in management and leadership roles. The civil rights movement had brought racial equality and justice issues to the forefront of national consciousness, and many companies were being scrutinized for their lack of diversity.

Joseph C. Wilson, the CEO of Xerox during this time, was a visionary who recognized the importance of diversity not only as a moral obligation but also as a business strategy. Wilson was deeply affected by the racial riots in Rochester, New York, where Xerox was headquartered. Following these events, he committed to promoting equal opportunities for all.

In 1968, Xerox, under Wilson’s leadership, partnered with the National Urban League to launch a groundbreaking program called “Xerox Technical Minority Program.” This initiative was designed to train minority individuals as technicians, a role that white employees predominantly occupied at that time.

In the early 1970s, Xerox established the Career Opportunities for Rochester’s Area Manpower (CORAM) program. CORAM provided job training for underprivileged individuals in the Rochester area, many of whom were Black. This wasn’t just about corporate responsibility; Wilson believed that a more diverse workforce would bring different perspectives to help Xerox innovate and grow.

These early efforts paved the way for more comprehensive diversity and inclusion policies at Xerox. By the 1990s, Xerox had become known for its diverse workforce and was regularly cited as one of the best companies for minorities in the United States.

In 1990, Ursula Burns, a Black woman, joined Xerox as an intern. She climbed up the ranks over the years, breaking through numerous barriers, and in 2009, she was named the CEO of Xerox, making her the first Black woman CEO of a Fortune 500 company.

Xerox’s early and sustained commitment to diversity and inclusion is a powerful example of what can happen when companies view DEI as more than just a checkbox. For Xerox, it was not just about fulfilling a quota or avoiding negative publicity; it was about genuinely believing in the value a diverse workforce could bring.

This story is a relevant and instructive example for today’s business world, highlighting the profound, lasting impact that a company can make when it commits to meaningful action in the realm of DEI. Xerox’s journey teaches us that diversity and inclusion are not just moral imperatives but are also intelligent, strategic moves that can help a company to innovate, adapt, and thrive.

In our contemporary context, as businesses gather and leverage racial and other demographic data for DEI initiatives, Xerox’s example reminds us that such data should begin a meaningful process, not the end. It should lead to real, sustained commitment and action that can shape a company’s culture in profound and lasting ways. 

In our increasingly multicultural world, fostering diversity, equity, and inclusion (DEI) in organizations is not just a moral imperative but a practical necessity. One fundamental component of DEI initiatives is the informed and effective use of racial data. In an era where such data is abundant, organizations have a unique opportunity to reassess and rebuild their practices to foster a more equitable work environment. This article delves into how organizations can use this data responsibly and within the bounds of the law.

The Gravity of Racial Data

Racial data is a double-edged sword. On the one hand, it can uncover disparities and inequalities, allowing for the development of targeted interventions. Conversely, it can reinforce stereotypes and perpetuate discrimination if mishandled. To respect its gravity is to understand its profound implications and consequences in both senses.

The ethical implications must be squarely confronted before an organization even considers collecting or using racial data. Are we seeking this data to genuinely improve our workplace or tick a box for public relations? The intention behind data collection is as essential as the data itself. Organizations must commit to a process that is transparent, participatory, and geared towards the advancement of equity.

While laws vary between jurisdictions, generally speaking, the use of racial data in many countries, including the United States, must align with anti-discrimination statutes. Compliance with relevant laws—such as the Equal Employment Opportunity Commission (EEOC) guidelines in the U.S.—is non-negotiable. Organizations must work closely with legal professionals to ensure that their use of racial data is legal and aligned with the broader principles of justice and fairness.

Collecting data on racial demographics within an organization is a step towards fostering DEI, but it should not be mistaken for the end goal. Racial data should inform meaningful action. This means going beyond mere optics and token gestures, such as appointing a solitary diversity officer with little power or influence or celebrating diversity through shallow and performative actions. It means making sustained, systemic changes that address the root causes of inequality revealed through the data.

Racial data is sensitive and personal. Its collection and storage must be handled carefully, ensuring stringent data protection protocols. Anonymity and confidentiality should be maintained to protect individuals from potential harm. Employees should also clearly understand how their data will be used and should not be coerced into providing such information.

Organizations must involve diverse voices, including those of the racial groups represented in the data, in interpreting the information and crafting responses. The interpretation of racial data is not a neutral act—it can be shaped by biases and assumptions that can perpetuate harm if not checked.

Targeted, But Not Discriminatory

Use racial data to identify where support and change are needed, but avoid creating explicitly preferential policies based on race alone, as this can run afoul of anti-discrimination laws. Instead, focus on creating opportunities for underrepresented groups to thrive without imposing limitations on others.

DEI is not a static goal but an ongoing commitment. As such, using racial data should not be a one-off event but a continuous learning, adapting, and growing process. Regularly revisit the data and adjust strategies based on new insights and evolving legal standards.

In conclusion, racial data can be a potent tool for a more equitable and inclusive work environment. But this tool must be wielded with care, respect for the law, and a genuine commitment to positive change. In the hands of a responsible and thoughtful organization, it can help light the path toward a more just and harmonious future.

Embracing Accountability and Responsibility

Using racial data for DEI initiatives obligates organizations to a high standard of accountability and responsibility. Beyond the mechanics of collecting and analyzing data, organizations must adopt a culture responsive to what the data reveals.

This responsiveness includes acknowledging areas where the organization falls short of its DEI goals and taking corrective action. It demands a willingness to listen to employees, especially those from marginalized communities, and to act on their feedback without defensiveness. Above all, it means that leaders must accept the uncomfortable truth that systemic racism may exist within their organization and commit to dismantling it.

From Data to Culture

Organizations must understand that DEI is not solely about numbers and metrics. It’s about creating a culture where all individuals feel seen, heard, and valued regardless of their racial background. The data is a starting point, not the destination.

For instance, if the racial data shows that a particular group is underrepresented in leadership roles, the solution is not just to promote individuals from that group but to foster an environment where those individuals can thrive and succeed long-term. This might involve reevaluating how performance is assessed, rethinking mentorship programs, or offering flexible working arrangements to support employees with different needs.

The Consequence of Inaction

Inaction in the face of apparent racial disparities is a decision with severe ethical and legal repercussions. When racial data reveals a disparity, organizations are obligated to respond. Ignoring the data or failing to act sends a message to employees, customers, and the public that the organization is not committed to DEI, leading to decreased employee morale, potential legal challenges, and a tarnished public image.

Organizations should not embark on this journey alone. Collaboration with external experts, such as DEI consultants, legal professionals, and community leaders, can provide invaluable insights and guidance. These experts can help to interpret the data, recommend effective interventions, and ensure that the organization’s efforts align with legal standards and best practices.

It’s not enough to collect and use racial data internally; organizations should also be transparent with their employees and, where appropriate, the wider community. Regularly sharing reports—while maintaining individual privacy—demonstrates an ongoing commitment to DEI and holds the organization accountable to its goals and promises.

Regular reporting is also a form of transparency that can foster employee trust. It shows that the organization is seriously committed to its DEI initiatives and is willing to be held accountable for its progress.

Utilizing racial data for Diversity, Equity, and Inclusion is a delicate, nuanced task that requires a profound commitment to justice and equality. It demands a combination of legal compliance, ethical responsibility, and a genuine, unwavering commitment to fostering an environment where every individual can thrive.

Organizations must be proactive, thoughtful, and transparent to effectively and legally use racial data for DEI. They must be willing to ask difficult questions, listen to uncomfortable truths, and take bold actions that may challenge their existing norms and practices. In so doing, they can create diverse, inclusive workplaces and enriched by the varied perspectives and experiences of all their employees.

Ultimately, the responsible use of racial data is not a liability but an opportunity to lead in a way that aligns with our highest principles of fairness, respect, and humanity.

 About Jim Woods
Jim Woods is the author of the bestselling diversity and inclusion book, “Unseen: Unmasking Bias and Embracing Diversity in Our Daily Lives: A Journey into Recognizing and Challenging Our Inherent Biases. He is also the President & CEO of Woods Kovalova Group, a diversity, equity & inclusion expert who helping organizations for over 20 years. He knows how to create an environment where everyone feels respected and valued – no matter who they are or their background. His work with Fortune 500 companies such as Cisco Systems, Microsoft, and Boeing demonstrates that he understands how major companies operate.

With this level of expertise, you can be confident that Jim will help your organization reach its goals of creating a safe and equitable workplace. In addition, his strategies have proven successful in inspiring corporate cultures worldwide to pursue true transformation toward anti-racism and social change within their ranks.

Reach out today to learn how partnerships with Jim’s team at Woods Kovalova Group can make meaningful changes in your organization’s culture!