Advancing Latinas in the workplace: Catalyst's new guide for managers.

July 2003

The Bussiness Case

Women of Hispanic origin are one of the fastest growing groups of women in the U.S. labor force, but remain one of the least represented in top positions at Fortune 500 companies.

* From 1990 to 2001, Latina employment increased 76 percent from 3.8 million (1) to 6.7 million (2), and is projected to increase another 37 percent to 9.2 million by 2010. (3)

* The percentage of Latina corporate officers in the Fortune 500 was 0.24 percent in 2002 (25 Latina corporate officers out of a total of 10,092). (4)

Based on our extensive knowledge of the experiences of Latinas in the workplace, Catalyst created a guide for managers to help them better recruit, retain, and advance this important and growing source of talent.

The Buzz

Advancing Latinas in the Workplace: What Managers Need to Know, Catalyst's latest report on women of color, outlines strategies for companies to capitalize on Latinas in the workplace. In order to make the most of this segment of the workforce, companies and managers must first understand the unique issues Latinas face. Through a series of surveys, focus groups, and in-depth interviews with Latinas, Catalyst has identified these issues.

Perhaps one of the most significant challenges for Latinas in the workplace is finding a mentor. According to Catalyst President Sheila Wellington, "Catalyst finds in studies of women in law, on Wall Street, and in corporate America that mentors and effective networks are top elements for career success. This 'mentor deficit' is notable among Latinas. Since these women lack the access to these key career supports, managers have an important role to play in bridging the gap and developing their careers."

Key Findings

* There is great diversity among Latina women with regard to language facility and national origin.

* Some Latinas face work/family issues that are not adequately addressed by corporate policies. For example, many place great emphasis on relationships with extended family, but company policies are often based on a narrower definition of family.

* It is a challenge for many Latinas to build effective professional relationships. Many report that they must overcome negative stereotypes and that they lack access to role models, sponsors, mentors, and informal networks.

* Many Latinas do not perceive diversity policies as effective in creating inclusive work environments.

Recommendations for Managers

* Be sure you and your staff are aware of the diversity among Latina groups. Get to know each employee who reports to you as an individual.

* Work with employee leadership groups to communicate the accomplishments of talented employees.

* Create an open dialogue with your employees. Make sure you understand how individual employees define "family."

* Establish explicit performance expectations. Focus on productivity rather than time in the office.

* Seek out a Latina mentee or mentor. Identify a Latina employee and encourage your own colleague to serve as her mentor.

* Take advantage of existing diversity training programs that your company offers.

(1) Bureau of Labor Statistics, Employment and Earnings (January 199): p. 208.

(2) Bureau of Labor Statistics, Employment and Earnings (January 2002): p. 170.

(3) Howard J. Fullerton, Jr. and Mirta Toosi, "Labor force projections to 2010: steady growth and changing composition, Monthly Labor Review (November 2001).

(4) Unpublished data collected for the 2002 Catalyst Census of Women Corporate Officers and Top Earners of the Fortune 500.

With this issue of Perspective Catalyst recognizes

The Coca-Cola Company