Diversity in agriculture: it's nothing more than "change management".

Business issues will always be people issues, and that fact has never been clearer in agriculture. The workforce has changed and it will continue to change, says Tony Jenkins, vice president of diversity strategy and development for Blue Cross/Blue Shield--Florida. Jenkins shared his thoughts at the Ag HR Roundtable held last summer in Des Moines, Iowa. He pointed out the following facts:

* 50 percent of immigration into the U.S. is from Latin America;

* Employees coming into companies today, from the ages of 18 to 29, have changed jobs an average of 9.2 times;

* For the first time in U.S. history, four generations are in the workplace;

* Half of all population growth will be from Hispanic and/or Asian communities;

* Seniors over the age of 65 now outnumber teenagers.

Diversity is nothing more than change management, says Jenkins. "You are trying to respond--not react--to what's happening in external communities that is going to impact your business," he says. A lot of people want to put it in two categories only--race and gender. In reality, many other factors are involved. And that's a big reason why 82 percent of Fortune 500 companies have initiated diversity initiatives.

When the U.S. Department of Labor and the Hudson Institute came out with a book titled Workforce 2000 in 1988, a lot of companies weren't prepared for the changes predicted in that report. Many didn't have a plan for growth and development based on a revised picture of the "average" employee.

Turnover was high then, and it still is. Jenkins says the fastest-growing groups in America are people age 65 and older, children under the age of 10, and people leaving corporate America. Back in 1988 people began to step up and realize they needed to take a fresh look at human resources.

"You need to be smart about the future of your organization," points out Jenkins. "You aren't going to succeed if you don't market and communicate with these different groups.

CREATE VALUE

The definition of diversity starts at the individual level, says Jenkins. It includes everyone, because it represents those characteristics that impact individuals' values, opportunities and perceptions of self and others. It includes primary dimensions such as age, ethnicity, gender, race, sexual orientation and mental/physical abilities. It also includes secondary dimensions such as communication style, education, family status, military experience, organizational role and level, religion, primary language, geographic location, income, work experience and work style.

"The five primary areas cause the most problems because those are the ones that you can see and those are the ones that are difficult to change," notes Jenkins. "We are a very visual culture."

Often, however, the companies that learn how to embrace these inherent differences are the most successful.

"If you value your workforce, they will create value for you in the workplace," Jenkins says. "We must create a culture where we value the individual differences of employees."

MAKE ROOM FOR NEW TYPES OF EMPLOYEES

Jade Briggs never thought she'd be employed in the food industry. She was born and raised in the city, and a job at Tyson Foods didn't look like an opportunity, in the beginning. "I didn't know they were the number one meat producer in the world, but I developed a sense of pride in what I was doing," she says. She is now a college recruiter for professional employment for Tyson Foods Inc. and feels she's found her niche.

Briggs, who also spoke at the Ag HR Roundtable, says generally, students are not attracted to agriculture because of their perceptions. "We have to educate people about our professions and start talking to students early--you want students to know at a young age that big things are happening at your company."

She believes agriculture is beginning to do a better job of targeting minority students, but there's still a long way to go. "Big businesses are not where they need to be in the big chef salad. There's way too much lettuce--we need more color," Briggs quips.

STAY FOCUSED

Keeping employees satisfied is a never-ending challenge, but if employees don't feel comfortable in a job, they will change. No longer does an employee get a job with the intention of keeping it forever. On the other hand, job satisfaction is a partnership between the employer and the employee. "Look at what you need to do to create an atmosphere of trust and respect in your organization," says Jenkins. "This work is a journey--it doesn't have an end--because the demographics of this country will continue to change. You have to keep focused on the business aspect of why this is important."

Jenkins suggests trying to reach employees in a number of different ways, and Briggs agrees. Here are some activities used in their businesses:

* Training--Blue Cross/Blue Shield uses "Lunch and Learn" sessions to fit programs into everyday schedules.

* Formal mentorship programs--Tyson wants high-potential people who care about their development. "In today's culture and environment, you have to be able to grow talent from the inside," says Briggs.

* Celebrate diversity--National Diversity Week is in October. Consider hosting music groups or hold contests in conjunction with the recognition.

* Promote after-work programs to bring people together.

* Develop career path programs.

* Plan activities at different levels to pull employees into the process.

* Language classes--Jenkins says, "We have 200 people taking Spanish classes and we have a waiting list of 150 more. We're also implementing basic English grammar skills."

"If you're trying to make a decision between diversity and talent, you should choose the talent every time; but you have to build the pipeline for diverse talent. Focus on your pipeline to make sure you have the development and growth for a wide range of employees within the company," states Tyson's Briggs.

Also, think about reaching people in new ways, adds Jenkins. We're still mired in the '70s and '80s in the way we market our companies, particularly in agriculture.

"We have to understand what way we want to connect with people, then follow it up with substance. You have to get people's attention," he states.

"While we've made considerable progress, I still think we have a long way to go in regard to diversity," sums up Eric Spell, president/CEO of AgCareers.com. "We still do a lot of lip service in agriculture, and we can do a better job of preparing ourselves for a diverse industry."

RELATED ARTICLE: All for one.

How many of your employees give 100 percent to the job every day? Tony Jenkins of Blue Cross/Blue Shield reported on a survey in which employees were asked their maximum output on a daily basis.

The average worker said he/she gives 35 percent.

"There were employees who said they gave 80 to 100 percent every day, but then there was a group that gave 0 to 40 percent," notes Jenkins. "We have to have employees who feel they are giving 100 percent to the mission of the company."

When asked why they didn't exert more energy on behalf of the company, those in the bottom percentile gave these answers: First, their companies didn't know what their capabilities were; second, they didn't feel they were valued or respected as individuals; and third, they didn't feel a connection.

"We work in a community, and people want to feel a connection--a sense of harmony," emphasizes Jenkins.

JoAnn Alumbaugh is with Farms.com, a company serving agriculture with offices in North Carolina, Iowa and London, Ontario. AgCareers.com, a division within Farms.com, sponsored the Ag HR Roundtable.