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Non-Whites Make Up Half of Post-Millennial Generation: Study

Latinx post-Millennials represent the future of American voters. Democrats need to pay attention for 2020 and beyond.


A new Pew Research Center analysis of Census Bureau data finds that the "post-Millennial" generation, which are those born after 1996, "is already the most racially and ethnically diverse generation, as a bare majority of 6-to 21-year-olds (52%) are non-Hispanic whites."

The only population of youth that has grown substantially since the age of the Baby Boomers in 1968 is Latinx. They were born in the U.S. and go to college before entering the workforce.

In the 2018 midterm elections, millions more Latinx voted than in 2014.

According to Pew, "Latinos made up an estimated 11 percent of all voters nationwide on Election Day, nearly matching their share of the U.S. eligible voter population."

Exit polls for the midterms this year said 67% of youth overall voted for a House Democratic candidate and just 32% for a House Republican candidate, according to The Center for Information and Research on Civic Learning and Engagement.

Thirty-eight women of color — Black, Latinx, Native American — won seats of real power—including the youngest Congresswoman, Alexandria Oscario-Cortez, 29, a Latina.

However, Democrats lost Texas and Florida because they didn't pay attention to voter decline among Latinx (36.5 percent) across the country.

Pews' analysis on changing demographics correlates with author Steve Phillips' discussion in "Brown Is the New White," which explains that people of color and white progressive voters are America's new majority.

Democratic candidates of color and women (Stacey Abrams, Andrew Gillum, Hillary Clinton, and Barack Obama) have outperformed previous candidates in statewide elections in Florida and Georgia over the last 20 years, Phillips wrote in a recent New York Times column. Abrams garnered more votes than any other Democrat in Georgia's history.

Phillips says Obama's playbook is what wins: mobilization over persuasion, along with inspiring people of all races to vote, and being strong in their positions on racism, Medicaid expansion, criminal justice reform and gun control.

"Yes, the strategy of mobilizing voters of color and progressive whites is limited by the demographic composition of particular states. But what Mr. Obama showed twice is that it works in enough places to win the White House. And that is exactly the next electoral challenge."

Phillips said, "These campaigns laid the groundwork for future Democratic success, because the thousands of volunteers, operatives and new voters will pay dividends for the 2020 Democratic nominee."

Reader Question: Do you think the 2020 candidates will tailor their approach to meet the demands of a diverse generation?

Career Advice for High Potential Women (Part II)

Abbott's Sarah Schmit and GM's Tonya Hallett give career advice on topics ranging from being open to taking on new roles and what to do when you don't get the role you wanted to how to find a mentor and how to manage work/life integration.


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ADP: 3 Talent Acquisition Trends for 2018

As talent acquisition trends are becoming more competitive, here are a few tips.

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Johnson & Johnson: 4 Ways to Boost Your Job Hunt in 2018

Take a few tips from Johnson & Johnson's Vice President of Global Talent Acquisition for really impressing those head hunters.

(Originally published on J&

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Kelly Grier Appointed EY US Chairman, Managing Partner-Elect and EY Americas Managing Partner-Elect

Grier brings a strong track record of quality, transformation and talent leadership.

EY (No. 1 on the DiversityInc Top 50 Companies list) announces the appointment of Kelly Grier to the posts of EY US Chairman and Managing Partner-Elect and EY Americas Area Managing Partner-Elect, with her term commencing July 1, 2018.

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KPMG’s Darren Burton: ‘Inclusion Drives Innovation’

KPMG Vice Chair of HR Darren Burton shares his thoughts and advice on diversity, inclusion, careers and talent management.

Darren Burton has more than 20 years of experience leading HR programs and strategies for large employee-focused organizations, particularly in areas such as talent management, employee engagement and performance development. He joined KPMG from Raytheon Company, where he most recently served as vice president of human resources.

DI: Why is diversity and inclusion important to you?

Burton: In my role as an HR professional, I see diversity and inclusion as a business imperative and key to an organization's success. In order to have the best talent, you need to cut across the widest spectrum of people. That means attracting the best candidates, wherever they may come from, and creating an environment where they not only feel welcomed and respected but also have the support they need to be successful. With the broad demographic changes that have been taking place over the last several years, the organizations that are most effective at creating an inclusive environment, where people feel that they can be themselves and build their careers, are going to be most successful.

I also think it's critical for an organization to align its diversity efforts with its strategy and business needs. For example, think about innovation. The current business environment is complex and constantly changing, and the organizations that know how to embrace this change and innovate are going to be well positioned for success. To truly embrace innovation, you have to recognize that it is going to come from teams that have people with diverse backgrounds, experiences and perspectives. Simply put, inclusion drives innovation — in the way we solve problems, the way we serve our clients and the way we relate to one another.

DI: You have worked for a variety of industries. How has that helped bolster your career? What were the challenges and how did you rise above them?

Burton: Having worked in a variety of industries, I've seen many different business models and have been able to gain broad HR perspectives and insight that I can now bring to my role at KPMG.

A large part of my job is assessing the organization and determining the HR tools and strategies we can deploy to have the most significant impact on employee engagement. Having worked in diverse environments such as technology, manufacturing, and now professional services helps me to be more flexible in terms of shaping an approach or style to suit the specific business situation. So even though my new role is very different, in terms of the business model in which I'm operating, I'm confident knowing that I've seen many of the same opportunities and challenges in a variety of environments and know how to work through the process of implementing effective solutions.

DI: How do you navigate D&I differently for a computer company and a defense company, for example?

Burton: I think the general approach to creating an inclusive culture should be consistent, regardless of the type of organization you're in. You need to focus on identifying the best talent and providing a welcoming and supportive environment that gives them the tools, resources and respect they need to be successful.

DI: What advice would you provide for people seeking to expand their career at a company where they already are, or as they navigate different organizations?

There are a few key pieces of advice that I would give to anyone who wants to develop their career:

  • Understand the business you're in. Become a good student of the organization and learn everything you can about how your role fits into the big picture.
  • Take on challenging assignments that stretch your abilities and expand your skills, experiences and knowledge.
  • Create a strong network of people you trust — and who trust you — so you can support and help each other grow.
  • Take full advantage of sponsors and mentors, and always be on the lookout for feedback.

DI: Did you have a mentor or sponsor? How did that help you? And, do you sponsor or mentor any employees?

Burton: I'm a firm believer in the importance of mentors. Whether you're seeking long-term career guidance or simply looking for a second opinion on a specific issue you're dealing with that day, I think it's important to be able to tap into a broad network of people who can provide feedback, advice and guidance.

I've been fortunate to work with many mentors and sponsors over the course of my career and have benefitted immensely from the coaching and counsel they have provided me. As a result, I try to help others as much as I can and have built many mentoring and coaching relationships. In many cases, these relationships have transcended organizational boundaries, where we've maintained a close relationship even after my mentee has moved on to a new role outside the organization.

I look forward to having the opportunity to build additional mentoring relationships with my peers and colleagues at KPMG.

DI: What diversity management emphasis will you bring to your new position? Is there an area of D&I — mentoring, ERGs, etc. — you feel is critical for every organization, and why?

Burton: I think employee resource groups and networks are critical to an organization's ability to engage and develop its diverse professionals, and also to help raise awareness among the broader population of the importance of inclusiveness. For the individual employees, these groups provide access to a network of peers with similar backgrounds and can help them to build relationships, broaden their experiences, and participate in career development programs.

One of the things that impressed me about KPMG is the great work being doing by its seven national Diversity Networks, which engage about 40 percent of employees across the firm. I'm looking forward to working with the network leaders to help them build upon the success they've already achieved and to expand their reach to touch an even higher percentage of our people.

Another area that I'm particularly interested in is growing our pipeline of diverse talent. One of the biggest questions facing our profession is whether the pipeline of diverse professionals who are choosing to go into accounting is large enough to meet our needs and objectives.

So in addition to finding ways to try to increase the traditional pipeline, we're going to have to be innovative and keep thinking about other disciplines and talent pools that we can tap into to achieve our objectives.

KPMG LLP Names Darren Burton Vice Chair, Human Resources

Burton will have responsibility for developing the firm's people strategies and all human resources activities, including recruiting, training, talent management and diversity.


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Vildan Kehr: Global Leaders Must Embrace Change

In a career that has taken her around the world, Vildan Kehr, Divisional Vice President of Global Talent Acquisition at Abbott, shares what is necessary to be a global leader in business.

By Sheryl Estrada

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Managing Relationships Between HR & Diversity Departments

Diversity experts at our event analyze the challenging dynamics at the heart of this rapidly-evolving corporate relationship.

The relationship between the diversity department and HR is the most critical to a diversity leader's success in the organization. But how do you work collaboratively with HR to achieve diversity goals in recruitment, retention and talent development? Should diversity report in to HR? Does it help or hurt if the chief diversity officer is from an HR background?

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