Strategies for Increased Representation in Marketing

Terri Hatcher, Chief Diversity & Inclusion Officer at NTT DATA North America, unpacks the practical strategies that can increase representation, particularly for neurodiversity, and the empowerment of marketing teams:

Research from Penn State University shows that Fortune 500 companies have been increasing the diversity of their marketing teams and campaigns since the 1980s. And yet, over 40 years later, fewer than half of companies have formal policies or plans to improve the Diversity, Equity and Inclusion (DEI) of their business.

The importance of DEI should be reflected in marketing and companies that have put diversity, equity and inclusion practices in place can now measure the impact and see visible differences such as gender and race. However, a truly diverse marketing team also represents non-visible differences, such as having neurodivergent folks on the team. Over 15 percent of the population identify as neurodiverse, a term used to encompass conditions such as Attention Deficit Hyperactivity Disorder (ADHD), autism and dyslexia. In a creative industry such as marketing, the representation of neurodiverse workers is of particular benefit. Research by JPMorgan Chase found that neurodivergent employees can be up to 140% more productive than their neurotypical employees in certain tech roles. Additionally, meaningful inclusivity can enhance employee morale, contributing to a more positive workplace culture.

Truly embracing neurodiversity is not just about inclusion, it is also about businesses harnessing the unique strengths of each employee and fostering a culture that allows them to achieve a sense of purpose. The more successful companies are at including and engaging all their employees, the higher their retention rate tends to be along with overall company success.

While companies now generally acknowledge the importance of diversity and their accountability to Corporate Social Responsibility (CSR), forward-thinking leaders should be moving away from a box-checking approach focused solely on getting more people through their door. An effective method of boosting employee engagement can be achieved through initiatives such as Employee Resource Groups (ERGs). ERGs are voluntary, employee-led groups that are designed to allow workers to support their colleagues with shared identities, backgrounds, interests, and ultimately empower them with a sense of belonging. For business leaders, ERGs can play an important role in amplifying employees’ voices, allowing companies to gather insights, address concerns and implement policies that cater to the unique needs of a wide range of corporate communities.  Not to mention, the ability to bring more accurate and innovative services and products to the market.

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While collating employee feedback, employers can make the requisite changes to their policies and planning. This could include implementing more flexible work-from-home policies, an increase in training on certain skills, software programs, or more clarity on behaviors that support an inclusive environment or a company’s sustainability commitments.

An AARP survey showed that 83% of global leaders recognized a multigenerational staff is integral to business success, which means understanding the motivations behind each generation can help recruit, manage and retain successful teams more effectively. For example, young, Gen Z employees are often looking for more purpose-led companies who are working with employees’ communities to lift them and make their voices heard. They also value companies willing to change their traditional hierarchical structure, removing the supervisor and subordinate relationship between an employee and their ‘boss’. Simply put, ERGs have the potential to go far beyond neurodiversity. They can bring employees’ individualism to the fore, highlight their unique strengths, allow them to nurture their passion, and allow them to have a say in the way their company is run.

This is also the case in diversity marketing, a marketing strategy based on the inclusion of all customers and their many differences – regardless of their disability, gender, neurodiversity or race. Consumer buying power is more diverse than ever, with combined non-Caucasian spending, as a share of the entire U.S., increasing from 10.6% in 1990 to 17.2% in 2020. Diverse marketing teams can revolutionize the effectiveness of campaigns, allowing the varied perspectives of their employees to reflect in their brand’s messaging, and capture the imagination of disparate audiences.

The meaningful representation of visible and non-visible diversity is now integral to a successful marketing team and enterprise-wide confidence in a company. If employees see tangible changes to DEI, their view of their company changes, as they shift from acknowledging issues to taking action. In 2024, employers should be supporting the engagement of diverse voices through initiatives like ERGs and should continuously be looking for ways employees can get involved in CSR, policies and planning. When marketing teams reflect the diverse nature of their customer base, not only will a company benefit from an enriched culture, but all consumers will be clearer on the company’s mission, cultivating a loyalty that will give employees and customers a renewed sense of personal investment in a brand.

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