The creative consulting industry is essential to many businesses seeking innovative solutions to complex problems. However, an overlooked problem in the industry is the lack of diversity among the consultants. According to Forbes (2020), only 6% of creative directors in advertising agencies are Black, 9% are Hispanic, and 11% are Asian. This lack of diversity in the industry can lead to a narrow perspective, limited problem-solving skills, and a lack of representation for marginalized communities. To address this issue, changes need to be made in the industry to promote diversity and inclusivity.
The stakeholders in this issue are the creative consulting agencies, clients who seek their services, and the employees who work within these agencies. The agencies have the power to change their hiring practices, providing more opportunities for diverse candidates to join their teams. Clients can also play a role in promoting diversity by seeking out agencies that prioritize inclusivity and diversity in their hiring practices. Finally, employees within these agencies can also advocate for changes to the industry and the hiring process to promote diversity.
The perspective of stakeholders on this issue varies. Creative consulting agencies may prioritize hiring employees who have a proven track record of success, which may limit their hiring pool. Clients may not be aware of the lack of diversity within the industry and may prioritize hiring agencies based on their reputation and previous work, regardless of their diversity initiatives. Employees within these agencies may feel undervalued and excluded from the decision-making process.
However, there are potential solutions that stakeholders can take to address this issue. Brewer (2010) suggests that optimal distinctiveness, social identity, and the self can be used to promote diversity within organizations. Creative consulting agencies can prioritize diversity in their hiring practices, including implementing blind recruitment practices and creating diversity committees. Clients can also prioritize hiring agencies that promote diversity and inclusivity in their hiring practices. Employees within these agencies can advocate for changes to the industry and promote inclusivity within their own teams.
The change I plan to introduce is the implementation of diversity and inclusivity initiatives within the creative consulting industry. Morgeson (2005) suggests that selecting individuals in team settings should consider the importance of social skills, personality characteristics, and teamwork knowledge. These initiatives include implementing blind recruitment practices, creating diversity committees, and providing training on cultural competency to current employees.
Blind recruitment practices involve removing identifying information from resumes and applications to eliminate bias in the hiring process. This will allow for a more diverse pool of candidates to be considered for open positions. Creating diversity committees within creative consulting agencies can also help promote inclusivity and diversity within the workplace. These committees can work to create inclusive policies and practices, recruit diverse candidates, and provide education and training to employees on cultural competency.
Finally, providing training on cultural competency to current employees can help promote a more inclusive and diverse workplace. Lerner (2015) mentioned that emotion plays a significant role in decision-making. This training can include education on unconscious bias, cultural differences, and the importance of representation.
The lack of diversity within the creative consulting industry is an issue that needs to be addressed. By promoting inclusivity and diversity through initiatives such as blind recruitment practices, creating diversity committees, and providing cultural competency training, the industry can become more representative and better equipped to solve complex problems for a wider range of clients. Creative consulting agencies, clients, and employees within these agencies can all play a role in promoting these changes and creating a more diverse and inclusive industry.
Bibliography
Swant, M. (n.d.). New Ad Industry Diversity Data Provides A New Benchmark—And Room For Improvement. Forbes. https://www.forbes.com/sites/martyswant/2020/09/22/new-ad-industry-diversity-data-provides-a-new-benchmark-and-room-for-improvement/?sh=2b641c6d35e4
Brewer, M. B. (2003). Optimal distinctiveness, social identity, and the self. In M. R. Leary & J. P. Tangney (Eds.), Handbook of self and identity (pp. 480–491). The Guilford Press.
Morgeson, F. P., Reider, M. H., & Campion, M. A. (2005). Selecting individuals in team settings: The importance of social skills, personality characteristics, and teamwork knowledge. Personnel Psychology, 58(3), 583–611.
Lerner, J. S., Li, Y., Valdesolo, P., & Kassam, K. S. (2015). Emotion and decision making. Annual Review of Psychology, 66, 799–823