At a time when Americans are congratulating themselves for having a diverse field of political candidates, their business leadership still doesn't equally value diverse employees and managers. In fact, progress for women and minorities in terms of both pay and power has stalled or regressed at many of the nation's biggest companies. This inequality shapes perceptions about who can or should be a leader.

    More than 40 years after job discrimination was outlawed, the wage gap between white men and just about everyone else persists. The one exception is for Asian-American men, whose median wages were just 1% less than those of white men who worked full time, year round, according to the Bureau of Labor Statistics' survey in 2005, the latest year for which data are available.

    Black men, by contrast, earned 74% of the wages of white males; Hispanic men earned 58%.

    Women, overall, are substantially lagging behind men in pay. Full-time female employees earned 77% of all men's median wages. Breaking it down in terms of race, Asian-American women earned 78% of the median annual pay of white men; white women earned 73%; black women, 63%; and Hispanic women, 52%.

    There are, of course, many theories about the reasons behind the pay discrepancies. Women may take time off to care for children, so they don't build up the tenure that leads to promotions and higher salaries; or they don't demand raises as often as men do because they've been socialized not to be assertive; or they don't have the right skills for the best-paying jobs.

    The wage gap persists among young women who have more education than men their age. Last year, 45% of women ages 25 to 34 had a college degree, compared with 36% of young men. But women's median earnings overall were 14% lower, according to an analysis of recent Census Bureau data by Timothy Casey, a senior staff attorney at Legal Momentum, a New York advocacy group. Again, the gap may partly reflect that far fewer women than men major in engineering, business and other fields leading to high-paying jobs. Still, it is a reminder of how girls need to be encouraged to recognize their math and science abilities.

    Young women earned 20% to 25% less than young men at the same education level -- about equal to men at an education level below theirs. 'It's disheartening because the rate of progress toward equality that we saw in the 1970s and 1980s has slowed in recent years,' says Heidi Hartmann, president and economist at the Institute for Women's Policy Research. 'At the current rate, equal pay will take another 50 years.'
White men also still wield the most power in business. Whites make up 81.6% of the work force and 83.5% of managers. Men of color held 6.4% of corporate-officer positions at the 260 big companies that agreed to verify data in a 2005 survey by research group Catalyst. Typically, corporate officers hold titles of director or vice president and higher.

    For women, who now represent half of all managers and professionals, the climb to the top has gotten tougher. In 2007, women held 15.4% of corporate-officer posts at the nation's top 500 companies, down from 16.4% in 2005, Catalyst said. Women of color hold just 2%.
The percentage of female officers in line jobs that lead to the corner office also fell -- by 6% to 27.2% last year, according to a Catalyst survey of the top 500 companies. By comparison, one-half of male corporate officers held line jobs. Some 74 of the nation's top 500 companies -- 10 more than in 2006 -- had no female corporate officers at all. Many other household-name companies, including Microsoft, GE and Wal-Mart, had fewer than 25% women in C-level posts.

    Just five companies -- Reynolds American, Office Depot, Northeast Utilities, Edison International, Reliance Steel & Aluminum and Thrivent Financial for Lutherans -- had women in more than 40% of their corporate-officer jobs.

    The lack of diversity means that whenever a top minority or female executive is ousted or retires, any gains are erased. It also reinforces stereotypes that women and minorities somehow lack leadership skills.

    Morgan Stanley, for example, now has just four female corporate officers since the recent ouster of co-president Zoe Cruz and the departure of Eileen Murray, former head of global technology and operations. There are just three African-American CEOs at large companies -- American Express, Aetna and Darden Restaurants. That's 50% fewer than late last year before Merrill Lynch's Stan O'Neal and Sears' Aylwin B. Lewis left their jobs and Time Warner's Richard Parsons retired.

    What will it take to change this picture at a time of fierce competition for a shrinking number of management jobs? It requires business chiefs who understand that diversity is good for the bottom line because it enables them to recruit the best talent, enlist broad thinking and reach diverse customers world-wide. And it requires CEOs to link their managers' compensation to achieving more diversity while offering development programs for all employees.

    This is happening at companies like Ernst & Young and IBM, which evaluate managers on how well they retain and advance women and minorities. IBM, which does business in 170 countries, 'wants a work force as broad and diversified as its customer base,' says Ron Glover, vice president, global workforce diversity.     

    當(dāng)美國(guó)人為有多元化的政治候選人而慶幸時(shí)，他們的商界領(lǐng)袖卻沒(méi)有對(duì)多元性的員工和管理人員一視同仁。事實(shí)上，在美國(guó)許多大公司里，女性和少數(shù)族裔在薪酬和權(quán)力方面的進(jìn)展都停滯不前甚至出現(xiàn)退步。這種不平等造就了人們對(duì)于何人能夠或者應(yīng)該成為領(lǐng)導(dǎo)者這一問(wèn)題的傳統(tǒng)觀念。

    在用工歧視被定為非法的40多年后，白人男性和其他所有人種間的薪酬差距依然存在。唯一的例外是亞裔美國(guó)人，據(jù)美國(guó)勞工統(tǒng)計(jì)局(Bureau of Labor Statistics)2005年的一項(xiàng)調(diào)查，亞裔美國(guó)男性的薪酬中值只比全年全職工作的白人男性低1%。這一結(jié)果是可獲得的最新數(shù)據(jù)。

    相比之下，黑人男性的薪水僅為白人男性的74%，西班牙裔男性為58%。

    總體而言，女性的薪酬遠(yuǎn)遠(yuǎn)落后于男性。全職女性員工的薪酬僅為所有男性薪酬中值的77%。若按族裔劃分，亞裔美國(guó)女性的薪酬為白人男性年薪中值的78%，白人女性為73%，黑人女性63%，而西班牙裔女性為52%。

    當(dāng)然，有許多關(guān)于薪酬差異原因的理論。女性可能會(huì)抽出時(shí)間照顧孩子，因此她們難以積聚升遷和加薪所需的足夠“資本”；或是她們不像男性那樣經(jīng)常要求擢升，因?yàn)樗齻冎t遜低調(diào)；又或者她們不具備相關(guān)技能而無(wú)法勝任一份肥差。

    有些女性雖然受教育程度高于同齡男性，但她們的薪酬依然不及后者。據(jù)紐約女權(quán)組織Legal Momentum資深律師蒂莫西•凱西(Timothy Casey)對(duì)人口普查局(Census Bureau)新近數(shù)據(jù)進(jìn)行的分析，去年，年齡在25至34歲的女性中有大學(xué)學(xué)歷的比例為45%，而同齡男性只有36%。但女性總體的薪酬中值卻比男性低14%。這一差距再次從某種程度上反映出，以工程學(xué)、商務(wù)及其他高薪工作領(lǐng)域?yàn)閷�業(yè)的女性比男性少得多。這也提醒人們，應(yīng)當(dāng)鼓勵(lì)女性發(fā)揮自己的數(shù)學(xué)和科學(xué)才能。

    如果處于同一教育水平，女性的薪酬則要比男性低20%至25%──與教育水平比自己低一個(gè)層次的男性相當(dāng)。婦女政策研究協(xié)會(huì)(Institute for Women's Policy Research)會(huì)長(zhǎng)、經(jīng)濟(jì)學(xué)家海蒂•哈特曼(Heidi Hartmann)談到，“這種情況令人沮喪，因?yàn)樯鲜兰o(jì)七、八十年代那種走向平等的趨勢(shì)近年來(lái)又減緩了。按當(dāng)前的速度，同工同酬還得再要50年才能實(shí)現(xiàn)。”

    白人男性在商場(chǎng)上仍是權(quán)利的主導(dǎo)。白種人占員工總數(shù)的81.6%，管理人員中有83.5%為白種人。研究機(jī)構(gòu)Catalyst 2005年進(jìn)行的一項(xiàng)調(diào)查中，同意核實(shí)數(shù)據(jù)的260家大公司里，擔(dān)任高級(jí)管理職務(wù)的有色人種男性僅占6.4%。高級(jí)職員的頭銜通常是董事或副總裁以上級(jí)別。

    對(duì)于已占據(jù)所有經(jīng)理和專業(yè)技術(shù)人員半數(shù)的女性而言，升遷至高級(jí)職位變得越來(lái)越難了。Catalyst指出，2007年美國(guó)500強(qiáng)公司中，15.4%的高管職位由女性擔(dān)任，較2005年的16.4%有所下降。由有色人種女性擔(dān)任的高管職位僅占2%。

    根據(jù)Catalyst對(duì)500強(qiáng)公司的一項(xiàng)調(diào)查，有機(jī)會(huì)升任高管的女性管理人員的比例也有所下降，去年的比例為27.2%，降幅達(dá)6%。相比之下，男性管理人員中，半數(shù)擔(dān)任著具有升遷機(jī)會(huì)的職位。美國(guó)500強(qiáng)公司中約有74家根本沒(méi)有女性高管，這一數(shù)字比2006年多了10家。微軟(Microsoft)、通用電氣(GE)和沃爾瑪(Wal-Mart)等許多知名公司的高管職位中，女性比例還不到25%。

    只有Reynolds American、Office Depot、Northeast Utilities、Edison International、Reliance Steel & Aluminum以及Thrivent Financial for Lutherans，這些公司的女性高管比例超過(guò)了40%。

    缺乏多元性意味著，只要一個(gè)少數(shù)族裔或女性高管去職或退休，所有的進(jìn)展就不復(fù)存在了。這種情況也強(qiáng)化了人們認(rèn)為女性和少數(shù)族裔缺乏領(lǐng)導(dǎo)才能的過(guò)時(shí)觀點(diǎn)。

    以摩根士丹利(Morgan Stanley)為例，自其聯(lián)席總裁佐伊•克魯茲(Zoe Cruz)離職、全球操作及技術(shù)部前主管艾琳•默里(Eileen Murray)離任之后，該公司現(xiàn)僅有四名女性高管。大公司里只有美國(guó)運(yùn)通(American Express)、安泰保險(xiǎn)公司(Aetna)和Darden Restaurants三家的CEO為非裔美國(guó)人。去年年底，美林公司(Merrill Lynch)的斯坦•奧尼爾(Stan O'Neal)、Sears的埃爾文•B.劉易斯(Aylwin B. Lewis)以及時(shí)代華納(Time Warner)的理查德•帕森斯(Richard Parsons)相繼離任，這使得非裔CEO的比例下降了50%。

    在管理層職位減少，競(jìng)爭(zhēng)尤為激烈的時(shí)代，怎樣才能改變?nèi)绱爽F(xiàn)狀？這需要商界領(lǐng)袖從內(nèi)心深處明白，多元化是個(gè)好東西，它可以幫助企業(yè)招募到最優(yōu)秀的人才，獲得廣泛的見(jiàn)解，并影響全世界的各類客戶群。不僅如此，它還要求CEO在為所有員工提供發(fā)展規(guī)劃的同時(shí)，將給管理人員的獎(jiǎng)勵(lì)與更好地實(shí)現(xiàn)多元化聯(lián)系起來(lái)。

    安永(Ernst & Young)和IBM等公司正是如此，這些公司會(huì)根據(jù)管理人員保有和提升女性及少數(shù)族裔員工的情況對(duì)他們進(jìn)行評(píng)估。IBM全球員工多元化副總裁羅恩•格羅夫(Ron Glover)說(shuō)，在170個(gè)國(guó)家開(kāi)展業(yè)務(wù)的IBM希望自己的員工像其客戶群一樣廣泛和多樣化。