The Bernstein Perspective: Making Room for Diversity

Diversity is needed in our work force and among our franchisees.

By Charles Bernstein, Editor-at-Large -- Chain Leader, 4/1/2006

Diversity is crucial in the restaurant industry, not just because it is the “right thing to do,” but because diverse perspectives are key to continued success. As in a portfolio of assets, an array of stocks, bonds, real estate and other interests is more likely to be successful than a single source of income. Such an attitude must start at the top and work its way down through the organization.

Beyond the Work Force
When we talk about diversity in the industry, we most often think about recruiting and developing women and minorities into positions where they can grow into company leaders. And, of course, that’s urgently needed.

But I challenge you to recruit and develop underrepresented groups in another area: franchisees.

Gerald Fernandez, president of the MultiCultural Foodservice & Hospitality Alliance, asserted that “people of color have passion about the growth opportunities that our industry has around diversity, especially in franchising.” He participated in a diversity session at the International Franchise Association’s conference last month in Palm Springs, Calif. The annual event attracted approximately 2,500 attendees, mostly franchisees. Some 100 attended the diversity presentation.

Diversity on Stage
During the session, Maurice Cox, Pepsi-Cola Company development vice president, emphasized that corporate values depend on diversity and that it is crucial to welcome people of all colors. Acknowledging that it can sometimes be difficult, he pointed out that people don’t always have to agree, but they need to respect each other.

He also said that inclusive efforts don’t happen overnight. “You have to start in training, learning and education,” he affirmed. He called successful diversity programs a long journey, where those who get there first will set the pace for others.

Terrian Barnes, Yum Brands community diversity vice president, challenged leaders to make diversity efforts a priority: “If you can’t fit it in, how can you expect your people to do it?” She advised them to talk to people about what their concerns are, and then to act on what they learn.

Where to Start?
But talk of “race relations” and “women’s issues” can be difficult, emotional and even scary. The MFHA is a good resource for improving your company’s diversity efforts. The way Fernandez puts it: “We serve as the industry’s multicultural leader, a sort of best solution to industry challenges.”

Fernandez is determined to help the industry improve its corporate culture “so that we can grow profits. We serve as a sort of yellow pages for identifying people and organizations that help us solve diversity challenges.”

In essence, Fernandez is convinced that diverse points of view produce the best solutions. “And diverse leadership is required for our industry to keep growing,” he declared.

I agree. While diversity has gradually improved over the years, there is still a great deal of room for more women and minorities in the top spots and throughout the industry. And chain leaders can make it happen by recruiting and promoting a diverse work force as well as a diverse stable of franchisees.