????如果你的雇主是一家典型的美國大公司，你或許已注意到了這種情況。隨著消費者越來越多元化（目前預(yù)計到2030年少數(shù)族裔將占到美國人口的46%，到2050年占到55%），入門級招聘比以往任何時候都更加有包容性。但管理高層和董事會的變化并不大。

????金融公司Calvert Investments最近公布的一項研究“泄漏的管道”關(guān)注從公司底層到高層的人才晉升狀況。研究發(fā)現(xiàn)，在標(biāo)準普爾500指數(shù)成分股公司中，有56家公司的最高管理層中沒有女性和有色人種，75%的公司沒有少數(shù)族裔董事。如今，女性已經(jīng)占到美國勞動人口的一半以上，是大學(xué)畢業(yè)生的主體，在高級管理層中的比例也節(jié)節(jié)上升，但在《財富》美國500強公司中，女性董事比例一直徘徊不前，2005年以來一直保持在17%上下。

????毫無疑問，造成人才管道泄漏的原因很復(fù)雜，但部分原因可能是金錢。根據(jù)高管獵頭公司Korn/Ferry的一項最新調(diào)查，很多公司的經(jīng)理人都被鼓勵要發(fā)掘有潛力的女性和少數(shù)族裔員工，指導(dǎo)他們更上一層樓，但很少有人有經(jīng)濟動力這么去做。

????調(diào)查顯示，96%的高層經(jīng)理相信“擁有多樣化和包容的員工構(gòu)成可以增強員工的歸屬感和績效，”但只有52%的人表示，促進多樣性是個人績效評估的一項因素，而且大多數(shù)人（77%）表示，它對個人的獎金多寡沒有影響。

????不言而喻的道理是，有錢能使鬼推磨，但經(jīng)理們能不能沒有獎金，也能培養(yǎng)和提拔少數(shù)族裔人才？“當(dāng)然能，很多人就是這么做的，”Korn/Ferry的高級合伙人奧瑞斯?斯圖爾特說。“問題是有沒有責(zé)任。如果不影響薪酬，多樣性政策就是個擺設(shè)。即使它是績效評估的一項指標(biāo)，也會被看成不那么重要。

????斯圖爾特補充說：“大部分經(jīng)理人現(xiàn)在都承受著太多的競爭壓力，如果沒有獎金等經(jīng)濟刺激，包容性必將讓位于其他需求。”他指出，這一點尤其真切，因為培養(yǎng)與自己不同的員工超出了很多經(jīng)理人感覺自在的范圍：“通常，老板們認為，給少數(shù)族裔和女性提建設(shè)性批評過于冒險。部分原因在于，他們不想說任何可能被視為種族主義或大男子主義的話。這需要一些不同的技能，如果沒有經(jīng)濟動力讓人去學(xué)習(xí)這些技能，這樣的對話往往就不會發(fā)生了。”

????此外，斯圖爾特認為，在很多公司，高級職位缺少女性和少數(shù)族裔已成為一種永動循環(huán)。他說：“如果你是低級員工或中層員工，你看到像你一樣的人沒有一個能接近高層，你或許會懷疑，是否值得繼續(xù)留在這家機構(gòu)努力下去。”

????到那個時候，“女性和少數(shù)族裔員工會開始疑惑，‘在我之前來的那些人都發(fā)生了什么？為什么他們沒有在這里獲得成功？”他說。“他們最后通常都會離開”——進而使得人才晉升管道的多樣性進一步降低。斯圖爾特補充說，員工們非常清楚很多企業(yè)描繪的多樣性計劃總是與現(xiàn)實存在差距：“將多樣性納入激勵性薪酬的考核指標(biāo)有助于縮減這個差距。”（財富中文網(wǎng)）

????譯者：早稻米

????If your employer is typical of big U.S. companies, you may have noticed a pattern. As consumers grow increasingly diverse (with current minorities projected to make up 46% of the population by 2030, and 55% by 2050), recruiting at the entry level is more inclusive than it's ever been. Yet, when you look at senior management and the board of directors, nothing much has changed.

????One study of the "leaky pipeline" between the bottom and the top, by financial firm Calvert Investments, found that 56 companies within the S&P 500 have no women or people of color among their highest-paid executives, and 75% have no minority directors. Women, who make up more than half the workforce and the majority of college grads, are gaining ground in senior management but, among the Fortune 500, female board membership has stayed flat, at about 17% since 2005.

????No doubt, the reasons for the leaky talent pipeline are complex, but part of the explanation may be money. Although managers in lots of companies are encouraged to spot talented women and minorities and coach them on how to move up, few of those bosses have any financial incentive to do it, according to a new poll by executive recruiters Korn/Ferry.

????While 96% of senior managers believe that "having a diverse and inclusive workforce can improve employee engagement and business performance," only 52% say promoting diversity is a factor in their own performance appraisals -- and most (77%) say it plays no part in their incentive pay.

????It's a truism that what gets rewarded gets done, but can't managers mentor minority talent without getting paid for it? "Certainly they can, and many do," says Oris Stuart, a Korn/Ferry senior partner. "The question is one of accountability. Unless it affects compensation, a diversity policy has no teeth, because -- even if it's a criterion in performance appraisals -- it's perceived as less important.

????"Most managers now are under so many competing pressures that, without a financial incentive, inclusiveness falls victim to other demands," Stuart adds. That's especially true, he notes, because coaching people unlike themselves is outside of many managers' comfort zones: "Often, bosses see giving constructive criticism to minorities and women as too risky, partly because they don't want to say anything that might seem racist or sexist. It takes a somewhat different set of skills and, without a financial reason to learn them, those conversations often just don't happen."

????Moreover, Stuart believes that, in many companies, the lack of women and minorities in senior jobs becomes self-perpetuating. "If you're at the entry level or in the middle and you see no one who looks like you anywhere near the top, you may question whether it's worth putting in the effort to get ahead in this organization," he observes.

????At that point, "female and minority employees start wondering, 'What happened to the people who came before me? Why haven't they succeeded here?'" he says. "They often end up leaving" -- which in turn makes for even less diversity in the talent pipeline. Stuart adds that employees are keenly aware of "the gap between the rhetoric and the results" of many corporate diversity programs: "Making diversity a component of incentive pay could help close it."