Leadership gap reflects racial inequality in workplace

According to Jaime Almeida, vice president of the FESA Group—an HR solutions ecosystem—and director of diversity and inclusion at the São Paulo chapter of the Brazilian Association for Human Resources (ABRH-SP), this underrepresentation has historical roots.

“It hasn’t been long since the so-called ‘pseudo liberation’ of Black people after slavery, so they still haven’t been able to access spaces like universities and, as a consequence, are underrepresented in leadership roles,” he said.

He added that only 0.4% of executive board positions are held by Black women, according to the Ethos Institute. “That’s even more disgraceful when you consider they are the largest demographic group in the country. It’s impossible to see that as normal,” he said.

Mr. Almeida also cited a 2018 McKinsey report: “Companies with gender equity are about 21% more profitable than the sector average. Those with racial and ethnic equity show roughly 33% higher profitability,” he noted.

To change this scenario, Mr. Almeida recommends that companies begin by conducting a demographic survey of their workforce. Once they understand their internal makeup, he advised sharing this data with senior leadership. “By developing training programs for executives, we can encourage real reflection and help the company define where it wants to go—over the next year, five years, ten years. How it wants to transform itself,” he said.

In his view, racism often begins with the discomfort some people feel when they see professionals who don’t fit the traditional mold of white leadership in positions of power. “A Black person who is assertive is perceived as aggressive; an assertive woman is seen as unbalanced. A white man is viewed as firm, a strong leader,” he noted.

He also pointed out that unconscious bias is the root of all prejudice—and challenges anyone to mentally list five Black CEOs widely regarded as good leaders. “Most people won’t even be able to start that list,” he said.

Mr. Almeida shared his personal experience to illustrate the issue: “I spent 32 years in the pharmaceutical industry, 26 of them in leadership positions, and the last 20 as a director. During those 20 years, I was the only Black director at the company. In all my professional life, I rarely saw another Black person in the same room. Likewise, in 24 years teaching in higher education, I’ve never had a Black colleague in the faculty lounge.”

To address the problem, Marcus Kerekes, founder and CEO of Diversitera, said that diversity should not be treated as a one-off campaign but as an ongoing, structured effort. “From a social standpoint, inclusion in the workforce generates income and brings people into the economy. The Black population is the largest demographic in Brazil, yet for years it has been relegated to niche markets,” he said.

Mr. Kerekes also noted that the closer a company is to the end consumer, the more likely it is to have diverse leadership. “We hypothesize that there is pressure from more discerning and conscious consumers,” he said.

Luciene Malta, senior institutional relations manager at MOVER (Movement for Racial Equity), believes promoting Black professionals to executive roles requires clear commitments, structured career and succession plans, and sustained action. “All goals require investment to be achieved. The same must apply to diversity, equity, and inclusion,” she said.

For Ms. Malta, it’s not just about developing Black professionals—it’s also essential to prepare the workplace to welcome them. “Investing in a cultural shift and educating leadership is fundamental,” she added.

(Under the supervision of Fernanda Gonçalves, assistant editor for the Careers desk)

*By Rafaela Zampolli*, Valor — São Paulo

Source: Valor International

https://valorinternational.globo.com/