Native Hiring: Time for Corporate America to Step Up

By Victoria Wright (Wampanoag)

It is a simple fact that there are fewer Native Americans in corporate America than any other minority. This is not due to a lack of interest or qualifications among the Native population; rather, it’s that we, as a race, comprise only 1.53 percent of the population of the United States. We are, however, becoming an increasingly educated segment of the population. Census data show that from 1990 to 2005, the number of Natives earning bachelor’s degrees increased from 95,500 to 160,400, and the number of Natives earning graduate degrees more than doubled—increasing from 6,200 to 13,400.

Business has often become the degree of choice for Native students. The National Center for Education Statistics’ study on bachelor’s degrees shows Native students are more likely to earn their bachelor’s degrees in business than in other fields. In the 2002–03 school year, 20 percent of Native college and university graduates studied business.

Although many college-educated Natives return home to work for their tribes, others are interested in pursuing their careers in corporate America. Unfortunately, connecting these candidates with the right positions in the right companies often is not easy. There are a number of roadblocks: There are not as many Natives enrolled at the top-tier schools corporate America tends to recruit from; we often don’t have enough direct contacts in corporate America to be noticed; and many of us are not accustomed to the corporate culture.

These challenges are not insurmountable, but they require a change in corporate culture and hiring practices. And this change can only be driven from within. Of the Native Americans currently occupying the offices of corporate America, many of us actively mentor Native youth and, where we can, help to support the hiring of a Native candidate. But this alone is not enough. We need to demonstrate the value of hiring Native talent to our non-Native colleagues.

Lucrative opportunities lie within Indian Country. From natural resources to tribal gaming, Indian County is truly becoming a prominent player within the American economy. Corporations are beginning to realize this. Of course, when doing business with a tribal government or tribal enterprise, the standard rules may not apply. Building a strong relationship with a tribe is the first step toward “closing the deal.” Corporations who have worked with tribal governments know this is not an easy endeavor. Tribal nations have their own laws, traditions and ways of doing business. Success comes to corporations that work to learn and understand tribal ways and are willing to commit the time necessary to earn the respect and trust of the tribal leaders. Having a Native on the team can often help facilitate this process and bridge the gap between the two worlds.

Corporations are learning that a diversified workforce is beneficial to their bottom line. Those organizations that are committed to having an employee base that is as varied as the customers they serve are those that will win in the long run. It is in a corporation’s best interest to diversify its employee base to reflect its end user or client. This is especially true for those that want to work within Indian Country.

The question is: What can corporations do to increase their hiring of qualified Natives? First, recruit from a larger cross-section of colleges and universities. While increasing numbers Native students are attending and graduating from top-tier schools, there are many more outside of the typical recruiting pattern who are also qualified. For corporations where Natives are already employed, ask them to help recruit or identify qualified candidates. Also provide professional networks that can serve as a support system for incoming Natives.

As a Native in corporate America, I can speak to this issue from professional and personal experience. I graduated from a good state school with a business degree and went on to obtain a law degree. Prior to and after law school, I worked primarily in the nonprofit Native world. Corporate America did not seem like it was the place for me. However, when Merrill Lynch showed an interest, I took a long hard look at the opportunity. What I discovered was the firm’s commitment to Indian Country, its active recruiting of qualified Natives and the internal Native employee network. Adapting to the corporate culture was a difficult transition, but I am happy that I made the move and I, along with my colleagues, am actively trying to bring more Natives into the firm. At Merrill Lynch, we believe that if you want to work in Indian Country, you have to show a commitment to Indian Country. One important piece of that commitment is hiring qualified Natives.

I, along with my other Native colleagues, live in two worlds. Many, like Elke Chenevey (Omaha Tribe of Nebraska) and Wayne Taylor (former chair of the Hopi Nation), spent time working for their tribes but now work in the corporate world. Their knowledge and understanding of Indian Country are invaluable to Merrill Lynch’s efforts. Their expertise not only helps our business efforts succeed, but allows us to effectively articulate our commitment to our tribal clients. The call to action is clear: It is time for corporate America to hire more qualified Natives.

Victoria Wright, a member of the Wampanoag Tribe of Massachusetts, is a vice president for Merrill Lynch, developing strategy for multicultural marketing and field communications. She received her business degree from the University of Massachusetts and her law degree from Suffolk University.