The Metropolitan Milwaukee Association of Commerce’s initiative to diversify Milwaukee’s workforce is showing promising results despite navigating an increasingly polarized political landscape. The program, now in its fifth year, has evolved from its ambitious early targets to a more nuanced approach focused on sustainable change.
“What we’re seeing is a fundamental shift in how businesses approach diversity hiring,” explains Timothy Washington, MMAC’s Vice President of Talent Initiatives. “Companies are moving beyond quota-thinking toward building genuinely inclusive cultures that attract diverse talent naturally.”
The initiative originally aimed to increase Black and Hispanic employment in management positions by 25% and overall employment by 15% across participating companies by 2025. While progress hasn’t matched those initial targets, the 180 participating businesses have collectively increased minority management representation by approximately 17% since the program’s inception.
This progress comes amid changing political winds. The Supreme Court’s 2023 decision restricting race-conscious college admissions programs has created uncertainty for corporate diversity initiatives. Many organizations nationwide have scaled back explicit diversity targets, fearing potential legal challenges.
Federal Reserve Bank of Chicago research indicates that diverse workforces correlate with improved innovation and financial performance. Their 2023 regional economics report found that companies with above-average workforce diversity showed 19% higher innovation revenue than those with below-average diversity.
The Milwaukee region faces particular challenges. Census data reveals Milwaukee as America’s most segregated metropolitan area, with stark racial disparities in employment, housing, and education. The unemployment rate for Black Milwaukeeans remains more than twice that of white residents, according to Bureau of Labor Statistics data.
MMAC’s approach has adapted to these realities. Rather than focusing exclusively on numerical targets, the organization now emphasizes structural changes: creating mentorship programs, revising recruitment practices, and establishing community partnerships.
“We’ve learned that simply setting hiring goals isn’t enough,” says MMAC President Tim Sheehy. “Companies need comprehensive strategies that address pipeline development, workplace culture, and retention simultaneously.”
Some participating businesses have embraced this evolved approach. Northwestern Mutual, a founding program member, has expanded its internship pathways with local historically Black colleges and universities. Meanwhile, Rockwell Automation has implemented blind resume screening to reduce unconscious bias in their hiring process.
“These aren’t just social initiatives – they’re business imperatives,” notes Jennifer Robinson, Chief Diversity Officer at WEC Energy Group. “Milwaukee’s changing demographics mean that companies unable to attract diverse talent will struggle to fill positions in the coming decade.”
Economic projections support this assessment. The Wisconsin Department of Workforce Development forecasts significant labor shortages by 2030, with an estimated 45,000 unfilled positions across southeastern Wisconsin if current demographic trends continue.
The MMAC initiative has also fostered unexpected benefits. Participating companies report improvements in workplace culture, decreased turnover, and enhanced problem-solving capabilities. Several businesses have secured new contracts specifically because of their demonstrated commitment to workforce diversity.
Critics question whether voluntary corporate initiatives can adequately address systemic inequities. Community activists have called for more accountability measures and greater involvement from minority-owned businesses in shaping program priorities.
“Self-reported progress metrics without independent verification raise questions about actual impact,” argues Robert Williams, Executive Director of the Milwaukee Urban League. “We need transparent data and community oversight to ensure these programs deliver meaningful change.”
The initiative’s evolution reflects broader national trends. Research from McKinsey & Company indicates that companies are moving away from standalone diversity programs toward integrated approaches that embed inclusion throughout organizational structures and business strategies.
Looking ahead, MMAC leaders acknowledge both the progress made and challenges ahead. “We’re seeing encouraging momentum, but sustainable change requires generational commitment,” Sheehy emphasizes. “This isn’t a short-term project.”
As Milwaukee’s business community navigates this complex landscape, the initiative’s adaptability may prove its greatest strength. By focusing on systemic change rather than just numerical targets, participating companies are building foundations for lasting workforce transformation.
The journey toward a more diverse Milwaukee business community continues amid political uncertainty, but the economic case for inclusion remains compelling. As one participating executive noted, “In today’s competitive landscape, companies that fail to build diverse workforces aren’t just missing a social opportunity – they’re missing a business opportunity.”
