What Does Diversity Training Teach?
Submitted by: Ian Jay T. Padios January 19, 2013
Case Incident 2 WHAT DOES DIVERSITY TRAINING TEACH? I. Background Researchers have provided evidence that diversity training programs may not be delivering expected outcomes. Reviews of the historical development of diversity programs demonstrate some significant changes in the ways diversity trainers conceptualize their role. Early diversity training efforts focused primarily on legal compliance and the regulatory framework. This may have created an attitude that diversity was a problem to be solved and avoided when possible, rather than an opportunity. Source: A. Kalev, F. Dobbin, and E. Kelly, “Best Practices or Best Guesses? Assessing the Efficacy of Corporate Affirmative Action and Diversity Policies”.
Study/Analysis Study Questions: 1. Do you think representation in top management is a fair indicator of the effects of diversity training program? Why or why not? The main objective of a successful diversity training program is to produce a positive working environment to employees by helping them to understand and be sensitive among the difference between co-workers. Diversity training programs cannot directly change individual beliefs. On which top management must understand the fact that the difference in race, sexual orientation, education and work experience may cause remarkable damage to employees own beliefs. Diversity training programs must focus on the ability to increase
awareness, impart knowledge and educate employees further on how to accept differences among fellow employees. Representation in top management is a fair indicator of the effects of diversity training program. Implementations of diversity programs are truly helpful in improving representation in top management. It gives chance to underrepresented minorities and women to hold management positions and signify themselves. 2. Why might ineffective? one-shot diversity training programs be
When can we say that a diversity training
Case Incident 2 WHAT DOES DIVERSITY TRAINING TEACH? I. Background Researchers have provided evidence that diversity training programs may not be delivering expected outcomes. Reviews of the historical development of diversity programs demonstrate some significant changes in the ways diversity trainers conceptualize their role. Early diversity training efforts focused primarily on legal compliance and the regulatory framework. This may have created an attitude that diversity was a problem to be solved and avoided when possible, rather than an opportunity. Source: A. Kalev, F. Dobbin, and E. Kelly, “Best Practices or Best Guesses? Assessing the Efficacy of Corporate Affirmative Action and Diversity Policies”.
Study/Analysis Study Questions: 1. Do you think representation in top management is a fair indicator of the effects of diversity training program? Why or why not? The main objective of a successful diversity training program is to produce a positive working environment to employees by helping them to understand and be sensitive among the difference between co-workers. Diversity training programs cannot directly change individual beliefs. On which top management must understand the fact that the difference in race, sexual orientation, education and work experience may cause remarkable damage to employees own beliefs. Diversity training programs must focus on the ability to increase
awareness, impart knowledge and educate employees further on how to accept differences among fellow employees. Representation in top management is a fair indicator of the effects of diversity training program. Implementations of diversity programs are truly helpful in improving representation in top management. It gives chance to underrepresented minorities and women to hold management positions and signify themselves. 2. Why might ineffective? one-shot diversity training programs be
When can we say that a diversity training
References: http://www.online-distance-learning-education.com/diversity-training.html http://smallbusiness.chron.com/practices-diversity-training-1851.html A. Kaley, F. Dobbin and E. Kelly. (2006) Best Practices or Best Guesses? Assessing the Efficacy of Corporate Affirmative Action and Diversity Policies. http://vocserve.berkeley.edu/abstracts/MDS-934/MDS-934-DIVERSIT-2.html