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Diversity Training

The document discusses diversity training and related issues. It outlines the goals of diversity training as eliminating biases and stereotypes to allow employees to contribute regardless of attributes. It then discusses the competitive advantages of diversity, including lower costs, better marketing and creativity. Successful diversity efforts require top management support, structured programs, and evaluating outcomes. Diversity training aims to change attitudes and develop skills for a diverse workforce.

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magic_13
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203 views

Diversity Training

The document discusses diversity training and related issues. It outlines the goals of diversity training as eliminating biases and stereotypes to allow employees to contribute regardless of attributes. It then discusses the competitive advantages of diversity, including lower costs, better marketing and creativity. Successful diversity efforts require top management support, structured programs, and evaluating outcomes. Diversity training aims to change attitudes and develop skills for a diverse workforce.

Uploaded by

magic_13
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Diversity Training and

Other Issues
March 21, 2004
Diversity

• Why diversity?
• What is diversity?
– Informational diversity
• Task/cognitive conflict

– Social category diversity


• Intergroup bias
• Stereotyping
Fortune Best Companies for
Diversity
• Video
Goals of Diversity Training

• Eliminate values, stereotypes, and


managerial practices that inhibit
employees’ personal development

• Allow employees to contribute to


organizational goals regardless of their
race, age, physical condition, sexual
orientation, gender, family status,
religious orientation, or cultural
background
Cultural Diversity and Competitive
Advantage
1. Cost argument As organizations become more diverse, the
cost of a poor job in integrating workers
will increase. Those who handle this well
will thus create cost advantages over those
who don’t.
2. Resource- Companies develop reputations on
acquisition favorability as prospective employers for
argument women and minorities. Those with the best
reputations for managing diversity will be
the most attractive employers for women
and minority groups. An important edge in
a tight labor market.
3. Marketing The insight and cultural sensitivity that
argument members with roots in other countries
bring to the marketing effort should
improve these efforts in important ways.
Cultural Diversity and Competitive
Advantage
4. Creativity Diversity of perspectives and less emphasis
argument on conformity to norms of the past should
improve the level of creativity.

5. Problem-solving Heterogeneity in decisions and problem-


argument solving groups potentially produces better
decisions through a wider range of
perspectives and more through critical
analysis of issues.
6. System flexibility An implication of the multicultural model
argument for managing diversity is that the system
will become less determinant, less
standardized, and therefore more fluid.
The increased fluidity should create greater
flexibility to react to environmental
changes (i.e., reactions should be faster
and cost less).
Managing Diversity

• Adherence to legislation
Why Diversity Training?

• Help employees understand how their


values and stereotypes influence their
behavior toward others

• Employees gain an appreciation of


cultural differences among themselves.
Diversity Training Programs

• Diversity training refers to training


designed to change employee attitudes about
diversity and/or developing skills needed to
work with a diverse work force.

• Diversity training programs differ whether


attitude change or behavior change is
emphasized.
Successful Diversity Efforts

• Top management provides resources,


personally intervenes, and publicly
advocates diversity.
• The program is structured.
• Capitalizing on a diverse work force is
defined as a business objective.
• Capitalizing on a diverse work force is
seen necessary to generate revenue
and profits.
• The program is evaluated.
Successful Diversity Efforts

• Manager involvement is mandatory.


• The program is seen as a culture
change, not a one-shot program.
• Managers and demographic groups are
not blamed for problems.
• Behaviors and skills needed to
successfully interact with others are
taught.
• Managers are rewarded on progress
toward meeting diversity goals.
School-to-Work Transition

• School-to-work transition programs


combine classroom experiences with work
experiences to prepare high school students
for employment.
• School-to-Work Opportunities Act
encourages partnerships between
educational institutions, employers, and
labor unions.
– Every school-to-work system required to include
work-based learning, school-based learning, and
activities that match students with employers.
Training Welfare Recipients

• Two methods.
– Government agencies referring welfare
recipients to a company-sponsored training
program subsidized with money and tax
credits from the government.

– State and local governments provide life and


skills training directly to welfare recipients.
Training to Address Internal Needs

• Basic skills training


• Melting the glass ceiling
• Join Union-Management programs
• Succession planning
• Developing managers with
dysfunctional behaviors
• Training and pay systems

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