Diversity Training

Long before the now-famous Hudson Report sent shock waves through corporate America in 1987, with its predictions about demographic changes impacting the workforce, diversity was on the radar screens of forward-thinking business leaders. Equal employment opportunity (EEO) laws of the 1960s and 1970s and affirmative action requirements were already putting attention on equity in the workplace, and immigration was bringing a wider range of cultures and languages to both the workforce and the marketplace. Finally, global business realities were highlighting the need for increased cultural understanding. Because of vision and necessity, companies began to understand that diversity was a business issue, and managing it effectively was a strategic imperative for survival and growth.

As organizations began to address these changes, one of the first responses was to implement training for staff at all levels. While varying in effectiveness in raising awareness and increasing sensitivity and understanding, what training did not and could not do was change organizational cultures. The ensuing disappointment led to many articles and studies decrying the “failure” of diversity training. What critics often failed to realize was that, while training is an essential element in building an inclusive climate, it alone is not sufficient. Effectively done, training can develop awareness, knowledge, and skills that can result in behavior change at individual and team levels. In addition, when leaders gain awareness and knowledge about diversity, they can institute policies and procedures leading to culture change.

Diversity training is a label that covers a broad spectrum of content and activities, from awareness and sensitivity about bias and prejudice to knowledge about different cultural norms and the skills to work effectively with others who are different. A more recent addition to this array has been a focus on the strategic business case for diversity and its relevance to the organization's goals and objectives. The foundation of effective diversity training is a definition of diversity that is broad and inclusive. Diversity is at its core about inclusion and exclusion, and about helping staff understand the differences around which there is inclusion and exclusion. The model by Lee Gardenswartz and Anita Rowe, the Four Layers of Diversity, is used in many organizations across the country to frame the issue and encourage discussion, involvement, and commitment to diversity and inclusion.

Diversity training conjures up a variety of images and expectations for employees, from “touchy feely” activities to confrontational sessions in which sensitive issues around prejudice are dealt with. Many participants arrive at training with fear and trepidation, expecting to have their deepest biases exposed, be accused of bigotry, or have their values challenged. Others may think training did not go deep enough if no tears were shed. Some will view training as punishment for problems they did not create, while a number of their coworkers may welcome a chance to address long festering issues of inequity. Effective diversity training should consider the aspects of content, method, and measurement to overcome resistance, engage trainees, and achieve the desired goals.