{"id":11194,"date":"2019-01-07T17:03:42","date_gmt":"2019-01-07T23:03:42","guid":{"rendered":"https:\/\/trainingmag.com\/proving-the-critics-wrong-on-the-impact-of-diversity-training\/"},"modified":"2019-01-07T17:03:42","modified_gmt":"2019-01-07T23:03:42","slug":"proving-the-critics-wrong-on-the-impact-of-diversity-training","status":"publish","type":"post","link":"https:\/\/trainingmag.com\/proving-the-critics-wrong-on-the-impact-of-diversity-training\/","title":{"rendered":"Proving The Critics Wrong On The Impact Of Diversity Training"},"content":{"rendered":"

\n\tCan diversity and unconscious bias training have an impact on an organization\u2019s policies, procedures, and practices, and result in changes in participants\u2019 awareness, perceptions, attitudes, and behaviors? Based on more than 25 years of practice in the field and the demonstrated results below, the answer is a resounding \u201cYes!\u201d<\/p>\n

\n\tThose who question the value of diversity training often quote the Harvard Business Review<\/em> article, \u201cWhy Diversity Programs Fail\u201d by Frank Dobbin and Alexandra Kalev (https:\/\/hbr.org\/2016\/07\/why-diversity-programsfail<\/a>). The article accurately describes the negative consequences of poorly planned and administered mandatory diversity programs. It also highlights the benefits of well-run programs and concludes: \u201cThe very good news is that we know what does work\u2014we just need to do more of it.\u201d<\/em><\/p>\n

\n\tUnfortunately, the title of the article, which is quoted often, implies otherwise.<\/p>\n

\n\tTo counter attacks on the beneficial impacts of diversity training, this article highlights the results of an in-person program on unconscious bias taken by a CEO and his executive cabinet of 12 men who work at a billion-dollar industrial manufacturing company. These executives were reluctant to take the time for this workshop, and some saw it as \u201cirrelevant,\u201d which makes the results below and their transformation even more significant.<\/p>\n

\n\tThese executives have the authority to implement the \u201c20 Commitments\u201d they created individually and collectively across the organization. Here are those commitments, followed by the individual actions six of the executives committed to enact personally and across the organization.<\/p>\n

\n\tTHE 20 COMMITMENTS<\/strong><\/p>\n

    \n
  1. \n\t\tBe more consistent when asking for information during an informal meeting\u2014ask everyone for their input to allow everyone an opportunity to share information.<\/li>\n
  2. \n\t\tCommunicate and have empathy.<\/li>\n
  3. \n\t\tLet each person on the team present their work.<\/li>\n
  4. \n\t\tIncorporate a \u201cshow and tell\u201d\/sharing of information\u2014even on the personal level\u2014 to foster trust and commitment.<\/li>\n
  5. \n\t\tChallenge people to drive diversity when considering candidates for succession planning purposes and to build\/foster those relationships.<\/li>\n
  6. \n\t\tReach beyond staff for committee work.<\/li>\n
  7. \n\t\tCapture information that is \u201cgoing up\u201d the communication\/leadership chain in addition to disseminating information coming down from the top.<\/li>\n
  8. \n\t\tChange system bias\u2014listen to new ideas and step back from thinking, \u201cJust do it\u2014that is the way we\u2019ve always done it and the way that works for us.\u201d<\/li>\n
  9. \n\t\tEncourage department members to generate and bring one new idea to team meetings.<\/li>\n
  10. \n\t\tLook beyond the usual people for assignments.<\/li>\n
  11. \n\t\tIdentify \u201cdevil\u2019s advocates\u201d to review ideas.<\/li>\n
  12. \n\t\tIdentify patterns of biases in others\u2019 behaviors.<\/li>\n
  13. \n\t\tSet an agenda for inclusion.<\/li>\n
  14. \n\t\tSpeak up when people interrupt and don\u2019t interrupt others.<\/li>\n
  15. \n\t\tBecome aware of biases, especially when viewing resumes.<\/li>\n
  16. \n\t\tShare articles regarding core values, micro-inequities, bias, etc.<\/li>\n
  17. \n\t\tBe aware of micro-inequities and negative micro-messaging.<\/li>\n
  18. \n\t\tChallenge first thoughts.<\/li>\n
  19. \n\t\tSustain and support the women\u2019s initiative.<\/li>\n
  20. \n\t\tBe mindful of feeling stressed and hurried.<\/li>\n<\/ol>\n

    \n\tSAMPLE OF INDIVIDUAL EXECUTIVE COMMITMENTS AND ACTION PLANS:<\/strong><\/p>\n

    \n\tEXECUTIVE #1:<\/strong><\/p>\n

      \n
    1. \n\t\tLook for opportunities to create a diverse candidate pool.<\/li>\n
    2. \n\t\tChallenge what kinds of opportunities exist for females to rise to the director level.<\/li>\n
    3. \n\t\tWomen occupy HR, but there aren\u2019t a tremendous number in the field\u2014we need to change that.<\/li>\n
    4. \n\t\tRemove names from resumes.<\/li>\n
    5. \n\t\tInclude a women\u2019s committee for campus recruiting or career fairs.<\/li>\n
    6. \n\t\tRecruit from diverse tech colleges.<\/li>\n
    7. \n\t\tSend messages to internal recruiters to recruit more diverse candidates.<\/li>\n<\/ol>\n

      \n\tEXECUTIVE #2:<\/strong><\/p>\n

        \n
      1. \n\t\tRotate people into leadership roles.<\/li>\n
      2. \n\t\tIdentify service areas that lack diversity and develop a plan.<\/li>\n
      3. \n\t\tAcknowledge comments that foster diversity.<\/li>\n
      4. \n\t\tLook at teams: Rank their level of diversity; call it out and develop within those who have low diversity. Watch out for \u201cgroup think.\u201d Participate in hiring and reviews.<\/li>\n<\/ol>\n

        \n\tEXECUTIVE #3:<\/strong><\/p>\n

          \n
        1. \n\t\tEnsure we have an inclusive process, from recruiting for those plum jobs to obtaining perspectives at exit interviews.<\/li>\n
        2. \n\t\tModel the behavior.<\/li>\n
        3. \n\t\tReview job announcements and specifications, and redo them to see if they are biased.<\/li>\n
        4. \n\t\tMake sure there are stretch assignments.<\/li>\n
        5. \n\t\tPartner with the Society of Latino Engineers and other similar groups.<\/li>\n<\/ol>\n

          \n\tEXECUTIVE #4:<\/strong><\/p>\n

            \n
          1. \n\t\tAttend HR meetings\u2014lots of Millennials are present.<\/li>\n
          2. \n\t\tBring the group together\u2014listen to what they have to say. They love to be involved in special assignments.<\/li>\n
          3. \n\t\tAt the four senior HR meetings per year, pair executives up and see what they have achieved over the last 90 days.<\/li>\n
          4. \n\t\tIdentify jobs that can be two-year assignments and initiate those rotations, if possible.<\/li>\n
          5. \n\t\tShare the dialog regarding Millennials with the leadership team.<\/li>\n<\/ol>\n

            \n\tEXECUTIVE #5:<\/strong><\/p>\n

              \n
            1. \n\t\tGet more involved in the hiring process.<\/li>\n
            2. \n\t\t\u201cCYA\u201d (facilitators\u2019 term for \u201ccheck your assumptions\u201d); make sure I have the right assumptions.<\/li>\n
            3. \n\t\tCreate processes for diversity and succession planning\u2014make sure we ask, \u201cWhat are your career aspirations?\u201d Mentor those you want to keep. Make this a fundamental process.<\/li>\n
            4. \n\t\tBe consciously competent. We run hard and fast. Let\u2019s pause to see the not so obvious: Sit in the customer or internal employee\u2019s seat.<\/li>\n
            5. \n\t\tDetermine and identify why we are not the \u201cemployer of choice.\u201d Interview peer groups, and get information from existing employees.<\/li>\n<\/ol>\n

              \n\tCEO:<\/strong><\/p>\n

                \n
              1. \n\t\tMake sure my son sees his mom as a valuable working person.<\/li>\n
              2. \n\t\tMove toward more of a sponsorship than a mentorship for women eligible for promotion.<\/li>\n
              3. \n\t\tConsciously interact with more people not in my image or likeness.<\/li>\n
              4. \n\t\tUse the weekly checklist at the end of the week\u2014asking myself, \u201cAm I staying consciously inclusive?\u201d<\/li>\n
              5. \n\t\tExpand the internal understanding of unconscious bias across the broader constituency.<\/li>\n
              6. \n\t\tFigure out how we can we more consistently keep unconscious bias at the forefront of our thoughts. Determine how we can challenge our processes\u2014to help us get over the thoughts of where we are, and focus on the future (where we can be)\u2014creating that vision of inclusivity.<\/li>\n<\/ol>\n

                \n\tThe executive cabinet agreed to meet two months after the program to further refine their goals and form teams to tackle specific areas of interest they have in common with other members of the cabinet. Time will tell how much change takes place. It would be na\u00efve to expect every action to be implemented, but it is clear from these results the cabinet now is committed to lead the mission to move their organization toward conscious inclusion.<\/p>\n

                \n\tTheir increased sensitivity to this topic also will lead to changes in their interpersonal relations at work, their communities, and at home. The benefits of diversity training depend much on the culture and commitment of the organization, the dedication of the CEO, and the degree to which leaders are convinced the future success or failure of the organization is based on their need to change.<\/p>\n

                \n\tIf you have any questions about the training process or experiences you would like to share, either positive or negative, regarding your diversity initiatives for possible inclusion in future columns, send them to: ngoodman@global-dynamics.com.<\/p>\n

                \n\tNeal Goodman, Ph.D., is president of Global Dynamics, Inc., a training and development firm specializing in globalization, cultural intelligence, effective virtual workplaces, and diversity and inclusion. He can be reached at 305.682.7883 and at ngoodman@globaldynamics.com. For more information, visit\u00a0http:\/\/www.globaldynamics.com<\/a>.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

                \n\tHighlighting the results of an in-person program on unconscious bias taken by a CEO and his executive cabinet of 12 men who work at a billion-dollar industrial manufacturing company.<\/p>\n","protected":false},"author":30,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"cybocfi_hide_featured_image":"","footnotes":""},"categories":[12],"tags":[28],"class_list":{"0":"post-11194","1":"post","2":"type-post","3":"status-publish","4":"format-standard","6":"category-magazine","7":"tag-best-practices","8":"magazine_issues-january-2019"},"acf":[],"yoast_head":"\nProving The Critics Wrong On The Impact Of Diversity Training<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/trainingmag.com\/proving-the-critics-wrong-on-the-impact-of-diversity-training\/\" \/>\n<meta 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