Employee Diversity Training Doesn't Work
Some decades ago, the powers that be declared that employee diversity was a good thing, as desirable as double-digit profit margins. It's proving just as difficult to achieve. Companies try all sorts of things to attract and promote minorities and women. They hire organizational psychologists. They staff booths at diversity fairs. They host dim-sum brunches and salsa nights. The most popular--and expensive--approach is diversity training, or workshops to teach executives to embrace the benefits of a diverse staff. Too bad it doesn't work.A groundbreaking new study by three sociologists shows that diversity training has little to no effect on the racial and gender mix of a company's top ranks. Frank Dobbin of Harvard, Alexandra Kalev of the University of California, Berkeley, and Erin Kelly of the University of Minnesota sifted through decades of federal employment statistics provided by companies. Their analysis found no real change in the number of women and minority managers after companies began diversity training. That's right--none. Networking didn't do much, either. Mentorships did. Among the least common tactics, one--assigning a diversity point person or task force--has the best record of success. "Companies have spent millions of dollars a year on these programs without actually knowing, Are these efforts worth it?" Dobbin says. "In the case of diversity training, the answer is no."
The law is one reason that employers favor diversity training. In the wake of whopping settlements in race-discrimination suits against large companies, including Texaco and Coca-Cola, over the past decade, employers believe that having a program in place can show a judge that they are sincerely fighting prejudice. But this too is a myth, says Dobbin: "I don't know of a single case where courts gave credit for diversity training."
Social psychologists have many theories to explain why diversity training doesn't work as intended. Studies show that any training generates a backlash and that mandatory diversity training in particular may even activate a bias. Researchers also see evidence of "irresistible stereotypes," or biases so deeply ingrained that they simply can't be taught away in a one-day workshop.
Consultants on diversity insist that the training they give has value. R. Roosevelt Thomas, founder of the American Institute for Managing Diversity, says corporate America must first redefine the word. "Diversity means differences and similarities," he says, be they in race, gender or corporate culture. He teaches executives to focus on skills and not familiarity. "In a foxhole, I want someone who can shoot," he says. "I don't care where they're from. Some folks have to be reminded of that."
So what does work? The study's findings in this area were striking too: at companies that assigned a person or committee to oversee diversity, ensuring direct accountability for results, the number of minorities and women climbed 10% in the years following the appointment. Mentorships worked too, particularly for black women, increasing their numbers in management 23.5%. Most effective is the combination of all these strategies, says Dobbin.
In practice, companies find that a multipronged approach leads to results. General Electric initiated an aggressive diversity strategy under former CEO Jack Welch that included employee networks, regular planning forums, formal mentoring, and recruiting at colleges popular with minorities. Perhaps most significantly, GE appointed a chief diversity officer, Deborah Elam. In 2000, women, minorities and non--U.S. citizens made up 22% of GE's officers and 29% of senior executives. By 2005, their ranks swelled to 34% among officers and 40% of senior execs. "Training just to train is not enough," says Elam. "You've got to have accountability at the top." Accountability for the careers of women and minorities requires a substantial commitment of time, staff and money--but so does diversity training. And only one works.
Dum Dums!
Thank you for all participated in this year's Career Service Dum Dum guessing Contest. We had great participation and enjoyed all of your guesses.
Our mission is to help you in your decision making by providing resources, opportunities and professional experiences to meet your career goals.
You are ALL winners and to receive your prize, please stop by our office located on the second floor of YGCU Room 218.
The total count of dum dums was 553. The Grand Prize Winner goes to Jessica Chandler with a Guess of 550. Thank you again,
The Career Services Team
Our mission is to help you in your decision making by providing resources, opportunities and professional experiences to meet your career goals.
You are ALL winners and to receive your prize, please stop by our office located on the second floor of YGCU Room 218.
The total count of dum dums was 553. The Grand Prize Winner goes to Jessica Chandler with a Guess of 550. Thank you again,
The Career Services Team
Something New Called Focus 2!
Focus 2 is a new program here with Career Services! We are very excited about it.
It helps you decide what your major should be!
OR if you have a job you want it tells you what major would be best!
FOCUS-2 is a self-guided, online career and education planning tool for use by college students. It will enable you to assess your interests, values, skills, personality, and aspirations as they relate to careers and college majors. FOCUS-2 is designed to help you choose the best major for you and explore occupations that match your profile. Students who use FOCUS-2 make better decisions about their goals and plans and learn how to manage their careers.
Be sure to check it out today!
Etiquette Tip of the Week:
Start meetings on time. If you hold up meetings for latecomers, you are treating the people who did show up on time as if their time is less valuable. If you make a habit of starting late, people will assume your 9:00 AM meeting really begins at 9:20 AM and at 9:00 AM they will all still be grabbing coffee and wondering out loud about who took the last doughnut.
Respect your audience: end on time. Have an agenda and stick to it. If you are speaking at the meeting, be prepared with your material. People who are unprepared talk and talk and talk until attendees are slipping under the table.
We all know of certain people who can talk the leg off a chair and those who can derail a meeting onto the strangest topics. As the meeting leader, you are in charge. In your mind, you may be tackling them at the knees and throwing them to the conference room floor. In reality, a simple, "We seem to have slipped off topic and we need to return to our agenda..." will do.
Respect your audience: end on time. Have an agenda and stick to it. If you are speaking at the meeting, be prepared with your material. People who are unprepared talk and talk and talk until attendees are slipping under the table.
We all know of certain people who can talk the leg off a chair and those who can derail a meeting onto the strangest topics. As the meeting leader, you are in charge. In your mind, you may be tackling them at the knees and throwing them to the conference room floor. In reality, a simple, "We seem to have slipped off topic and we need to return to our agenda..." will do.
As you know, it’s polite to give credit where credit is due. Thus these tips are from www.cultureandmanners.com
Events for the Week:
9/14 | Career Mentor Program Orientation |
5:45-7 WSC 304 | |
9/16 | KU Business Fair |
12-5 KU 5th flr Union | |
9/20 | Federal Reserve Open Info Session |
9:45-11 212 YGCU | |
9/21 | 2010 Job Fair Employer Guide |
10-3 Penn Valley College |
Quote from the Office:
“Why’s there a rock in my shoe? Oh wait, it’s a chocolate chip.” - Katie
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