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March 10, 2008
Study Cites Common Flaws in Diversity Training
BOSTON, March 10, 2008 —
Despite the steady growth of diversity and inclusion
training the benefit is often diminished by faulty
delivery, according to a study by Novations Group, a global
consulting firm based in Boston.
When asked about D&I programs provided to their
organization, nearly one-third of 2,500 senior human
resources executives cited shortcomings such no
reinforcement tools or metrics. Other typical flaws were
trite content and little thought leadership.
Organizations are sometimes disappointed with diversity and
inclusion training they are provided. In your experience,
which of the following flaws has your organization
encountered?
|
No tools were provided to reinforce the training.
|
29%
|
|
No metrics were offered to evaluate training’s
effectiveness.
|
24%
|
|
Diversity addressed, but not development and advancement
issues.
|
22%
|
|
Clear objectives were not established.
|
15%
|
|
Material was too U.S.-focused.
|
15%
|
|
Concerns of line managers were not dealt with.
|
15%
|
|
Content was trite, humdrum.
|
14%
|
|
Little thought leadership was shown.
|
9%
|
|
Facilitation skills were poor.
|
8%
|
|
Employer’s policies and practices were not
addressed.
|
7%
|
"The findings should serve as a warning to both
organizations and D&I program providers," said
Novations Vice President Fred Smith. "It’s the
mistakes and shortcomings identified in the study that
create ‘diversity fatigue.’ The best diversity
training has moved far beyond the one-dimensional,
feel-good event and today needs to be held to the same
rigorous standards as other corporate training. Anything
less cheats participants, wastes resources and undermines
diversity efforts."
According to Smith, some of the deficiencies highlighted in
the study apply to training programs in general.
"Metrics, reinforcement and objectives are always
essential and often lacking," said Smith. "But
some issues are particular to diversity training: line
manager concerns, focus and the organization’s
development practices."
Middle managers have to become part of D&I planning,
even if they do not participate in the actual training,
emphasized Smith. "To minimize flaws the Chief
Diversity Officer should build relationships with their
middle management teams to gain buy-in and long term
involvement. Managers need to see a connection with
strategic initiatives."
Overemphasis on American-style diversity is also a frequent
complaint, observed Smith. "What used to be the
convention…addressing past grievances and so
on…isn’t as relevant to the needs of
today’s workforce mix. Instead, D&I has been
redirected to expanding opportunity and leveraging talent
as a basic objective."
A more fundamental problem, in Smith’s view, is
diversity programs that simply presume it is just employees
who must change. "Nothing significant will be achieved
if the organization itself doesn’t look at its
systems, biases and ways of doing things. There’s no
return in changing the attitudes or awareness of
participants if management also doesn’t make some of
the right changes."
Equation Research conducted the Internet survey of 2,556
senior HR and T&D executives in December 2007.
Novations Group is a leading provider of consulting and
training services on four continents. Novations is
recognized for its expertise in diversity & inclusion,
employee engagement, talent management, employee selection,
leadership development, organization communications, sales
training and customer service.
Contact: Pat FitzGerald, Novations, 617-787-2163, pfitzgerald@novations.com,
or Phil Ryan, Ryan Public Relations, 845-339-7858.
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