required to read and answer questions. Another benefit to mixing up training methods is that it makes training seem less like, well, training.
2. Frequency of Training As with any training program, diversity training should
be ongoing. Break training down into smaller sessions to al- low for better digestion of information. Some forms of train- ing will require lengthy time commitments due to the nature of the event, such as team building exercises, retreats and diversity training excursions. Whenever possible, conduct training sessions in smaller groups and tackle one issue at a time. Sometimes it’s recommended to keep instructional training sessions to an hour in length to avoid information overload, the same goes for web based training modules. Ongoing diversity training must be built into an organiza- tion’s corporate culture to ensure change occurs throughout the entire organization.
3. Team Building Exercises Team building exercises are an excellent tool for diversity
training, as individuals must work together to develop skills through problem solving. Team building is also a good way for employees in various roles and levels within an organi- zation to interact with one another. As mentioned above, in order for a diversity training program to work, training should focus on working together effectively, rather than pointing out the obvious differences between employees in the workplace. Team building exercises increase the effec- tiveness of training, as the issues portrayed focus on over- coming real life situations that are encountered daily within a particular company.
4. Train Everyone Make diversity training mandatory for every employee
within the organization- even those at the top. A major workplace diversity issue is the continuing lack of diversity amongst those who hold managerial and high level execu- tive positions within some organizations. Diversity train- ing, along with all other forms of training in an organiza- tion, must be offered to everyone. In the USA Today article “Ten Tips for Fostering Diversity in Your Organization,” the author, Jane Howard-Martin, writes: “A common complaint among disgruntled workers is
that capable employees do not have a chance to become qualified for advancement because training was only avail- able to a select few. To ensure all employees have an op- portunity to advance as far as their talents take them, make training available on a broad scale.”
5. Avoid Training as a Punishment Sometimes diversity training can come off as being one
sided. Avoid using examples or speaking in a way that tar- gets a specific group within the organization. In order for employers to get their message across, diversity training should be conducted when employees enter an organization and on a regular basis. When diversity training is an ongo- ing process, it won’t seem like a specific event prompted the need for training. The SHRM article “Diversity Training Shouldn’t Be Pun-
ishment ,” reinforces the fact that diversity training should be used as a prevention tool and not as a reaction to an event: “‘When I think of diversity training as punishment I think
of it as a situation when the whole team has to go when they all know it’s really because of one person,’ says Leslie Agui- lar, author of Ouch! That Stereotype Hurts and founder of International Training and Development, LLC, in Orlando, Fla. Employers can anticipate such a reaction and explain the need for the training, Aguilar says, by saying something like: ‘We are having the training because it’s our commitment to have an environment that is respectful and inclusive of ev- eryone and we want to make sure everyone has the skills to make it happen.’”
Source:
articlesbase.com
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It means cultivating a workforce that spans a variety of cultures around the globe.
And it means fostering the careers of talented individuals, whatever their background or avenue of interest.
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www.hnmagazine.com Celebrating 18 Years of Diversity HISPANIC NETWORK MAGAZINE 51
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