Seymour Flops
Diamond Member
I get that they are trying to do something good. They are convinced that racism, sexism, gender-ism, all kinda isms, are rampant in the ranks of all institutions and organizations. Training in how to be more accepting of people's differences sounds like a solution.
But, research shows that it is not. How long will we beat a dead horse?
Measuring the Effectiveness of Diversity Training
A number of studies from academicians have questioned the value of diversity training. For example, Kalev, Dobbin, and Kelly (2006) found that diversity training actually led to a decrease in representation of African American women in managerial ranks. These researchers analyzed corporate data from 708 companies dating back to the 1970s and measured progress based on racial composition of the managers group. The negative effect of diversity training was obtained after the researchers controlled many other factors, such as existence of a diversity staff, an affirmative action plan, and a formal mentoring program.
A National Backlash Is Raging Diversity training has fueled the fires of a national backlash. Many people have come to believe that the point of diversity training is to change white men.
As part of this counterrevolution, reverse discrimination has taken center stage. A 1996 study by Princeton Survey Associates found that people believe, by a twoto-one margin, that discrimination against whites is a bigger problem than racism.
Lawsuits Have Increased Rather than Decreased. Diversity training has fallen far short of its promised results. Rather than decreasing, discrimination lawsuits have proliferated. From 1990 to 1994, there was a 34% increase in claims and a 38% increase in dollars awarded to individuals as a result of claims for sex, race, age discrimination, and sexual harassment.
A Set of Action Steps Is Needed Diversity training’s focus on understanding and valuing human differences doesn’t reduce workplace discrimination. The training hasn’t provided the relationship skills necessary to work effectively with those who believe differently.
Dispensing information about how differences such as race, creed, or lifestyle might affect employees without offering a set of techniques to manage those differences is pointless. The way to reduce discrimination is to change the organization’s culture–something that only top managers can do.
But, research shows that it is not. How long will we beat a dead horse?
Measuring the Effectiveness of Diversity Training
A number of studies from academicians have questioned the value of diversity training. For example, Kalev, Dobbin, and Kelly (2006) found that diversity training actually led to a decrease in representation of African American women in managerial ranks. These researchers analyzed corporate data from 708 companies dating back to the 1970s and measured progress based on racial composition of the managers group. The negative effect of diversity training was obtained after the researchers controlled many other factors, such as existence of a diversity staff, an affirmative action plan, and a formal mentoring program.
A National Backlash Is Raging Diversity training has fueled the fires of a national backlash. Many people have come to believe that the point of diversity training is to change white men.
As part of this counterrevolution, reverse discrimination has taken center stage. A 1996 study by Princeton Survey Associates found that people believe, by a twoto-one margin, that discrimination against whites is a bigger problem than racism.
Lawsuits Have Increased Rather than Decreased. Diversity training has fallen far short of its promised results. Rather than decreasing, discrimination lawsuits have proliferated. From 1990 to 1994, there was a 34% increase in claims and a 38% increase in dollars awarded to individuals as a result of claims for sex, race, age discrimination, and sexual harassment.
A Set of Action Steps Is Needed Diversity training’s focus on understanding and valuing human differences doesn’t reduce workplace discrimination. The training hasn’t provided the relationship skills necessary to work effectively with those who believe differently.
Dispensing information about how differences such as race, creed, or lifestyle might affect employees without offering a set of techniques to manage those differences is pointless. The way to reduce discrimination is to change the organization’s culture–something that only top managers can do.
