Chapter 15 HRD and

Diversity
Marissa Bamford
Objectives
• After viewing this presentation, students
should be able to:
• Identify forms of diversity
• Define and describe organizational culture
• Define types of discrimination
• Outline how to develop programs for
harassment, diversity training, and cross-cultural
training
Diversity
• What forms of diversity might be
present in a workplace or need to be
addressed?

• List as many as you can

Forms of Diversity
• Race
• Gender
• Nationality
• Language
• Age
• Ability or Disability
• Religion
• Lifestyle
• Work function/tenure
Culture
• Set of shared beliefs, values, norms, and artifacts
• Culture exists in organizations
• Organizational culture
• Before- emphasis on fitting in with organization’s culture
• More likely to be loyal and committed
• Now- emphasis on benefits of cultural diversity in workplace
• Workplace more diverse
• Higher numbers of ethnic and racial minorities and women
in workforce
• Discrimination remains an important issue
Discrimination
• Types of discrimination
• Access discrimination- before a person
is hired
• Not advertising to or recruiting people from
certain groups
• Rejecting applicants from these groups
• Offering low salaries to people from these
groups
• Treatment discrimination- after a person has been
hired
• Limiting opportunities
• Harassing individuals because of membership in
a group
Sex-Based Discrimination & Harassment
• Discrimination
• Women still underrepresented in top roles
• 2006: 23,000 formal sex-based discrimination charges

• Harassment
• Women filed 84.6% of all harassment charges in 2006
• Do you think men are experiencing sexual harassment
but not reporting?
• Any examples from the news or work experience?
Creating harassment training programs
• Steps that need to be followed
• 1. Prepare policy and complaint procedure
• Define scope of responsibility and how to respond to claims, who has
authority to address claims, how to file claims
• 2. Assess organizational climate
• Should training be mandatory?
• How do employees feel about harassment situation in office?--survey
• 3. Decide content of training program
• Describe laws and legal decisions
• Review policies and procedures
• Set standards
• Outline supervisor responsibilities
• Discuss counseling and referrals for victims
• Discuss likely situations
• 4. Select trainer(s)
• Someone with legal and organizational knowledge
Title VII of the Civil Rights Act of 1964

• Equal Employment Opportunity

• “Unlawful for employers to make employment
decisions on the basis of race, color, sex, religion,
national origin, age, mental or physical handicap,
Vietnam-era or disabled veteran status, and
pregnancy, unless these factors can be shown to be
job related” (Werner & DeSimone, 2009, p. 508)
• Equal Employment Opportunity
Commission enforces
Affirmative Action
• Organizations under Title VII encouraged to use
Affirmative Action to involve more women and
minorities– not required
• Government agencies and organizations with
federal contracts more than $10,000 are required
to have Affirmative Action processes to make sure
there is equal employment opportunity
The Office of Federal Contract Compliance
Programs (OFCCP)
• In charge of Affirmative Action
• Put together a list that organizations should follow
• 1. Prepare policy statement on equal employment and affirmative
action
• 2. Decide on affirmative action officer
• 3. Make policy statement public
• 4. Analyze labor market to see if labor force is representative of
population
• 5. Develop goals and timelines to fix underrepresentation
• 6. Develop scientific programs and activities to meet goals and
timelines
• 7. Create internal system for auditing and reporting of these
activities
Diversity Training
• Created to value the diversity and differences in organizations
• Most workforces now include this training
• Usually only one instance of training- no follow-up
• Possible benefits
• Raises awareness
• Improves how employees act towards one another
• Criticism of diversity training
• Emphasizes differences
• Difficult to create goals and needs assessments for diversity programs
• Questionable merit- political correctness, “white male bashing”
• Expensive- high cost for diversity consultants and cultural audits
• Difficult to evaluate this type of training
iCelebrateDiversity Jelly Beans
• 6 flavors of jelly beans
• Flavors inside do not match with
outside colors
• Green jelly bean might be cherry or licorice flavored
• Note on the candy says, “This candy is just like people--you
cannot determine what is on the inside by simply looking at
the outside. Diversity jellybeans remind us to experience
people one at a time and enjoy their unique qualities. Diversity
is Strength!”
• Companies that use Diversity Jelly Beans
• Microsoft, UPS, Apple, Target, and more
• Thoughts? Effective?
The Office- Diversity Day

• What’s wrong with this diversity

training?

• http
://www.youtube.com/watch?v=9aVUoy9
r0CM
Diversity Management

• Different approach than Affirmative Action

• Focuses on creating a work culture that works for everyone

regardless of sex or minority status

• About inclusion

• Making sure everyone is on “level playing field”

Cross-cultural education and training
• Hundreds of thousands of U.S. citizens work overseas
• Organizations use cross-cultural training to prepare
employees
• Goals of training:
• 1. Raise awareness of cultural differences
• 2. Focus on ways attitudes are shaped
• 3. Provide factual information about each culture
• 4. Build skills in language, nonverbal communication, cultural stress
management, and adjustment adaptation skills
• Can be expensive
• But research shows good training can positively impact employee’s
overseas adjustment and performance
Other ways to help women & minorities

• Modify HR practices
• Develop new programs, for example:
• Flexible work schedules
• On-site daycare
• Language interpreters
• Multilingual supervisors
 References
iCelebrateDiversity.com. (n.d.) Diversity beans. Retrieved from
http://www.icelebratediversity.com/
products/other/diversityjellybeans.asp
The office [Image]. (2005). Retrieved November 6, 2011, from:
http://www.imdb.com/media/rm2673188096/
tt0386676
United States Department of Labor. (n.d.). The workforce. Retrieved
from http://www.dol.gov/oasam/programs/history/
herman/reports/futurework/report/pdf/ch1.pdf
Werner, J. M. & DeSimone, R. L. (2009). HRD and diversity: Diversity
training and beyond. In Calhoun, J. W. & Shaut, D. (Eds.), Human
Resource Development (5th ed.) (pp. 501-530). Mason, OH: South-
Western Cengage Learning.