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Diversity Training This Report Is Term Paper

Diversity training reduces the potential for misunderstandings, conflict and litigation which usually can be traced back to differences in communication expectations. This training also helps to make a better mark with the public and to receive increased customer satisfaction levels. Once management and supervisory level employees become trained, organizations can count on more knowledgeable and proactive decision making from the leadership. It is a proven fact that happy employees and managers are more efficient and productive.

What are some ways to avoid negative employee reactions to diversity training? The easiest way is to first provide a true understanding of the concept of diversity training. In the majority of cases, people think that diversity training entails race or gender problem. Diversity is more than that. "Diversity is about encouraging and enabling all employees to draw on their talents, skills, and experience for the benefit of the business." (Bruno, 2004) as mentioned earlier, a very good way to avoid dissention in the implantation process of a diversity program is to have upper management support. Employees are less likely to avoid or criticize a program when they are fully aware that the management is supportive of diversity training. Another way of reducing negative employee reactions is to have a full audit of the existing employee attitudes done prior to any implementation of a diversity program to see where the starting ground is. If an attitude that supports diversity is prevalent, those individuals against a diversity program suddenly become...

The report also attempted to provide some diversity issue details and to help uncover some ways to contend with employees against diversity training. Our global economy will continue to create more and more tight labor markets. This entails that organizations should be doing all that they can to recruit, train and maintain the best employees. Diversity and discrimination are topics that are not easily discussed and therefore often go unpunished, undocumented or simply glossed over.
References

Adamson, Jim (2000). "How Denny's Went From Icon of Racism to Diversity Award Winner." National Productivity Review, Winter.

Anonymous (1999). "DuPont's Formula for Harassment-free-workplace." Training & Management Development Methods, Vol. 13(1), 901.

Bruno, Jeanne-Marie (2004). "Implementing Diversity in a Meaningful Way." American Works Association Journal, Vol. 96(10), 47.

Dobbs, Matti F. (1998). "Managing Diversity: The Department of Energy Initiative." Public Personnel Management, Vol. 27(2), 161.

Hyater-Adams, Yvette (1998). "Partnership for Change at CoreStates Financial Corp." Diversity Factor, Vol. 6(4), 42.

White, Margaret Blackburn (1999). "Organization 2005: New Strategies at P&G." Diversity Factor, Fall.

Diversity

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References

Adamson, Jim (2000). "How Denny's Went From Icon of Racism to Diversity Award Winner." National Productivity Review, Winter.

Anonymous (1999). "DuPont's Formula for Harassment-free-workplace." Training & Management Development Methods, Vol. 13(1), 901.

Bruno, Jeanne-Marie (2004). "Implementing Diversity in a Meaningful Way." American Works Association Journal, Vol. 96(10), 47.

Dobbs, Matti F. (1998). "Managing Diversity: The Department of Energy Initiative." Public Personnel Management, Vol. 27(2), 161.
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