There was a splashy and controversial story in the Boston Globe (Novations' hometown newspaper) recently, entitled Who's Still Biased? Diversity training has swept corporate America. Just one problem: it doesn't seem to work. (Article)
The story touches on some of the realities of D&I training: that it is often rolled out without proper positioning, there is a lack of follow-up, and its measurable impact tends to default to qualitative or anecdotal evidence. The author, Drake Bennett, cites new research that states that there is little evidence that diversity training works in changing attitudes or behavior.
It is important to note that these challenges are not limited to diversity training. Any training, when conducted in a vacuum, that occurs without clearly identified and measurable goals for behavior change, and that is not supported by an overarching strategy, will fail to deliver desired impact.
A common saying at Novations is "development is a process, not an event" and this holds true for diversity training. Real behavior change relies on several factors, and requires participation from both the individual and the organization to be successful and sustainable.
Whether in diversity training or for any other "soft skill," organizations must prepare and support a culture shift from within. For true change around issues of diversity, the organization needs to use diversity training not as the sole solution, but as the foundation to building an environment that values and expects respect for everyone in their workforce.
With this in mind, how do you ensure your diversity initiative will deliver measureable results? Treat your diversity training like any other business function: set it up for success by connecting it to the work of the business, communicate so that everyone understands the business case and performance expectations, and apply continuous learning principles.
All training implementations, not just diversity training, should:
Have clearly-defined standards of behaviors that are identified prior to training (via an effective assessment process) paired with training that addresses specific skills against that standard.
Be linked to performance and behavior goals that are prescribed by an effective talent management system. Compliance training is a separate animal from behavior-changing programs and cannot be measured in the same way.
Offer post-program continuous learning in the form of on-the-job practice, manager and/or peer coaching, and integration of learning into large projects that support key goals.
Provide skill reinforcement and assessment against those standards on a regular basis.
The recent Four Stages of Contribution research tells us that women and professionals of color are still underrepresented in critical stages 3 and 4 (where influencing others is a key element of their responsibilities). Does this mean diversity training is a failure? Hardly. As the Globe article states, demographics are changing and organizations have a sincere desire to have their workforces reflect the diversity of their global customers. Diversity training is a critical step in that transformation, but it's important to note, training that involves a comprehensive process for behavioral change vs. being an event.
Our diversity and inclusion objective at Novations is to move clients from "compliance to internalization." Internalizing is the key to creating momentum that leads to real behavioral change. This process takes much more than a training class or two; it requires attention and dedication from the top of the organization to the bottom.
Knowing that POI blog readers are strong advocates for diversity training and inclusive environments, what are your thoughts?
Yes, training and learning are a process and not an event. As we introduce new ideas to someone, it makes sense that they will need time to process it and understand it. Thinking of training as a process takes the pressure off everyone allowing for time, questions and "real" communication.
Posted by
Tim Sieck
03/17/10
Great points. It's definitely a mindset issue. Senior leaders need to take the position that is very strong. Making a cultural statement about the fact that we respect each other for their contributions, or that we develop our leaders at every step of their career, and then using training to enhance or support that stance. The problem is too many organizations still use training as a response to some sort of negative stimulus.
Posted by
Steve Mackey
03/17/10
Hi Mike. I believe that most US based companies and their employees/managers have become skeptical of new "programs". Look back at the past 30 years of management and leadership programs: TQM - any one remember that? How about SPC? For you youngsters that statistical process control Six Sigma - re-branded TQM & SPC with project management included Even more recently Green companies - we've seen this drop off dramatically in the past 6 months.
My point is that we have been conditioned to let these "fads" come and go like the wind. We know that management and leadership is motivated by creating shareholder wealth and that they look for "programs" to achieve this objective. This is the heart of the contradiction. How many times do we have to illustrate that inclusionary practices when truly embraced and advanced by corporate leadership increases shareholder value more than a " program" ever could? Training is an important part of execution and cannot be overlooked, but to really make change, takes true sustained effort and commitment by leadership. In our shareholder driven world, a tough thing to achieve.
Here's a suggestion: Assuming the president will be reelected, create a national chief inclusionary officer to partner with businesses, raise awareness, and provide input to policy development aimed at creating an inclusionary culture in the entire workforce? Imagine what 7 years of focused national attention and policy development could bring to changing our views of each other?
As always, I enjoy your blog, thoughts and leadership Mike.
All the best, Steve
Posted by
Robert Quashie
03/17/10
I think Steve Mackey's point above is spot-on in terms of the real response most managers and team leaders have toward diversity training. The Globe article itself could have been reduced to three sentences: There has not been much primary research done on the efficacy of diversity training. Several academics surveyed the little published research available. They discovered that - eureka! -- more research is needed.
I think two things are important to keep in mind when talking diversity to U.S. corporations.
First, women and people of color are only a minority within the current workplace, not within society as a whole, and folks with various gender preferences are a bigger community than most of us recognize. Thus, some of this change is being driven by simple inertia. As a leader, you have to decide if you want your company to prosper going forward, or be swept under the tidal wave this year, five years from now, or next decade.
Second, we have to have the confidence and the guts to tell our clients and peers that diversity will measurably improve the performance of your organization. Business has moved from an industrial model to a network model, dictating that you need to redifine what it means to be 'a good fit' when the market demands that your organization be flexible and organic in order to survive.
Posted by
Mike
03/18/10
Thank you all for your comments and perspectives! I love a good, rich conversation (that's the point right??) The issues of training when it's considered as a 'fad' as Steve describes, or in response to negative stimuli as Tim stated is a ticket to being ineffective. Developing talent of ALL types of people has to be systemically incorporated into the day to day practices of a company (as opposed to being an event) Example: A CEO for one of our clients was frustrated with the lack of progress for Professionals of Color and Women within the succession planning pipeline at his company He has spent seven years talking about increasing diversity in his management ranks and has very little to show for us in spite of the diversity training they've done in the past. We helped him and his company by approaching the solution a little differently- • Clearly identify the competencies each manager is expected to demonstrate that will maximize the development of his/her direct reports • Insure that there are behavioral descriptions for each competency so success is identifiable • Assess the managers to determine the 'true' level of skill set they have against those competencies • Develop a training process that specifically develops those skills (in this case the ability to provide constructive feedback and goal setting) • Develop a 360 assessment tool that measures their actual demonstration of those skills • Use the results to reinforce follow up coaching, and improvement of the skills are rewarded with financial incentives And guess what happened????? The quality of the growth of their people and the talent identified within their succession planning process dramatically improved, and all of that WITHOUT the need for quotas!!!! That's how it works…. Why do you think that is so hard for companies to simply do?
(By the way, a National Chief Inclusion Officer has a nice ring to it….hee hee)
