DIVERSITY TRAINING PROPOSAL 2
Table of Contents
Introduction......................................................................................................................................3
Human Resource Development (HRD) – Diversity Training.........................................................3
Needs Assessment........................................................................................................................3
Design..........................................................................................................................................3
Implementation............................................................................................................................5
Evaluation....................................................................................................................................6
Conclusion.......................................................................................................................................7
References........................................................................................................................................9
DIVERSITY TRAINING PROPOSAL 3
Introduction
Diversity training is an organizational initiative to help their employees learn diversity
knowledge, attitudes, and skills. This training helps to build awareness and create an
environment where a person’s cultural differences are respected and valued. Most global
organizations have an entire team dedicated to diversity and inclusion and offer training to their
employees on a yearly basis just not newcomers to the organization. Though many organizations
provide diversity training to their employees it has been the topic of much debate Diversity
training has also been met with skepticism and those who question its effectiveness. Roosevelt
Thomas defined managing diversity as, “a comprehensive managerial process for developing an
environment that works for all employees” (Werner, 2022).
Human Resource Development (HRD) – Diversity Training
Needs Assessment
The first phase of an HRD is the needs assessment. HRD is used to address any issues
within an organization. The issues can be categorized is many different areas of the organization,
training gaps, employee performance, job tasks, etc. Solving performance issues is a critical task
for every organization. The needs assessment ultimately identifies the gap between the current
status and the desired status (Lee, 2019). The needs assessment for diversity training would most
likely start with understanding why there is a need for this training, and how to create an
environment within the organization where everyone felt accepted, respected, and welcomed.
Design
After the assessment phase is completed, it is important to translate the identified issues
into clear objectives for HRD programs. This is called the design phase of HRD. This phase is
done to develop clear lesson plans concerning what needs to be done to fill the gap. During the
DIVERSITY TRAINING PROPOSAL 4
design phase content is also selected and developed for the program. Things such as setting,
techniques materials, and timing are an important part of the design phase. This phase also is
used to find the correct facilitator for the program, which is an important decision. This person
must have a willingness, availability, and the ability to train. Not everyone is an effective trainer
and when choosing the person best suited for the role of trainer of the program many things need
to be considered (Werner, 2022).
The proposal diversity training will initially take sixty-ninety minutes. This training
exercise can be done strictly online using videos, scenarios, and short comprehension quizzes.
The training can be housed on the organizations intranet site and be accessible to all employees.
First a video from the CEO of the organization should be viewed about the importance of
diversity within the organization, what the company is doing to promote diversity and how
diversity benefits the organization as a whole. And the final video from President of Human
Resources should explain who to contact with and questions or concerns regarding diversity in
the organization as well as where to find more information on the organization’s view of
diversity. Visible organization leadership support, participation, and embracing organizational
diversity help to ensure long-term success of the diversity training (King, Gulick, & Avery,
2020).
After the introduction video from the CEO is played through, two other videos should be
introduced with different sceniors played out in the workplace. It should cover topics of diversity
and inclustion. Following each video should be a short comprehension quiz no more than five
questions that the employees must answer foud out of five correct to advance. The ending video
of the President of Human Resources will round out the training. Each video should be no more
than five to seven minutes long. If videos are too long people tend to zone out and think about
DIVERSITY TRAINING PROPOSAL 5
other things. This training approach helps people who are visual learnings and those who learn
by doing.
The Human Resources team should name a few members who want to and are willing to
prioritize and concerns or questions in regard to diversity. These HR should be familiar with
diversity, the organization’s stance on diversity, and be willing to prioritize any and all concerns
from employees about diversity or the training once completed.
Implementation
Implementation is the next step in HRD process model. Implementation is just as
important as the previous two steps. Being able to implementation a new HRD or any process for
that matter isn’t always easy. The HRD must be delivered at the appropriate time and by the
appropriate means. Being able to execute the program, create the right environment for learning,
and able to answer questions takes strategic planning and consideration (Werner, 2022).
It would be best to offer a diversity training for all newcomers to the organization, this
will allow them to be familiarized with diversity and the company stance on it. It is also a good
idea to have diversity refresher training yearly to all employees. Each year the CEO and
President of Human Resources could make new videos discussing the importance of diversity,
what diversity has done for the organization, and who to contact with any questions or concerns.
The scenario videos could also be updated yearly, this allows for new scenarios to be played out
so that employees are able to see diversity from different viewpoints. It also brings awareness
back front and center.
DIVERSITY TRAINING PROPOSAL 6
Evaluation
Evaluation is the final phase of the HRD process. The evaluation measures the HRD
effectiveness. This step is an important, but sometimes an underemphasized activity. Careful
evaluation of the HRD provides information on the employee’s reaction to the training, how
much they learned, and whether the training improved the overall environment of the
organization (Werner, 2022). Evaluation must be completed so that the organization and the
trainer get feedback that could be used to improve the process or if the process is okay as it.
HRD programs do promote learning and development among employees but in recent
years they are not the only agency responsible for the learning and development of employees. It
has moved into a broad range of leadership and supervisory roles. Managers and others with
supervisory responsibilities are also expected to promote learning, collaboration, development,
and teamwork among their reports and team members Torraco & Lundgren, 2019). Because of
these points it is important that managers and supervisors be brought into the evaluation phase of
the training to ask questions and give feedback on how the training is working for the employee
as well as the organization as they have a different viewpoint.
There are different approaches that can be done while conducting an evaluation.
Formative evaluation which makes sure the training is appropriate and acceptable before full
implementation. This usually involves a test training first. Outcome evaluation which measures
how effective the training is by assessing the target population and the outcome objective
achieved. This is done to see if the gap is closing, and the target outcome is being achieved.
The evaluation process for this HRD will be conducted through short questionnaires to
the employees and their leadership. Also, sit-down meetings with managers, HR responsible for
DIVERSITY TRAINING PROPOSAL 7
diversity, the trainer(s), and the folks who created the training would be advised. It is important
for those who created the program to read each response and record the data accurately. Also,
during the meetings, it is important to listen and communicate feelings and thoughts freely.
Diversity is a sensitive subject, and it needs to be handled with respect and care. Open honest
communication is the only way to know if the training is helpful and if the employees are
gaining anything from it and if they are it transitioning to the organization as useful gains.
The questionnaires to the employees should be short three questions multiple choice and
one question for comments and feedback. If the questionnaires are shorter, it will be more likely
to be filled out with more thought behind the questions being answered. Initially the
questionnaire should follow the training. Then after the questionnaire is completed by the
employee two- four weeks later the meetings with leadership should occur. This should happen
with every batch of newcomers who complete the training as well as on an annually basis as a
refresher. This way HRD will see of the training is working, if it is hitting where it needs to hit, if
it is appropriate and if both the employee and organization are getting something from it.
Conclusion
Diversity is a sensitive and important subject in all organizations. Even though diversity
training is questioned by some it can make individuals aware of cultural distinctions that might
have been overlooked before. There has been much criticism surrounding this topic as being too
politically correct and punishment for insensitivity. Lack of tangible goals has also come into
question when discussing diversity training. In recent years these areas have improved but there
is still more improvement needed in the area of evaluations in diversity training. There is very
uneven evidence that diversity training is worth the time or makes a difference to employees
regarding them sensitively to other cultures or if the organization benefits from the training at all.
DIVERSITY TRAINING PROPOSAL 8
It is understandable that some believe that diversity training is too politically correct and
that organizations or only doing this, so they do not end up getting a bad reputation for being
insensitive to those of other cultures and beliefs. Humam resources is a key in organizations to
make sure all employees are treated fairly and have the same learning and development options
regardless of differing cultures among other things. We are all children of God, not matter that
some of us believe different.
Christians are to love and respect one another just as God loves us. Even if Christian’s
might not agree with someone, they will still treat them with love and respect because that is
what God wants us to do and how He wants us to live. Regardless of if more studies and data
need to be collected about diversity training it is a good thing for people to go through and
organizations so offer. Even if it brings a little awareness to someone it is better than none at all.
DIVERSITY TRAINING PROPOSAL 9
References
King, E., Gulick, L., & Avery, D., (2020). The Divide Between Diversity Training and Diversity
Education: Integrating Best Practices. Journal of Management Education, 34(6), 791-909.
https://doi.org/10.1177/1052562909348767
Lee, J (2019). Rapid needs assessment: an evidence-based model. European Journal of Training
and Development, 43(1/2), 61-75. DOI 10.1108/EJTD-08-2018-0077
Torraco, R., & Lundgren, H. (2019). What HRD Is Doing—What HRD Should be Doing: The
Case for Transforming HRD. Human Resource Development Review, 19(1), 75-82.
https://doi.org/10.1177/1534484319877058
Werner, J. (2022). Human Resource Development: Talent Development (8th edition). Cengage
Learning, Inc.
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