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Est Diversity Training Program

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					       Establishing a Diversity
          Training Program

Programs That Work
Kinneil Coltman, Director of Diversity & Language Services
Greenville Hospital System University Medical Center
  First, ask why
 diversity training
makes sense at your
   organization?
Typical Reasons Organizations Pursue
     Diversity Training Programs
   • Pressure from external stakeholders or the
     community
   • Pressure from employees
   • Threat of litigation
   • Reaction to litigation
   • Court mandate
   • Because everybody else is doing it
   • Not sure about what else to do for diversity
   • Perceived alignment with or support of
     organizational mission and goals
Consider Conducting a
   Diversity Audit
        • Provides meaningful
          feedback
        • Establishes baseline data
        • Tends to surface the
          ―undiscussables‖
        • Identifies specific staff
          development needs
        • Generates commitment
          through input
      Recipe for a No-Brainer
          Diversity Audit
• Take employee satisfaction survey results and
  stratify responses by demographic groups.
• Analyze turnover rates, exit interview responses,
  and other employee metrics for trends along
  demographic lines.
• Conduct identity-specific focus groups based on
  areas of concern in survey results or employee
  metrics.
• Create an online or paper pulse survey on diversity
  in order to assess the ―diversity culture‖ of your
  organization.
• Search customer feedback data for clues about
  relationships with diverse customers.
No-Brainer Focus Group Format
  1. Set parameters regarding need to hear
     concerns of a systemic nature.
  2. Using a flipchart, list concerns provided by
     focus group participants.
  3. Give participants 4-6 stickers, and ask
     them to place stickers by greatest
     concerns on flipchart paper.
  4. Based on sticker votes, narrow concerns to
     top 4-6.
  5. Ask participants to generate solutions on
     post-it notes for each concern, and place
     them on the chart paper next to that
     concern.
   Starting the
Training Initiative:
 Where to Begin
If You’re Just Getting Started…
   • Based on Diversity Audit results,
     identify what employee groups
     should receive diversity training
     (i.e. management, customer-
     service reps).
   • Based on Diversity Audit results,
     identify what types of diversity
     training topics should be offered
     (i.e. Managing a Diverse Team,
     Serving Diverse Customers).
   • Assess what barriers might exist at
     your organization that would
     prevent the successful
     implementation of a diversity
     training program.
What are the barriers to
your diversity training
   initiative being
     successful?
If You’re Just Getting Started…
   • Identify key champions at various
     levels and functional areas of the
     organization.
   • Involve those key champions as
     well as members of leadership in
     building the business case.
   • Don’t start a particular
     program/initiative unless you are
     clear about the need it fulfills and
     the desired outcome.
   • Tie everything back to the mission
     of the organization.
    Tie Training Back to Strategy,
           Mission & Goals
   Ongoing online diversity                              Diversity Training in
    training for all staff                                 Orientation
   Specific-topic diversity                              New Manager Training on
    workshops for staff                                    Managing Diverse Teams
                               Organizational             Strategic Diversity
                                  Culture                  Management Training for
                                                           Leadership


            Health and                               Diverse
            Healthcare                              Community
            Disparities                               Impact
                                    GHS
                                  Mission &
                                   Goals
   Cross-cultural
    issues in                                                    Working with a
    clinical care                                                 medical
                                                                  interpreter

                       Cultural                 Language
                     Competence                  Access
A Word on Online Diversity Training


    •   Cost effective if done on large scale
    •   Can reach large numbers of staff with ease
    •   Achieves compliance or fulfills legal mandates, when
        necessary
    •   Establishes standardized framework and terminology for
        all employees




    •   Typically assigned with numerous other online trainings,
        breeding staff disdain for training
    •   Not accessible for individuals with illiteracy or no computer
        skills
    •   No way for dialogue or questions regarding complex
        diversity issues
    •   Minimally effective in creating significant behavior change
Who Should Perform
the Diversity Training
 at My Organization?
External Trainers vs. Internal Trainers

  • Objective & neutral          • Understands org. culture and
  • Removed from org. politics     nuances
  • Can compare/contrast with    • Better positioned to avoid
    other organizations            org. landmines
  • Perspective sometimes        • Can capitalize on
    regarded as better than        organizational relationships
    internal consultants         • Cost effective


  • May make org. missteps       • Non-neutral
    related to lack of org.      • More beholden to political
    knowledge                      parameters and internal
  • May be disregarded if          relationships (may be less
    lacking industry knowledge     apt to challenge status quo)
  • Less committed to long-      • Tendency for trainees to see
    term org. success              an internal consultant as less
  • Expensive                      credible
Tips for Using External Trainers
   • Establish clear roles, expectations, and
     standards of behavior for trainers.
   • Educate external trainers on organizational
     culture and landmines.
   • Solicit references and ask references about
     specific organizational impacts following
     training initiative and any issues encountered.
   • Ensure all consultant activities are coordinated
     through a centralized area.
   • Approve all contracts with your organization’s
     attorneys.
Make sure an internal trainer is
genuinely invested in diversity
Avoid using diversity advocates who
    are not experienced trainers
Tips for Using Internal Trainers
  • Ensure that you are using qualified,
    experienced trainers who understand adult
    learning principles.
  • If inexperienced in diversity training, send to
    nationally regarded train-the-trainer program
    (SHRM has a good one).
  • Training teams of two are recommended for
    less experienced diversity trainers
  • If necessary, hire external diversity
    consultant to provide feedback and guidance
    during and after trial runs.
  Should I build the curriculum
in-house from scratch or use an
  outside pre-set curriculum?
Make the training substantive and
meaningful for your organization
    Is a Train-the-trainer
   Program Right for My
Diversity Training Initiative?
       Other Helpful Tips

• Always follow adult learning principles.
• If possible, start with
  leadership/management.
• Ensure that trainers have a thorough
  understanding of EEO Law.
• Ensure that trainers are competent to
  navigate through difficult diversity
  conversations.
• Recognize the limitations of online
  training.
      Other Helpful Tips

• Focus the training on behaviors, not
  attitudes.
• Use case studies that pertain to your
  organization and industry – try writing
  your own based on real challenges.
• Avoid the ―cultural cookbook‖
  approach—instead advocate Cultural
  Relativism.
• Avoid ANY training model that could be
  perceived as divisive in nature or that
  seeks to assign blame.
Try Writing Your Own Case Studies!



     You have a new coworker whose religious beliefs
     preclude her from acknowledging or celebrating
     birthdays. The work you do is very stressful, and
     you have a cohesive group that enjoys taking a
     short break during work hours to celebrate
     birthdays with cake, punch, cards and gag gifts.
     These gatherings are good for morale and really
     help reinforce teamwork among the group.
     How do you handle these celebrations with the
     new employee?
   Training Assessment:
How Can I Be Sure My Training
  Program Was Effective?
Kirkpatrick’s 4 Levels of Assessment

   1. Reaction of Students - what they
      thought and felt about the training
   2. Learning - the resulting increase in
      knowledge or capability
   3. Behavior - extent of behavior and
      capability improvement and
      implementation/application
   4. Results - the effects on the
      business or environment resulting
      from the trainee's performance
          – Donald L Kirkpatrick, Professor Emeritus,
            University Of Wisconsin
4 Level of Assessment - Examples

    1   Reaction Paper evaluation distributed at the
                    end of training session

    2   Learning Pre-training/post-training
                    assessments to measure learning
                    goals achievement
    3   Behavior Employee evaluations, 360
                    evaluations

    4   Results     Improved overall employee
                    satisfaction, fewer EEOC complaints
                    Questions?

Kinneil Coltman, Director of Diversity & Language Services
   Greenville Hospital System University Medical Center
   kcoltman@ghs.org

				
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