The authors reviewed recent literature on diversity training interventions and identified effective practices for health care organizations. Self-reported satisfaction was especially likely to be found as a result of training, whereas attitude change measured by standardized instruments was mixed. Although those responsible for diversity training in the workplace agree that behavioral change is key, awareness building and associated attitude change remain the focus of most diversity training in the workplace. Consequently, the authors recommend a systems approach to diversity training interventions wherein training is a key component of a health care organization's strategic approach to organizational performance, and diversity training is linked to the organizations' strategic goals for improved quality of care. The systems approach requires these steps: determine diversity and cultural competence goals in the context of strategy, measure current performance against needs, design training to address the gap, implement the training, assess training effectiveness, and strive for continuous improvement. Higher level evaluations measuring whether employees have transferred learning from training to their jobs are paramount to the systems approach to diversity training interventions. Measuring other positive changes in a "return on investment" format can be used to convince stakeholders of training's value.
Despite the growing body of literature focused on diversity management and its implications for career experiences and perceptions, team dynamics, customer service, and other dimensions of organizational performance, a significant gap remains. To address the gap, this article reviews the managing diversity literature published between January 2000 and December 2005 to identify the subset of the literature that examines the effectiveness of specific diversity interventions implemented in organizations. Only 38 such studies were identified. We conclude that the current evidence base provides limited guidance to human resource professionals as they design and implement diversity interventions. Each study identified in the review is categorized by research methodology and by type of intervention: diversity training and education; mentoring; and other organizational development interventions. Characteristics of effective interventions are identified. Gaps in the literature and areas for future research are described.
Purpose of the StudyDespite the fact that 71% of the companies responding to Training's 2005 Industry Report provided diversity and cultural awareness training for their employees (Dolezalek, 2005, p. 22), research to date has not documented conclusively that diversity management interventions, including training, yield measurable benefits at the employee, team, or organizational level
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