Diversity Training Programme Outcomes: A Systematic Review

This article analyzes the scholarship on diversity-training outcomes utilizing a systematic literature review (SLR) and provide insights for future research. The article advances our understanding of diversity training outcomes through the integration of three perspectives: the business case, learning, and social justice perspectives.

Establishing a Diversity Program is Not Enough: Exploring the Determinants of Diversity Climate

This study responds to recent evidence that diversity climate moderates the relationship between diversity and
organizational performance and answers calls for empirical attention to understanding how diversity climates are created and managed. This study provides an organizational level investigation of the determinants of perceptions of diversity climate among employees.

How to Break the Cycle of Low Workforce Diversity: A Model for Change

The different factors which contribute to low diversity are often hotly contested and difficult to untangle. We propose that many of the barriers to change arise from self-reinforcing feedbacks between low group diversity and inclusivity. Using a dynamic model, we demonstrate how bias in employee appointment and departure can trap organizations in a state with much lower diversity than the applicant pool: a workforce diversity “poverty trap”. Our results also illustrate that if turnover rate is low, employee diversity takes a very long time to change, even in the absence of any bias.

The National Fund for Workforce Solutions 2015 Data Brief

The National Fund for Workforce Solutions (National Fund) is a growing national partnership of employers, communities, workers and philanthropy investing in regional funder collaboratives to strengthen local economies by implementing demand-driven workforce strategies that create talent supply chains, close skill gaps and improve systems. This data brief provides an overall picture of the National Fund’s progress since inception, as reported by participating collaboratives and industry partnerships through the annual reporting systems.
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Organizational diversity programs across cultures: effects on absenteeism, turnover, performance and innovation

What impact do national cultural values and cultural practices have on the adoption and efficacy of workforce diversity programs, and, ultimately, organisational outcomes? New research explores these relationships, with the findings providing practical ideas for multi-national organisations and those responsible for managing their diversity programs.

Reimagining the Pipeline: Advancing STEM Diversity, Persistence, and Success

Although many nations have had remarkable histories as leaders in science and technology, few have simultaneously struggled with the challenge of meeting the educational and training needs of underrepresented groups. In this article, we share strategies for building the agency of the scientific community to achieve greater diversity by highlighting four key action areas: (1) aligning institutional culture and climate; (2) building inter-institutional partnerships; (3) building and sustaining critical mass; and (4) ensuring, rewarding, and maximizing faculty involvement.

U.S. Chamber of Commerce Foundation Talent Pipeline Management

The U.S. Chamber of Commerce Foundation is engaging employers and their partners across the country in developing a new demand-driven approach—talent pipeline management—to close the skills gap.

Tagged under Guides and ReportsInitiativesEducation and Training Providers, Workforce Development

Why Your Diversity Program May Be Helping Women but Not Minorities (or Vice Versa)

Diversity approaches are important because they provide employees with a framework for thinking about group differences in the workplace and how they should respond to them. The authors of this paper studied the public diversity statements of 151 big law firms in the U.S. to understand the relationship between how organizations talk about diversity and the rates of attrition of associate-level women and racial minority attorneys at these firms. This paper assumes that how firms talked about diversity in their statements was a rough proxy for their firm’s approach to diversity more generally.