A diverse workforce isn’t an advantage if employees aren’t getting along
Canadian workplaces are more diverse than ever: more women, more immigrants and more migrants from other regions.
With this change in the labour force, employers are noticing new human resources issues. Some of the changes are positive as diverse employees contribute new ideas and perspectives, bring diverse business connections and have different ways of getting things done.
But there are also warning signs of workplace tension and emerging conflicts including:
•employee complaints of harassment and unfairness;
•a lack of team spirit;
•isolation of some employees;
•lack of motivation and productivity;
•unco-operative and resistant staff;
•a higher degree of absenteeism and turnover; and
•allegations of verbal and physical assaults.
These warning signs suggest managers and employees may be uncomfortable working with each other or that co-workers are not able to get along. In other words, some employees may not have the mindset, knowledge or skills to work in a diverse environment.
When employers ignore these warning signs, staff relations may deteriorate to the point that they jeopardize the reputation of the company (if employees go public on some human rights issues), poison the work environment (when staff members grow suspicious and distrust everything in the workplace) or lower productivity (when employees spend more time gossiping or complaining than working).
In tackling the problem, employers need to be knowledgeable and selective regarding the training they provide staff.
There are two basic types of diversity training:
•diversity sensitization and knowledge building; and
•diversity skills development.
Sensitization and knowledge building
Diversity sensitization and knowledge informs managers and employees about the characteristics of various segments of employees such as people with disabilities, Aboriginal Peoples, immigrants with different ethnic and cultural backgrounds, racial minorities, women, people from other provinces and people with different religions, perspectives and ways of doing things.
The objective is to give employees a broader and more flexible perspective and better understanding and appreciation of variations among people. The desired result is a more tolerant workforce without the traditional “us versus them” mindset among employees.
If and when employers provide diversity training at all they often use this kind of training. Unfortunately, even though managers and employees may have developed more knowledge on diversity, they still do not have the skills to put it in practice.
Diversity skills development
Diversity skills development strengthens managers’ and employees’ capacity to work in a diverse environment: interact with employees from diverse backgrounds, plan and schedule work assignments, evaluate performance, negotiate matters, minimize and resolve conflicts, draw upon employees’ strengths and enable employees’ professional growth.
Several factors facilitate the success of diversity training:
•Togetherness: Employers often provide diversity training for employees, but not for managers. This usually signals to employees that managers are not prepared to take additional steps to make sure the diverse workplace works, furthers the perception of some employees that managers are aloof to diversity issues and reinforces the “us versus them” relationship between managers and employees. Best results for diversity training are obtained when managers and employees are trained together.
•Continuity: Similar to other types of training, the effectiveness of diversity training is contingent on putting the new skills to work since the impact of training diminishes through time. Refresher training sessions are needed at least once a year. The diversity messages have to be persistently presented and ingrained as part of the mindsets of managers and employees.
•Building blocks: Diversity training is effective when managers and employees move from the preliminary stage of training (sensitization) to the more sophisticated stages (skills development). This process enables both managers and employees to gain a better understanding of diversity issues and develop the skills needed to work with each other no matter how diverse people are.
•Relevance: Diversity training using examples from the workplace works best because it is viewed as relevant. Managers and employees can take something back from the session and apply it after completing their training. Too much theory, and an abundance of statistical data and examples from other industries, are sometimes perceived as irrelevant.
•Changes in the work environment: Diversity training is effective when it is accompanied by changes in HR policies and practices. Otherwise both managers and employees view the training as a waste of time. Worse still, some of them view the training as window dressing. Without some visible HR development changes, managers and employees often ritualistically participate in diversity training without learning much or being involved.
Bobby Siu is president of Infoworth Consulting Inc. He can be reached at (416) 967-5292.
With this change in the labour force, employers are noticing new human resources issues. Some of the changes are positive as diverse employees contribute new ideas and perspectives, bring diverse business connections and have different ways of getting things done.
But there are also warning signs of workplace tension and emerging conflicts including:
•employee complaints of harassment and unfairness;
•a lack of team spirit;
•isolation of some employees;
•lack of motivation and productivity;
•unco-operative and resistant staff;
•a higher degree of absenteeism and turnover; and
•allegations of verbal and physical assaults.
These warning signs suggest managers and employees may be uncomfortable working with each other or that co-workers are not able to get along. In other words, some employees may not have the mindset, knowledge or skills to work in a diverse environment.
When employers ignore these warning signs, staff relations may deteriorate to the point that they jeopardize the reputation of the company (if employees go public on some human rights issues), poison the work environment (when staff members grow suspicious and distrust everything in the workplace) or lower productivity (when employees spend more time gossiping or complaining than working).
In tackling the problem, employers need to be knowledgeable and selective regarding the training they provide staff.
There are two basic types of diversity training:
•diversity sensitization and knowledge building; and
•diversity skills development.
Sensitization and knowledge building
Diversity sensitization and knowledge informs managers and employees about the characteristics of various segments of employees such as people with disabilities, Aboriginal Peoples, immigrants with different ethnic and cultural backgrounds, racial minorities, women, people from other provinces and people with different religions, perspectives and ways of doing things.
The objective is to give employees a broader and more flexible perspective and better understanding and appreciation of variations among people. The desired result is a more tolerant workforce without the traditional “us versus them” mindset among employees.
If and when employers provide diversity training at all they often use this kind of training. Unfortunately, even though managers and employees may have developed more knowledge on diversity, they still do not have the skills to put it in practice.
Diversity skills development
Diversity skills development strengthens managers’ and employees’ capacity to work in a diverse environment: interact with employees from diverse backgrounds, plan and schedule work assignments, evaluate performance, negotiate matters, minimize and resolve conflicts, draw upon employees’ strengths and enable employees’ professional growth.
Several factors facilitate the success of diversity training:
•Togetherness: Employers often provide diversity training for employees, but not for managers. This usually signals to employees that managers are not prepared to take additional steps to make sure the diverse workplace works, furthers the perception of some employees that managers are aloof to diversity issues and reinforces the “us versus them” relationship between managers and employees. Best results for diversity training are obtained when managers and employees are trained together.
•Continuity: Similar to other types of training, the effectiveness of diversity training is contingent on putting the new skills to work since the impact of training diminishes through time. Refresher training sessions are needed at least once a year. The diversity messages have to be persistently presented and ingrained as part of the mindsets of managers and employees.
•Building blocks: Diversity training is effective when managers and employees move from the preliminary stage of training (sensitization) to the more sophisticated stages (skills development). This process enables both managers and employees to gain a better understanding of diversity issues and develop the skills needed to work with each other no matter how diverse people are.
•Relevance: Diversity training using examples from the workplace works best because it is viewed as relevant. Managers and employees can take something back from the session and apply it after completing their training. Too much theory, and an abundance of statistical data and examples from other industries, are sometimes perceived as irrelevant.
•Changes in the work environment: Diversity training is effective when it is accompanied by changes in HR policies and practices. Otherwise both managers and employees view the training as a waste of time. Worse still, some of them view the training as window dressing. Without some visible HR development changes, managers and employees often ritualistically participate in diversity training without learning much or being involved.
Bobby Siu is president of Infoworth Consulting Inc. He can be reached at (416) 967-5292.
