Introduction
Diversity refers to differences that may arise or that are eminent between individuals and groups of people who are interacting in a particular context. In a workplace environment for instance diversity is concerned with the differences that may present themselves on colleagues at the workplace. Such differences encompass many avenues such as race, gender, religions, sexual orientation and so on. Diversity training in this regard is a course of instruction that is meant to ensure that those who undertake the course improve their awareness of the differences that exist between them and other persons in the workplace environment. What is more diversity training besides improving the awareness of individuals in regard to the differences in the workplace; it is also meant to benefit the organization by protecting employees against civil rights violations, discrimination and seclusion. In this respect, diversity training is meant to perpetuate togetherness at the workplace through the inclusion of the different identity groups and through promoting teamwork at the workplace (Vaugh, 2007).
This paper specifically analyses the challenges and the opportunities that diversity training sessions present in the workplace. Ultimately its aim is to present a comparison of the advantages and disadvantages of diversity training in the workplace environment.
Diversity Training in organizations
Foremost, opportunities that are presented by diversity training are immense. Various benefits have been associated with diversity training which include; inclusiveness and the development of an understanding between different individuals and the development of a collaborative environment where individual team members work together towards the achievement of common goals and objectives (Vaugh, 2007). Sidelining of minority groups in the organization is an issue the diversity training is concerned with which ensures that individuals from minority groups are not discriminated against and that they are accorded equal treatment as they would other persons in the workplace. In this regard, the fundamental objective of the training is to accommodate members of minority groups. The categories of minority group individuals include persons with disabilities, gays and lesbians, women and sometimes race. These issues greatly influence the interaction that people have within the workplace if not addressed results in the seclusion of minority groups. As a result, discrimination of the individuals affects their performance at the workplace. Hence, diversity training ensures that minority groups are accommodated the majority facilitating effectiveness of their performance besides the fact that it ensures integration between two sets of individuals. Collaboration between these the majority and minority groups will in turn reflect in the enhancement of the performance of the organization at large (Paluck, 2006).
The management of the organization also benefits from diversity training where they explore the avenues presented by diversity training to develop motivation and encourage employees to work together. This has the effect of improving the performance of the organization that is the aim of management. By ensuring that different cultures, heterogeneous mixes and different demographics do not stand in the way of the appropriate execution of the services of the organization it becomes quite essential to employ techniques availed through diversity training in an attempt to ensure that such difference do not hinder the organization from achieving its goals and objectives particularly in regard to its effectiveness and efficiency (Bird, 2007).
Managers can ensure that they utilize talents that are presented by heterogeneous individuals to develop heterogeneous teams that reshape the workplace culture in a collaborative effort to improve the performance of the organization. This ensures that the environment at the workplace is conducive for workers thereby enhancing job satisfaction through employee engagement and inclusion. Moreover, diversity training ensures that all individuals in the organization are in a position to be understood and to extend the same favor to different others. In turn, there is the development of the heterogeneous culture development at the workplace ensuring that heterogeneous teams work effectively together in achieving set goals and objectives of the organization (Bird, 2007).
Similarly, the management of the organization is in a position to evaluate diverse strengths and weaknesses of individual team members in the workplace. In so doing, they are capable of effectively directing the workforce at the workplace. Diversity training techniques allow the manager to place individuals in jobs that they that they are good at. In essence ensuring that they capitalize on the skills of the individuals by utilizing their skills and talents in the right jobs (Bird, 2007).
Overall, the benefits of diversity training can be seen in the development of contact between different individuals in a working environment. Investigations into the benefits of diversity training have found that it has the effect of increasing intergroup contact among workmates in the organization. In this regard, intergroup communication and coordination becomes central if individual members of the groups are to coordinate and work together towards the achievement of set goals and objectives. Therefore, through diversity training it becomes possible to enhance performance of the organization employing sustainable intergroup relations (Paluck, 2006).
Opponents of diversity training are however of a different opinion about the practice as they advance that it presents more disadvantages than it does benefits. The gist of these arguments revolves around the fact that diversity training is not cognizant of certain moral considerations. Hence, they argue that in the end diversity training results in counterproductive purposes to the intention of developing teamwork and improving the performance of the organization. These individuals consider diversity training to be oppressive, and a reeducation ideology that reduces the capacity of the organization in regard to the achievement of its set goals (Bader, 2007).
The argument that is set forth concerning the incapacity of the organization to achieve unity of its workers despite measures made through diversity training is that it creates rifts between individual workmates rather than unite them. Arguably, diversity training points out the differences between individuals that they prior to the training knew existed. In a sense, the training is found to reinforce these differences further polarizing individuals based on their differences. Further, diversity training is seen to focus more on the differences between individuals rather than focusing on their commonalities making it quite difficult to unite different people in the workplace (Bader, 2007). In some instances, diversity training has been blamed for heightening tensions in the workplace leading up to racial and sexual abuse cases rather than addressing them. Essentially, instead of ensuring the eradication of difference diversity training works to reinforce it (Heriot, 2007).
According to Brown et al. (1999) group differences between individuals in the working environment should be salient such that they are not mentioned from time to time as this will result in the development of the controversy. Thus, by not making a fuss out of the situation people in the workplace begin to ignore their differences and focus on what is important in completing their duties in the workplace. On the other hand, diversity training results in stimulation and reinforcements of differences among employees that serve counterproductive.
Sentiments by Tropp and Pettigrew (2005) agree with Brown et al. (1999) on the premise that diversity training enhances differences at the workplace rather than addressing them. They however focused on the effects that diversity training had on emotions and found that such interactions generate negative emotions among certain groups such as humiliation, embarrassment, and anxiety. Such feelings develop, as a result, of being placed in a compromising position where they are being discussed.
Tropp (2003) adds that diversity training also enhances stereotyping in the organization making minority groups uncomfortable at eh workplace. Further, it singles out differences among individuals making it quite obvious to them that they are different from others. In the end, they become quite conscious with themselves while at the workplace resulting into their discomfort. Similar concerns have been raised in regard to the use of diversity training to advance certain prejudice against particular individuals in the organization. Hence, it is often the case that the discussions platforms become an avenue of venting emotions and advancing condemnation on particular individuals under the veil of diversity training. In the end, diversity training serves to make bias thoughts more accessible rather than discouraging prejudice at the workplace (Monteith, Spicer, & Tooman, 1998).
Conclusion
Diversity training is particularly concerned with the development of skills and knowledge that serves to enhance coordination and understanding within the organization. It presents several advantages that serve to enhance the performance of the organization in regard to improving on the effectiveness and efficiency of the organization. However, it also has several disadvantages that serve to be counterproductive in regard to the development of enhanced understanding and coordination in the organization.
Proponents of diversity training solutions contend that it has several benefits that incorporate fostering communication and intergroup relations (Vaugh, 2007; Paluck, 2006). Similarly, the management of the organization gains immensely from the alignment of the company’s goals and objectives through diversity management. This is done by ensuring that all persons concerned work towards the achievement of the set goals and objectives in unison (Bird, 2007). Likewise, the management through diversity management can identify strengths and weaknesses among its staff and individual with different qualities. They would then employ this knowledge in allocating such individuals responsibilities that are reflective of their different skills. Resultantly, efficiency and effectiveness of the organization is enhanced (Bird, 2007). Essentially, diversity training develops contact between individuals that in turn ensures that there in effective communication in the organization leading to effective and efficient coordination among groups and individuals. The ultimate aim being performance improvement of the organization (Paluck, 2006).
Opponents, on the other hand, are of the view that diversity training enhances differences between individuals and groups rather than addressing them. For instance, by developing the topic on differences diversity training serves to focus on differences between employees rather than commonalities (Brown, Vivian, & Hewstone, 1999; Heriot, 2007; Bader, 2007). This in turn serves to entrench differences that may have existed prior to the training. In addition, diversity training presents a platform where people can advance their prejudice on others generating an avenue for conflict that in effect results in the affirmation of the differences between individuals at the workplace. Moreover, it results into the development of emotions that are divisive such as anxiety and embarrassment of certain groups (Tropp & Pettigrew, 2005; Tropp R. L., 2003; Monteith, Spicer, & Tooman, 1998). Ultimately, diversity training generates greater rifts between individuals at the workplace rather than close the gap.
The decision on whether or not to introduce diversity training can therefore be informed by the likely benefits and disadvantages that may arise from it. Essentially, it is relevant that the issues discussed herein be placed into consideration before making or developing a diversity training approach. This knowledge will help in developing the most appropriate form of diversity training that presents benefits rather than challenges as presented.
Works Cited
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Bird, M. S. (2007). Improving Project Productivity with Diverse Membership. Retrieved 6 30, 2007, from importantnews.org: http://importantnews.org/spm1.html
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Tropp, R. L. (2003). The Psychological Impact of Prejudice: Implications for Intergroup Contact. Group Processes and Intergroup Relations, 6, 131 - 149.
Vaugh, B. (2007). The History of Diversity Training and its Pioneers. In Strategic Diversity & Inclusion Management (pp. 11 - 16). San Fransisco: DTUI.com Publications Division.
