Development of a Diversity Training Program: Assignment 3 by Diversity Dynamics

Development of a Diversity Training Program: Assignment 3 by Diversity Dynamics

Nova Southeastern University

November 30, 2017

OUTLINE – DIVERSITY TRAINING PROGRAM

PURPOSE: To create a diversity training program for the organization to create awareness of the various areas associated with diversity.

I. INTRODUCTION

A. Overview of UPS as a global organization.

1. The state of affairs of diversity in UPS (United Parcel Service of America, Inc., 2016).

2. Pose the question as to whether or not diversity is in company’s culture by gauging workforce inclusiveness.

II. SWOT ANALYSIS

A. The strength of UPS is its vast operational networks globally with 440,000 employees in 220 countries (United Parcel Service of America, Inc. 2016).

B. The inherent diversity weaknesses of being the oldest and largest company in the transportation industry (Jackson, Joshi & Erhardt, 2003).

C. Advancement in technology and customers confidence in on-line purchases brought about global market opportunities and growth (Anselmo, 2017).

D. The threat that Amazon poses to UPS current infrastructure forces the shift in paradigm regarding the dominance of robotics in place of humans in order to stay competitive.

III. LITERATURE REVIEW ON DIVERSITY AND TRAINING PROGRAMS

A. Criteria needed to a successful diversity training program.

1. Diversity needs to be a company objective embraced by leaders within the organization that starts with the CEO and filters down to the front line supervisors (Chin & Trimble, 2015).

2. Formal assessment is critical in understanding the company’s current state regarding diversity (Fujimoto & Charmine, 2017).

3. The role of diversity council in getting employee feedback on any initiatives that are created to enhance inclusiveness across the organization (Gibbons-Kunka, 2015).

B. Training Programs:

1. Semiannual trainings on diversity promote consistency in understanding the importance of diversity in an organization (Peretz, Levi & Fried, 2015).

2. Training can only be effective if diversity goals are supported by organizational system and operational practices (Gündemir, Dovidio, Homan & De Dreu, 2017).

3. Measurement and evaluation of strategic plan provides feedback mechanism for continuous improvement with long term impact.

IV. RECOMMENDATION AND CONCLUSION

A. Diversity is best manage when systems audit for organizational diversity are in place to gauge outcomes of the initiatives (Jansen, Otten, & van der Zee, 2015).

B. The elements to measure are the Composition of the workforce, Core products, and Climate of the organization (Chin & Trimble, 2015).

C. Training programs must include all employees of the organization (Ng & Sears, 2010).

D. Relevancy of the training programs to today’s generation.

E. Establishment of diverse work groups across the geographic presence of the organization (Stern, 2010).

F. Maintain alertness to the dynamics of organization composition based on heterogeneity of its workforce.

References

Anselmo, F. V. (2017). Organizational diversity commitment: A web-based investigation. Management & Marketing, 12(3), 474-499. doi:http://dx.doi.org.ezproxylocal.library.nova.edu/10.1515/mmcks-2017-0029

Chin, J. L. & Trimble, J. E. (2015). Diversity and leadership. Los Angeles, CA: Pyrczak

Fujimoto, Y., & EJ Härtel Charmine (2017). Organizational diversity learning framework: Going beyond diversity training programs. Personnel Review, 46(6), 1120-1141. Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docview/1935253306?accountid=6579

Gibbons-Kunka, B. (2015). The effect of teaching multicultural awareness on perceptions of organizational diversity: Implications for organizational leaders. Review of Integrative Business and Economics Research, 4(1), 1-26. Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docview/1636558671?accountid=6579

Gündemir, S., Dovidio, J. F., Homan, A. C., & De Dreu, C., K.W. (2017). The impact of organizational diversity policies on minority employees’ leadership self-perceptions and goals. Journal of Leadership & Organizational Studies, 24(2), 172-188. doi:http://dx.doi.org.ezproxylocal.library.nova.edu/10.1177/1548051816662615

Jackson, S. E., Joshi, A., & Erhardt, N. L. (2003). Recent research on team and organizational diversity: SWOT analysis and implications. Journal of Management, 29(6), 801-830. Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docview/197137093?accountid=6579

Jansen, W. S., Otten, S., & van der Zee, K.,I. (2015). Being part of diversity: The effects of an all-inclusive multicultural diversity approach on majority members’ perceived inclusion and support for organizational diversity efforts. Group Processes & Intergroup Relations, 18(6), 817. Retrieved from

Ng, E. S. W., & Sears, G. J. (2010). The effect of adverse impact in selection practices on organizational diversity: A field study. The International Journal of Human Resource Management, 21(9), 1454. Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docview/743897608?accountid=6579

Peretz, H., Levi, A., & Fried, Y. (2015). Organizational diversity programs across cultures: Effects on absenteeism, turnover, performance and innovation.The International Journal of Human Resource Management, 26(6), 875. Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docview/1648680728?accountid=6579

Stern, G. M. (2010, Sep 06). Organizational diversity program – what jobs will it lead to? The Hispanic Outlook in Higher Education, 20, 24-25. Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docview/751197940?accountid=6579

United Parcel Service of America, Inc. (2016). UPS History Timeline. Retrieved from http://UPS.com


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