Example Cases

Learn valuable lessons from these organisations:

Eaton Corp, US

Diversity Training builds camaraderie

As a global business an understanding of differing cultures was required throughout the organisation, hence a diversity, inclusion and work-life programme was piloted at Eaton Corp's truck components facility. The programme was designed to increase employee cultural awareness, mutual understanding, conflict resolution, and community involvement. A voluntary diversity team having 13 members was created and mandatory monthly meetings were held for all staff, including management and plant employees. Diversity luncheons with food from various countries enabled staff to introduce themselves and to describe their families and hobbies. This helped employees to understand each other's background and differing perspectives. Videos were watched and role playing exercises helped participants to understand how to best handle conflicts. It was reported that diversity training had cultivated a better understanding within the plant and a new camaraderie had developed among employees.[12]

Canning , U.K.

Diversity training needed for effective teamwork

Canning an international training and development organisation facilitated diversity training. Serious communication problems had arisen between German and Japanese design engineers working on a joint venture operation. The Japanese engineers found their German counterparts to be rude, inconsiderate and lazy. The Germans interrupted during meetings and presentations, and arguing matters in front of everyone and went home with tasks unfinished. The Germans were equally unhappy with the Japanese, many of whom seemed unable to speak English, and didn't state their opinions clearly and frankly. The two organisations should have been aware of the dangers that can exist when diverse cultures are suddenly brought together in the workplace. There was a need to give the participants an understanding of the cultural attitudes and behaviour, differences and similarities of each group. The team needed to establish the best ways in which they could work together. [21]

Department for Trade and Industry, (DTI) U.K.

Diversity training acted out

The UK Department of Trade and industry used a dynamic theatre presentation to deliver diversity and equality training to managers and staff. Improvisational drama and role play techniques were used to highlight important issues for managers. Professional actors portrayed, often harrowing, everyday scenes from the workplace involving issues such as racism, sexism, ageism, bullying, and other inequalities that are not always obvious but none the less devastating. Workshops were then utilised to further explore the matters raised. The sessions were closed with managers sitting in the director's chair enabling them to stop and re-direct scenes and suggesting ways and means to deal with the difficult task of challenging inappropriate behaviour. [22]

Diversity training to explain the business case

Kodak made significant efforts to employ minority groups by appointing a chief diversity officer (CDO) to drive its programmes. The CDO initiated a long term assessment of the organisation as follows:

• Year 1, setting up an external review panel to determine Kodak's actual performance in regard to employing and nurturing minorities,

• Year 2, Developing focused future directives,

• Year 3 to 5, working towards the goal of matching Kodak's multicultural makeup to that of the available labour pool.

Training for all employees was provided in relation to Kodak's business case for diversity and its expectations. Training was also provided for those aspiring to be first-line supervisors and women/people of colour attended at a much higher rate than the rest of the Kodak population. In addition eight employee networks representing minority group interests were established within the organisation. [1]

Lehman Brothers, US

Employee networks and commercialisation

As a financial services company Lehman Brothers relied on the quality of its representatives to reflect the quality of the organisation's ideas and services and as such diversity initiatives centred on attracting talent. Lehman sought to attract and retain talent by becoming the employer of choice. Lehman had conducted a base-case employee satisfaction survey and had initiated employee networks in New York, London, and Tokyo. Each network had a mission statement and subcommittees devoted to employee development (including mentoring), commercialisation (reaching out to potential clients), and philanthropy (as a means of connecting with employees and the community). Lehman used a two hour interactive training programme to help 5000 of its employees understand the need for inclusive environments and to consider all opinions along with the broadest possible thoughts and perspectives. [3]

Marriott International Inc., US

State funding aids initiatives with disabled workers

At Marriott's reservation office 23% of the 250 person staff were people with disabilities. Marriot began hiring disabled persons after establishing relationships with the Los Angeles-based Braille Institute, the California Department of Rehabilitation, and the Employer Assistance & Recruiting Network (EARN). Marriot provided its own training programme called "Pathways to Independence," to help disabled people when making the transition into the workforce. The programme was credited with lowering the turnover rate among employees with disabilities to 6 percent from 1999 to 2003, compared with 52 percent for the company's workers without disabilities. The department of Rehabilitation reimbursed Marriot some US$2,500 per disabled employee hired to cover technology and training costs. State funding made Marriott's initiatives possible by subsidising specialised software, computer upgrades, and adjustable headsets. [19]

Jobcentre Plus, UK

Diversity Planning – employing disabled persons

Jobcentre Plus supported employers in the adoption of good employment policies and practices relating to recruitment, retention, training and career development of disabled people. Over one million disabled people in the UK were looking for work, however employers were not always aware of the skills on offer. Support was proved through Disability Employment Advisers (DEAs) and an Access to Work (AtW) programme. DEAs were employment specialists, who worked in partnership with external organisations on behalf of disabled people. A wide range of help and guidance on workforce diversity issues were provided, including: work placements; grants towards employment or training costs for a disabled employee; helping people with more complex employment barriers to work effectively with non-disabled colleagues; and advice on job retention for disabled employees. The Access to Work programme provided support to disabled people and their employers in overcoming work-related obstacles associated with disability.[23]

Workplace diversity and succession planning

DuPont, a USA chemicals manufacturer, kept its diversity goals in mind when developing its succession planning process. Succession planning in each business unit was devolved to the unit’s HR Director who was made responsible for checking the succession plan against the company’s diversity goals. To ensure the effectiveness of the process:

• Employees captured and documented their contributions to the company annually;

• Supervisors verified the contribution and identified areas for employee improvement;

• Employees were given the opportunity let their career goals be known;

• The captured data was entered into the employee development plan;

• The career development plan became an integral part of the corporate succession plan;

• The corporate diversity office, as well as top management, over-viewed the complete picture, from hiring to development, ensured progress was made and opportunities identified so the system could be continuously improved. [24]

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