e company culture (Johnson, 1992). Managers need to know what their role is in supporting diversity. Many organizations provide continuous education and training regarding diversity principles and diversity skill development for all managers. These principles and skills include recruitment and retention, diversity conflict resolution, diversity performance coaching, and career development. Most importantly, though, is that management must “walk the talk”. Managers and supervisors must transform their attitudes into actual behavioral changes, and the organization must promote and accommodate new attitudes and behavior (Morris, Romero and Tan, 1996).Follow-up and Evaluation Many of the successful organizations practice some type of long-term follow-up and monitoring to maintain the positive effects of training efforts. These efforts include: establishing a committee and/or developing a newsletter to track progress, highlight various cultures, etc.; periodically administering a survey to gauge results; and meeting regularly with managers and administrators to review these efforts (Jordan, 1999). Other organizations have established employee development and mentoring programs, to help a broader range of employees move up in the organization (Caudron, 1993). By evaluation I am referring to measuring the outcomes of diversity efforts and change. Results can be measured through increased employee retention, improved accountability and increased alignment with the organization’s mission (Black and Prudente, 1998). Diversity often has both tangible and intangible benefits (such as “increased job satisfaction” or “reduced conflict”) and an attempt to quantify these benefits should be made (Gardenswartz and Rowe, 2000). As Albert Einstein said, “Not everything that can be measured counts and not everything that counts can be measured.” Finally, continuously review your i...
