nitiative by asking those within your organization: Is this working? If it is, find out what’s working and keep doing it. If it’s not, reevaluate what you’re doing and why you’re doing it. Conclusion Building a truly effective diversity program requires a comprehensive, long-term commitment from administration, human resources, managers and employees. Creating an organizational culture that supports workforce diversity involves several crucial elements. The needs and expectations of both the workforce and the organization must be ascertained. These needs and expectations are important to secure administration and management support as well as to ensure that the training will have relevance. Continuous follow-up of the training and initiatives is important to reinforce what has been learned as well as to demonstrate commitment and to “keep the fires burning”. Measuring the tangible and intangible outcomes of diversity management keeps the process flowing and links the initiative to the business strategy. More than simply a training program, diversity must be woven into the fabric of the organization. By learning from other organizations successes, you can plan your course of action and help improve the process of managing diversity in your organization.ReferencesBaytos, L., & Delatte, A. P. (1993). 8 guidelines for successful diversity training. Training, 30(1), 55-60. Black, N. J., & Prudente, D. (1998). Developing A Diversity Action Plan. Bizmonthly.com, www.bizmonthly.com/news1998/september/focus/prudenteblack.shtmlBond, M.A. (1998, May). The ecology of diversity in organizational settings: Lessons from a case study. Human Relations.Caudron, S. (1993). Training can damage diversity efforts. Personnel Journal, 72(4), 50-60.Cox, T., Jr. (1994). A model to guide organizational change. Cultural Diversity In Organizations: Theory, Research & Practice (p...
