Education’s Role in an Organization’s Approach to Implementing a Culture of Diversity

1. Education’s Role in an Organization’s Approach to Implementing a Culture of Diversity 8th Annual Hawaii Int’l Conference on Education Aileen Zaballero January 7-10, 2010

2. Introduction • B.S. in Workforce Education - UNLV • M.S. in Educational Leadership - UNLV • Facilitator and Product Specialist for Repario Ltd. a Professional Development Org. since 2006 • 9 years in Training Field • 2006 applied for Diversity Champion Trainer (inspiration for Master’s Thesis Study)

3. 1 Background of Study 2 5 3 7 4 Agenda Literature Review Conceptual Framework Research Methodology Findings pertaining to education Question Period

4. Background • U.S. Census Bureau, state that by 2042 the single white-race population in the U.S is expected to become the minority (Bernstein & Edwards, 2008). • 2030, nearly one in five U.S. residents is expected to be 65 years and older (Bernstein & Edwards, 2008).

5. Background • Several studies show that “culturally diverse organizations outperform their more homogeneous counterparts” (Dansky, Weech-Maldonado, De Souza & Dreachslin, 2003, p.243). However, the literature is still mixed about which strategies are most the successful for creating a just and inclusive culture in U.S. organizations.

6. Purpose of Study The purpose of this exploratory case study was: • to explore the perceived influential factorsof effective organizational change for instituting diversity initiatives • to investigate the processof implementing diversity initiatives successfully in one hospitality organization.

7. Literature Review

8. Literature Review

9. Alignment of Management Systems Follow-up Cox’s Change Model for Work on Diversity Research & Measure-ment Education Conceptual Framework Leadership

10. Methodology

11. Research Question 1: What are the perceived influential factors for effective organizational change for instituting diversity initiatives? Corporate Values Leadership Commitment Communication Education Infrastructure “establish a direction and goal for change” (Cox, 2001) Diversity Champion Training Transparency Accountability Partnership “diversity isn’t a specific thing you do; it’s a value system that either is, or is not, woven in to every action.” (Interviewee A) Responsible for governance and establishing policies to reflect Diversity Mission

12. Research Question 2: What is the process of implementing diversity initiatives within the organization? • Strategic Planning Process • Accountability Leadership Commitment Diversity Business Imperative • Diversity Initiative • Diversity Champion Training • Infrastructure • Corporate Diversity Department

13. Education Under the label of “diversity training,” studies show that only about one-third of diversity training efforts are viewed as creating a lasting result (Cox, 2001). Yet education was instrumental to the success of the organization studied.

14. Research Question 2: What is the process of implementing diversity initiatives within the organization? • Strategic Planning Process • Accountability Leadership Commitment Diversity Business Imperative • Diversity Initiative • Diversity Champion Training • Infrastructure • Corporate Diversity Department

15. Diversity Training Core of OHI’s cultural transformation 3-day personal growth workshop Principles of: • Diversity • Leadership • Personal accountability The goal was to develop the company’s culture and harness the potential of every single employee no matter what his or her position was or may be.

16. Educational Philosophy Ubuntu- humanist philosophy “focusing on people’s allegiance and a sense of belonging to a great whole” (Interviewee A) “The basic principles of universal respect for people, inclusion, and appreciation of the contribution of every individual” (Interviewee B).

17. Delivery Method The class is taught using many methods including: • lectures, • group activities, • role-playing, • journaling, • guest speakers, • videos, and • reading assignments.

18. Objective • The value, importance, and impact on business of effectively managing a diverse workforce. • Teaching employees to recognize the impact of their own reactions to diversity situations and the learning behaviors that are critical to successfully managing diversity at OHI.

19. Objective (Cont.) • Practicing behaviors that encourage inclusion in the workplace which promotes teamwork, innovation, creativity, and productivity. • Recognizing challenges to • at OHI and implement prevention and intervention measures that address these situations.

20. Business Results • 7000 graduates out of 65,000 • Increased employee morale and customer satisfaction • Improved turnover rates • Increased employee engagement • Create employees who not only celebrated diversity but are advocates of diversity

21. Conclusion • This study confirmed that diversity initiatives can be sustainable through various interventions and processes involving OD concepts and requires systems thinking • When diversity is approached as a business strategy and integrated into the fabric of the organization’s culture, diversity initiatives are more likely to be embraced at all levels of the company.

22. Conclusion Cox’s Change Model for Work on Diversity contains the essential elements and can be a useful tool to guide the development and implementation of diversity change efforts.

23. Questions

24. Thank You!