Jamieson and O'Mara, 1991.
Today's workforce does not look, act or think like the workforce of the past, nor does it pursue the same needs and desires. The workforce has changed significantly from six perspectives; age, gender, culture, education, disability, and values. A new model of a diversified workforce is needed before the workforce of the new millennium becomes even more discouraged, potentially creating further declines in productivity. In these times of slower labor growth, competent, high demand workers are choosing to move to companies that will accommodate and support their lifestyle requirements, and through management practices that enhances their dignity. .
In order to achieve this ideal place of employment that provides a comfortable and welcoming environment, diversity training is a necessary tool. Training is usually divided into two sections: one for "top-down" employee and the other is middle managers. In most cases, it is only required for targeted groups in the company. Of the companies who take part in the training, almost half of them reported spending thousands, even millions of dollars on training. A small percentage reported that they really do not have the funds to support the training. The claims are that money spent went to resources, salaries, and consulting fees. .
Diversity Training 04.
During a training session, topics such as valuing diversity, biases, the philosophy of the company, and action planning are covered. Employees learn about diversity through films, speakers, and exercises so that they may have a greater impact on any situations that may develop. After receiving the training, many employers have noticed a significant difference in the way the staff behaves and it's sensitivity towards each other. People develop a broader definition of diversity after going through the training sessions. .
Method.
The word wide web was used to develop the facts from professionals in the business of diversity training.