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Beyond Sensitivity Training:
Building a Diversity Training Program
Y
Vice President of Diversity and Inclusion
You may have heard the adage that training is a process
and not an event. As you build a diversity training program, you
must go beyond basic ‘sensitivity training’ and a problem-oriented
approach, and aim for a deeper level of organizational change.
In the best diversity training programs, raising awareness,
although important, is not the ultimate goal. It’s the beginning
of a process to build understanding, cultural competency and the
skills to prepare employees and managers at all levels to understand
and own their role in attaining the organization’s diversity and
inclusion goals.
Effective diversity training programs are aligned with busi-
ness strategies. They improve relationships within the company
and with customers. They don’t just address problems such as
discrimination and sexual harassment, and they provide knowl-
edge and develop skills that lead to business opportunities and
optimized talent.
Whether you’re just beginning to create a company-wide diver-
sity training program, or you’re working to strengthen an existing
initiative, keeping the following points in mind will help ensure
that you transcend sensitivity training:
Training is a process. One class does not make a diversity train-
ing program. As with leadership development learning, managing
diversity is a journey that includes a long term commitment to
building your knowledge and developing and applying skills and
abilities, such as intercultural communications, self awareness and
managing differences. To bring about real change, you need a ro-
bust program covering a broad spectrum of topics, and tailored to
your company’s objectives. Your suite of courses might cover topics
such as defining diversity, the business case for your organization,
managing different generations, and how to attract and retain a
diverse customer base.
Integrate diversity training. In addition to offering stand-
alone D&I classes, diversity concepts should be integrated into
other corporate training programs. For example, it’s important
to include cultural awareness content in behavioral interviewing
courses for managers. Some people are reserved about taking
credit for individual achievements because of their cultural back-
ground or personality; managers need to be aware of how cultural
values and norms can impact communication as they assess job
candidates. Diversity concepts and scenarios are also particularly
relevant to courses related to sales and customer service.
By Tisa Jackson
Union Bank, N.A.
Go for a hybrid long-term
approach. The most ef-
fective diversity training
programs include a hybrid
or blended approach—
combining instruction, led
in a traditional classroom setting, with the use of the latest tech-
nology; making presentations through “webinars” or developing
interactive, self-paced online training programs.
Include everyone. Employees and managers at all levels should
complete a stand-alone class emphasizing what diversity means
to the organization and how it relates to business strategy.
Training should also stress that all employees—not just man-
agement—are responsible for creating an inclusive environment
and enhancing service to customers.
Choose trainers carefully—and train them well. Many or-
ganizations use internal trainers, employees, and/or managers
to deliver diversity training. It’s crucial to create and use cri-
teria that ensures the trainer will have the appropriate knowl-
edge, skills, and abilities, along with a reputation for working
well with people of all backgrounds, and the ability to create an
environment in which employees can speak candidly without
fear of retaliation. Trainers need to be more than simply passion-
ate about the work of diversity and inclusion to train others and
deliver the message. Passion is one prerequisite, but a selected list
of knowledge, skills and abilities should also be applied.
These steps are all part of making a commitment to create a
comprehensive diversity training program that not only addresses
business risk, but also uncovers business opportunities. Effective
diversity training is crucial to success in today’s multicultural
marketplace. At its best, it can help create a positive environment
in which people from all walks of life work as a team—
with everyone focused on doing their best and doing what’s best
for the company. PDJ
Tisa Jackson, Vice President of Diversity and Inclusion for Union Bank, N.A., has
more than 13 years of experience in this field, as well as strategic human resources
management, community development and organizational development. She is
founder of the Professional & Technical Diversity Network (PTDN) of Greater Los
Angeles, a diversity consortium comprised of companies committed to diversity and
inclusion. Union Bank, N.A., is a full-service commercial bank providing an array of
financial services to individuals, small businesses, middle-market companies, and major
corporations. The bank has 337 banking offices in California, Oregon, Washington and
Texas and two international offices. Union Bank is a proud member of the Mitsubishi
UFJ Financial Group (MUFG, NYSE:MTU), one of the world’s largest financial
organizations. Visit www.unionbank.com for more information.
Prof iles in Div er s it y Jou r na l January/February 2010 51