Educations Role in an Organizations Approach to Implementing

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

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

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

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).

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.

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

Literature Review Key Topics Diversity Defined (Loden & Rosener, 1991) Diversity Management (Thomas & Ely 1996) Key Discoveries • Primary and Secondary Dimensions of Diversity • Discrimination and Fairness Paradigm • Access and Legitimacy Paradigm • Learning and Effectiveness Paradigm Business Case for Diversity • Global trends to impact the workplace (SHRM, 2007) Strategies for Diversity Management (Dass & Parker, 1999) Driving Cultural and Organizational Change (Cox, 1993, 2001) • Episodic • Freestanding • Systematic • Cox’s Model for Work on Diversity

Literature Review Key Topics Diversity Defined (Loden & Rosener, 1991) Diversity Management (Thomas & Ely 1996) Key Discoveries • Primary and Secondary Dimensions of Diversity • Discrimination and Fairness Paradigm • Access and Legitimacy Paradigm • Learning and Effectiveness Paradigm Business Case for Diversity • Global trends to impact the workplace (SHRM, 2007) Strategies for Diversity Management (Dass & Parker, 1999) Driving Cultural and Organizational Change (Cox, 1993, 2001) • Episodic • Freestanding • Systematic • Cox’s Model for Work on Diversity

Conceptual Framework Leadership Followup Cox’s Change Model for Work on Diversity Alignment of Management Systems Research & Measurement Education

Methodology Qualita tive Study Cas e Stu dy Data Collection Critical Incident Interview Secondary Data Analysis Memoing Describing Trustworthiness Triangulation Member Check Classifying Peer Review

Research Question 1: What are the perceived influential factors for effective organizational change for instituting diversity initiatives? “establish a direction and goal for change” (Cox, 2001) “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) Diversity Champion Training Education Leadership Commitment Transparency Accountability Partnership Communication Corporate Values Infrastructure Responsible for governance and establishing policies to reflect Diversity Mission

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

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

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

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.

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).

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

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.

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.

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

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.

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.

Questions