Diversity, Inclusion, Equity, and Advancement for People of Color

NB: We do not resell your papers. Upon ordering, we do an original paper exclusively for you.

NB: All your data is kept safe from the public.

Introduction

It has been acknowledged that diversity is one of the keys to organizational success. People with different backgrounds tend to have knowledge and skills, enabling them to solve serious issues. Macomb County is characterized by a homogeneous population, but the number of people of color is growing (“Data USA: Macomb County, MI,” n.d.). The county has great potential for growth, but diversity and equity are necessary for sustainable evolvement. The Human Resources and Labor Relations Department can play a key role in the improvement of the situation, making people of color more involved in social life, and enhancing their financial security. However, the organization’s employees have insufficient knowledge and experience to attain this goal, so an education intervention is necessary.

Needs Assessment: People

Human Resources and Labor Relations Department in Macomb County is characterized by a lack of diversity, as almost all employees are Caucasians (Human Resources and Labor Relations, 2020). The lack of diversity in the organization inevitably leads to limited awareness and understanding of the needs, peculiarities, and competitiveness of people of color due to the existing bias and benevolent discrimination (Romani et al., 2018). At the same time, the number of the target population is growing steadily according to the latest demographic data as the rate of Hispanic and Non-Hispanic White people was over 83% in 2013 and reached only 80% in 2018 (“Data USA: Macomb County, MI,” n.d.). It is also necessary to add that due to the financial constraints Americans are facing now, this cohort is more vulnerable compared to White people.

Needs Assessment: Task

When analyzing the needs in terms of the task, it is necessary to focus on several aspects. Communication is one of the major areas to improve, so the employees need to have proper interpersonal skills and be aware of diverse communication channels as well as the peculiarities of their use (Hill-Jackson, 2020; Okolie, 2020). In order to adopt recruitments and selection skills necessary for improving diversity, employees should also learn more about such concepts as benevolent discrimination, bias, and proper positive discrimination use (Romani et al., 2018; Vitanski, 2019). Finally, it is important to develop a learning organization culture in order to ensure the effective implementation of the proposed program and further development of the organizations’ staff (Berman et al., 2019). These areas should be addressed when developing and implementing a staff development program at the Human Resources and Labor Relations Department in Macomb County.

SMART Objectives

The major goal of the suggested program is to improve diversity practices in recruitment and selection at the Human Resources and Labor Relations Department in Macomb County within three months. In order to ensure that the goal can be attained and the program will be effectively implemented, it is important to ensure that a SMART objective is established (Berman et al., 2019). Achievable objectives are specific, measurable, attainable, realistic, and timely. The evaluation of the set goals using the SMART tool has proved to be beneficial, so it is utilized to assess the proposed project.

Specific and Measurable

The established objective is specific as it is concerned with two areas, selection, and recruitment. The program will be related to these aspects of human resources management, so the participants will remain focused. The set objectives are measurable as the outcomes can be measured with the help of several instruments. On the one hand KPIs, employees’ reports, questionnaires, and tests. On the other hand, the recruited and employed candidates’ demographic data can also reveal the effectiveness of the program and the participant’s ability to reach people of color.

Attainable and Realistic

The program’s objectives are also attainable as no tight deadlines with demanding KPIs will be set. Any increase in reaching people of color during the recruitment and selection process will be regarded as a sufficient indicator of progress. The focus will be on the views of the organization’s employees. The participants will be ensured that there will be no adverse work-related outcomes based on the rate of recruited people. However, there will be different types of rewards for those who display commitment, engagement, and deeper knowledge. The objectives are realistic because research shows that companies benefit from the use of similar projects (Berman et al., 2019; Krekula et al., 2019).

Timely

The program is timely as well because three months is a common and appropriate period for an educational initiative, and the outcomes can be visible after its termination. Moreover, learning organization culture encompasses employees’ commitment to continuous self-development and knowledge gaining. So, even three months after the commencement of the project, the employees will continue gaining insights through knowledge sharing and self-development.

Title & Description of the Program

The proposed program is entitled “Diversity, Inclusion, Equity, and Advancement for People of Color.” As mentioned above, this educational project concentrates on the use of improved selection and recruitment methods to increase the diversity of the community’s workforce and the wider inclusion of people of color. Hill-Jackson (2020) states that people of color are often neglected and have access to limited employment opportunities due to the existing bias. In order to attain enhance diversity, employees will receive training regarding the existing selection and recruitment methods that are characterized by the focus on diversity and equity. The focus will be on the strategies that have proved to be effective with the target audience. The participants of the project will also learn about the most effective communication channels to reach the target audience, as well as strategies necessary for the collaboration within the Department and with the community. The initiative will also involve shedding light on the needs of the people of color, and the opportunities, challenges, and benefits of diversity on different levels.

Training Theory

The current project needs a high degree of employees involvement and motivation, so Gagné’s model will be used to ensure effective learning and comprehensive training (Mancia et al., 2017). Robert Mills Gagné developed a helpful set of steps trainers can undertake to make learners more engaged and motivated, as well as prepared to learn. Importantly, the psychologist addresses all the major aspects involved in the training process: verbal information, attitudes, intellectual skills, motor skills, and cognitive strategies (Mancia et al., 2017). Various tools and instruments are recommended for use at every stage. Diverse training strategies ensure positive learning outcomes and make training cost-effective.

Training Methods and Rationale: Background

The initial stage of the suggested project will be associated with the creation of a sense of urgency and setting the most proactive background. All the employees of the organization will be engaged in this process. The major communication channels will be organizational information systems. Employees will first receive data regarding unconscious bias. The participants of the program will discuss instances of such bias, as well as other aspects of the issue, via the existing computer-based platforms. Weekly meetings will also be held to raise employees’ awareness of the problem and facilitate the discussion. Employees’ feedback concerning the discussion and their views on the matter will be collected and analyzed to introduce some changes to the training project (provide more details on unconscious bias or methods to avoid it) if necessary.

Training Methods and Rationale: Informing

As mentioned above, diverse types of training methods will be employed to enhance employees’ motivation, address their learning needs, and facilitate the learning process (Youssef-Morgan & Stark, 2014). The trainer will provide a considerable amount of data to the participants in the form of brief lectures, with the use of presentations, demonstrations, and case studies. This form of training is justified as educators need to provide specific data that will be later discussed and elaborated on (Berman et al., 2019).

Training Methods and Rationale: Activating

Experiential and social learning has proved to be effective approaches, so the elements of these methods will be employed (Berman et al., 2019). The participants will learn through the exact use of the information and skills and will collaborate actively during the project. First, discussions will be the major instrument as they facilitate knowledge sharing and enhance people’s engagement. People may express their concerns as to using new recruitment and selection methods or interacting with diverse groups of people and the community. The participants of the project will also discuss specific case studies to evaluate the challenges and opportunities linked to diversity and equity. Roleplaying and management games are also effective educational instruments that help employees to train new skills and prepare for using them in their practice (Berman et al., 2019). The participants will solve different issues they may encounter when completing their daily assignments.

Training Methods and Rationale: Assessing

Assessment will also take different forms, including but not confined to oral feedback, ratings, self-reports, questionnaires, tests, and performance reports. The use of diverse tools will be instrumental in assessing different aspects of learning and the overall level of the participants’ knowledge and competencies (Berman et al., 2019). Some types of assessment will be used at the end of every session, and the final assessment will take place during the final weeks of the project.

Training Methods and Rationale: Major principles and tactics

In order to ensure the effectiveness of the chosen approach and methods, it is critical to utilize different types of tools during each session. For instance, every session will consist of a lecture-based component, discussion, activity, and assessment. The instructor will provide some information that will be discussed, and the participants will complete specific tasks (similar to real-life situations). The proposed project will be characterized by a positive attitude. Recognition and reward will be utilized to motivate and enhance people’s learning.

Training Methods and Rationale: Sponsorship Programs

The suggested project will also entail the creation of an extensive sponsorship program. Older employees of color will be younger peers’ sponsors helping them in their professional growth. Sponsors will be trained to be empathetic leaders and train their assignees’ empathetic leadership skills. Empathetic leadership involves the development of deeper connections within the staff, which will help in the creation of a team committed to the established goals (Holt et al., 2017). The most successful sponsors will be rewarded, which will include recognition, monetary rewards, and (vertical and horizontal) promotion. Sponsors will encourage their assignees to establish links with the community, which will be instrumental in reaching the target population.

Proposed Instructors and Rationale

Since the company has limited experience in the implementation of such projects, it is beneficial to refer to an external trainer. The trainer will have substantial materials and experience to address the needs of the organization and employees. The use of external help has some disadvantages or rather aspects to consider. The engagement of a trainer requires the investment of additional resources. Nevertheless, the potential outcomes are relevant, so the allocation of additional resources is justified. People may also be reluctant to follow the recommendations and actively participate in different activities due to the lack of trust. The organization’s employees can become mediators between the trainees and the trainer.

The learning process will be facilitated if the learners have internal leaders guiding the learning process (Berman et al., 2019). A human resources professional can become the coordinator and take up the leading role in the process. The coordinator can be the person who will ensure that employees are engaged and grasp the information effectively. The coordinator is responsible for assessment and reporting to top management. Rewards and recognition will be managed by this professional as well. The use of mentorship has become a common strategy for facilitating on-the-job training in different settings (Youssef-Morgan & Stark, 2014). Hence, more experienced employees or participants excelling during the project can become mentors and assist new employees or those struggling in their training.

Staff-Related Changes and Rationale

The implementation of the proposed program will require the introduction of certain changes to the staff composition. The company’s sustainable development can be facilitated by hiring several people specializing in diversity and equity aspects. Hiring an Equal Employment Opportunity Officer will enhance the organization’s effort concerning improving equity and diversity. Hiring an ombudsman and chief diversity officer will also be necessary. These new employees will ensure that the organizations’ staff is a true team of Diversity, Inclusion, and Equity, which will be described in a corresponding policy. These staff members will continuously refer to diversity and equity issues and be responsible for ensuring the development of effective links with the community.

Training Outline and Timeline

Gagne’s nine levels of learning model can be applied when developing the program’s outline. Similar steps can become guiding areas for the three-month project. During the first week, the educator will attract employees’ attention to the issue, inform them about the upcoming educational incentive, and set objectives. The discussion of the objectives and prior knowledge will take place during weeks 1-3. The training consisting of diverse activities and the use of different training methods mentioned above will be mainly held between week 3 and week 9. During weeks 8 and 9, the trainer will start providing feedback regarding each employees’ learning and performance. Assessment will take place during week 10, and the employees will have two more weeks to practice and enhance their skills, as well as learn.

Training Materials Needed

One of the primary resources necessary for the effective implementation of the educational project is the organization’s information system. Employees will receive data, updates, notifications, assignments, and feedback via this system. They will also share knowledge and discuss diverse issues using the existing communication channels. The training materials will include handouts, PowerPoint presentations, and associated equipment, as well as videos.

Program Characteristics: Leadership

Holt et al. (2017) note that the use of empathetic leadership is gaining momentum these days. Organizations benefit from the focus on empathy, integrity, and accountability since this approach translates into obtaining a competitive advantage and enhancing organizational performance. The suggested initiative will include training of emphatic leadership skills. Top-down engagement of top managers will also be a characteristic feature of the incentive. All staff members will be required to participate in the educational program. Top managers will be responsible for developing proper communications and relationships, as well as signing agreements, with community leaders with a focus on the target population. The proposed program will encompass holding top managers accountable for outcomes. Top management will report to community leaders and the staff about the results of the project.

Training Program Evaluation: Short-Term

One of the important stages of any project implementation is the evaluation of its effectiveness. The short-term evaluation will take place during week 12. The focus will be on employees’ knowledge, their understanding of the peculiarities and benefits of a diverse workforce, ability and willingness to utilize effective selection and recruitment strategies. Surveys will be carried out to identify employees’ attitudes towards the program and its outcomes. This will enable the leader to identify employees’ motivation and predict the extent to which new skills will be utilized.

Training Program Evaluation: Long-Term

The long-term evaluation will also be necessary to ensure that the established goals have been achieved. Six months after the termination of the program, another assessment should be held. This long-term evaluation will display whether the set objectives have been attained. The focus will be on certain KPIs that will include the number of employed people of color, the rate of minority groups reached during the selection and recruitment process. Employees’ understanding of diversity, equity issues, and the peculiarities of working with people of color will be evaluated. It is also necessary to examine whether employees’ attitudes towards the provided training changed. Discussions and workshops will be held so that employees could share knowledge and improve their skills. These measures can become regular as they facilitate self-development which is one of the goals to be attained.

Conclusion

Since the demographic composition of the community is changing, it is necessary to pay more attention to the issues related to diversity and equality. The community will benefit from the deeper engagement of people of color through their increased employment. The Human Resources and Labor Relations Department in Macomb County is one of the key players in the process as the agency is responsible for managing human resources issues in the community. The proposed training program is comprehensive and engaging due to the use of a range of effective training methods. The implementation of the project will have a positive influence on the sustainable evolvement of the community.

References

Berman, E. M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2019). Human resource management in public service: Paradoxes, processes, and problems (6th ed.). CQ Press.

Data USA: Macomb County, MI. (n.d.). Data USA.

Hill-Jackson, V. (2020). Special emphasis recruiting: Intentional recruitment of black women to the teaching profession. Theory into Practice, 1-24.

Holt, S., Marques, J., Hu, J., & Wood, A. (2017). Cultivating empathy: New perspectives on educating business leaders. Journal of Values-Based Leadership, 10(1), 1-26. Web.

Human Resources and Labor Relations. (2020). Staff.

Krekula, C., Karlsson, S., Engström, L., & Grip, L. (2019). Communicating equality through policy documents: On legitimacy, double logic and stable translations. Gender, Work & Organization, 26(11), 1606-1620.

Mancia, L. B., Saavedra Filho, N. C., Miquelin, A. F., de Geus, S. R. K., & de Souza, B. S. (2017). Applying Gagne’s nine events of instruction in development of a serious game for training maintenance activity on power live-lines. Proceedings of SBGames 2017.

Okolie, U. C. (2020). Effect of diversity management on human resource management: Recruitment and selection in focus. Annals of Spiru Haret University. Economic Series, 20(2), 63-86.

Romani, L., Holck, L., & Risberg, A. (2018). Benevolent discrimination: Explaining how human resources professionals can be blind to the harm of diversity initiatives. Organization, 26(3), 371-390.

Vitanski, D. (2019). The concept for equal opportunities for employment, affirmative measures and “positive discrimination in the public administration. Knowledge International Journal, 31(1), 345-350.

Youssef-Morgan, C. M., & Stark, E. (2014). Strategic human resource management: Concepts controversies, and evidence-based applications. Bridgepoint Education.

Click Here To Order Now!