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DOCUMENT RESUME ED 474 279 CE 084 638 Diversity in the Workplace. Symposium. TITLE No-2 REPORT NO 2002-00-00 PUB DATE 25p.; In: Academy of Human Resource Development (AHRD) NOTE Conference Proceedings (Honolulu, Hawaii, February 27-March 2002); see CE 084 635. 3, Opinion Papers (120) Reports Research (143) PUB TYPE Speeches /Meeting Papers (150) EDRS Price MF01/PCO2 Plus Postage. EDRS PRICE Administrative Policy; Administrator Behavior; Adult DESCRIPTORS Education; Attitude Change; *Change Strategies; Dialogs (Language); *Diversity (Institutional); *Employee Attitudes; Human Resources; *Labor Force Development; *Organizational Change; *Program Implementation; Success; Training *Barriers to Implementation; Multinational Corporations IDENTIFIERS ABSTRACT Three papers comprise this symposium on diversity in the workplace. "Factors That Assist and Barriers That Hinder the Success of Diversity Initiatives in Multinational Corporations" (Rose Mary Wentling) reports that factors that assisted in the success were classified under diversity department, human, and work environment; barriers were those of the work environment, of people in corporations, and of diversity initiatives. "Developing Organizational Awareness: Gaining a Distributed View of Organization-Level Change in Workforce Diversity Awareness" (Martin B. Kormanik) shows that using the cycle of awareness development model to examine individual employees' awareness development regarding workforce diversity may serve as a measure for assessing organization-level outcome. "Diversity Dialogues in the Workplace: A Study of Implementation Issues" (Martin B. Kormanik, Kim S. Apperson) focuses on a study whose results show that an organization's management can increase participation in a structured diversity dialogue initiative by increasing the status of the (One way to accomplish this is by directive change--making initiative. dialogue participation mandatory.) All papers include substantial references. (YLB) Reproductions supplied by EDRS are the best that can be made from the original document. U.S. DEPARTMENT OF EDUCATION Office of Educational Research and Improvement EDUCATIONAL RESOURCES INFORMATION CENTER (ERIC) PERMISSION TO REPRODUCE AND /4T-his document has been reproduced as DISSEMINATE THIS MATERIAL HAS received from the person or organization BEEN GRANTED BY originating it. y_ttC 0 Minor changes have been made to improve reproduction quality. Points of view or opinions stated in this document do not necessarily represent official OERI position or policy. TO THE EDUCATIONAL RESOURCES INFORMATION CENTER (ERIC) 2002 AHRD Conference Diversity in the Workplace Symposium 2 Honolulu, Hawaii March 3, 2002 February 27 - EST COPY AVAIIABILE 2 Success of Diversity Initiatives in Factors that Assist and Barriers that Hinder the Multinational Corporations Rose Mary Went ling University of Illinois information on the factors that assist and barriers The purpose of this study was to identify and provide Eight multinational corporations. that hinder the success of diversity initiatives in multinational Two methods of data selected for this study. corporations headquartered in the United States were document analysis. collection were used: semi-structured face-to-face interviews, and Organizational Barriers Keywords: Diversity Initiatives, Multinational Corporations, around the world are becoming more diverse, causing The populations of the United States and other countries Gilbert & Ivancevich, 2000; Norton & Fox, 1997). organizations to become more diverse as well (Fernandez, 1993; include an increased number of women, more Demographers have reported that the workforce population will and people with different life styles (Schraeder, minorities, varieties of ethnic backgrounds, more aging workers, keep businesses running competitively People from many diverse groups will be working together to 1999). which these demographic workforce shifts are throughout the world (Dutton, 1998). It is expected that the extent to the competitive and economic outcome of effectively and efficiently managed will have an important impact on that have cultures which support diversity will organizations (Dass & Parker, 1996; Gasorek, 1998). Only companies (Morosini, 1998). be able to retain the best talent necessary to remain competitive convinced many business leaders that diversity should Increases in competition and demographic changes have Pollar, 1998). Demographic changes, the shift from a be an essential part of their business strategy (Cox, 1993; competition are some factors that have forced US manufacturing based economy to a service economy, and global remain competitive. One of the most cited reports corporations to reexamine their policies, programs, and practices to the Twenty-First US society is Workforce 2000: Work and Workers for on the dramatic demographic changes in & D'Amico, 1997; US Bureau of the Census, 1994; Century (Johnston & Parker, 1987). This report and others (Judy demographics are expected to change dramatically. US Bureau of Labor Statistics, 1998) indicate that workforce concerned about how to implement different Managers who want their organizations to remain competitive are of employees (Gasorek, 1998; Rosner, 1999). initiatives and programs in order incorporate and retain diverse body have defined diversity. Definitions of the term range There are numerous ways in which different individuals diversity in terms of race, gender, and ethnicity (Kossek from narrow to very broad. Narrow definitions tend to define national origin, religion, disability, sexual orientation, values, & Lobel, 1996). Broad definitions may also include age, physical appearance, and economic status (Norton & Fox, ethnic culture, education, language, life style, beliefs, employee's attitudes and behaviors in the workplace, as well as 1997). Each of these characteristics can affect an the purpose of this study, diversity is defined as all the influence their ability to work well with other employees. For all the different characteristics that make one individual or group ways in which people differ, and it encompasses of the diversity that It is all-inclusive and recognizes everyone and every group as part different from another. 1996). should be valued (Bayles & Russell, 1997; Kossek & Lobel, the globalization of the marketplace. As global competition An important force influencing workforce diversity is gobal become apparent that American competitiveness in the is increasingly becoming more important, it has and management (Fernandez, 1993; Poole, 1997). marketplace will depend on effective human resource development throughout the United States and found that the Wentling and Palma-Rivas (1998) interviewed diversity experts need for a multicultural perspective to compete globalization of many American corporations has raised the employees, customers, and suppliers around the successfully abroad. These companies need to deal with diverse be skills and cultural awareness training to help their employees world. Therefore, many companies are providing themselves and and sensitive to the differences which may exist between more knowledgeable, understanding, expand through According to Fernandez (1993), US companies will continue to people from other countries. be faced with increasing diversity in the workforce. acquisitions, mergers, the transfer of facilities overseas, and will the increase in diversity with initiatives and During the last decade, many organizations have responded to Copyright CO 2002 Rose Mary Wending 2-1 example, Cox (1993) identified work diversity in the workplace (Arredondo, 1996). For programs designed to manage specific diversity management, and mentoring relationships as arrangements, education and training, career accountability, career (1992) found diversity initiatives related to initiatives in American corporations. Morrison and of initiatives and strategies for managing diversity development, and recruitment. Although there is a wide range barriers little is known about factors that assist and organizations are scrambling to develop diversity programs, very 1993: Florkowski, 1996; in multinational corporations (Fernandez, that hinder the success of diversity initiatives Hayles & Russell, 1997). Purpose of Study of diversity factors that assist and barriers that hinder the success The purpose of this study was to investigate the specific initiatives for the purpose of this study are defined as initiatives in multinational corporations. Diversity culture efforts designed for promoting organizational activities, programs, policies and any other formal processes or questions: This study examined the following major research change related to diversity (Arredondo, 1996). diversity initiatives in corporations? What factors have assisted in the success of 1. of diversity initiatives in corporations? What barriers have hindered the implementation 2. initiatives in corporations? What can be done to prevent failure of diversity 3. Methodology semi-structured face- major methods of data collection were used: This was a descriptive and exploratory study. Two conducted with workforce diversity manager/directors to-face interviews and document analysis. Interviews were the United States. The in multinational corporations headquartered in who are responsible for diversity initiatives (qualitative data), as words in the form of rich verbal descriptions data obtained through the interviews consisted of research questions. A study used a qualitative approach to answer the well as quantitative data. Essentially, this qualitative data. The were also used to support the quantitative method in the form of frequencies and percentages organizational document analysis. Documents related to the second major method of data collection used was Documents collected from primary and secondary sources. diversity initiatives in the multinational corporations were annual reports, community and from standard literature sources, such as, were solicited from the corporations articles, research reports, and diversity-related relations reports, journals, nagazines, world-wide-web, newspaper used to provided insightful and enriched information that was books. The data obtained from these documents study participants during the face-to-face interviews. confirm and verify the information provided by the state in the US of the 30 multinational corporations in a mid-west The population for this study was composed corporations, a sample Corporate America (1994). From those 30 listed in the book entitled, Directory of Diversity in selected for this in the study. The population and sample that was of eight was randomly selected to participate Corporate America be included in the Directory of Diversity in study was ideal because in order for a corporation to (b) be multinational have extensive experience with workforce diversity, (1994), it must meet the following criteria: (a) diversity initiatives, and (d) have launched successful corporate corporations, (c) be allocating resources to diversity initiatives. conducted face-to-face and document analysis. The researcher The data were collected through interviews eight multinational manager/directors in charge of diversity initiatives in interviews with eight workforce diversity interview guide to The researcher developed a semi-structured corporations in a mid-west state in the United States. on-site at each participant's interviews. The interviews were conducted assist in collecting the data from the during each interview. The recorded and extensive notes were also taken corporate office. All interviews were tape with an overall average of two hours. interviews lasted from one and a half to three hours, materials related to the document analysis of written and printed In addition, the researcher conducted a collected, and corporations. These documents were solicited, organizational diversity initiatives in the multinational from general newsletter articles, newspaper articles, and profiles included the most current corporate annual reports, books. articles, magazine articles, and chapters from diversity business directories, research reports, journal for systematically content-analyzed. Content analysis is a research technique The data from the interviews were The researcher and a research this instance, the interview data. examining the content of communicationsin interview and the related issues that arised during the associate independently analyzed the participants' responses compared. The found when the analyses from both researchers were process. No major discrepancies were the topic or complete quotations, and filed them according to researchers read the responses, put them together as 2-1 LE EST COPY AVAIIA is Emergent themes were ranked by their frequency of Responses were analyzed thematically. issue addressed. analyzed qualitatively and quantitatively. mention and finally categorized. Data obtained through the interviews were qualitative data were used to round out the Quantitative data were used to provide the basic research evidence, while picture and provide examples. interviews. All together there was a total Documents were collected and analyzed prior to, during, and after the world-wide-web, corporate sources, books, of 47 related documents analyzed. Related documents obtained from the in individual files for each of the journals, newspapers, newsletters, reports, and so forth were all included topic as they related to the major corporations in the study. The researcher coded the related documents by relevant analysis, the researcher invited a diversity research questions. To further assist in ensuring the reliability of the data review four of the interviews. The ratings (frequencies manager from a multinational corporation in the west coast to ratings in all of the four interviews reviewed. of emergent themes) of the diversity manager matched the researcher's produced similar results. The same procedure was followed for the related documents analysis, which Results parallel the research questions: (a) Factors that The results of this study are summarized in three major sections that (b) Barriers that hinder the success of assist in the success of diversity initiatives in multinational corporations, of diversity initiatives in multinational diversity initiatives in multinational corporations; and (c) Preventing failure corporations. Factors Assisting in the Success of Diversity Initiatives factors assisting in the success of The first major research question in the study attempted to identify the of diversity initiatives, the researcher diversity initiatives. To analyze the data on the factors assisting in the success identified were classified under the developed three categories based on what the study participants stated. Factors environment. Factors identified in each following three categories: (a) diversity department, (b) human, and (c) work The mention by the study participants. of the categories were ranked-ordered according to the frequency of categories are described as follows: Initiatives. The study participants cited a Diversity Department Factors Assisting in the Success of Diversity which the researcher assembled under the category variety of factors assisting in the success of diversity initiatives, factors and also some of the most frequently of diversity department. This category had the largest number of responsibility for success. The three most mentioned. These specific factors fell under the diversity department's for diversity initiatives, 8 (100%); (b) frequently mentioned factors under this category were: (a) have a strategic plan 8 (100%); (c) implement several initiatives integrate diversity initiatives into the corporate goals and priorities simultaneously, 7 (88%). initiatives was recognized by all the study The importance of having a strategic plan for the success of diversity factor that leads to the success of diversity participants. They all agreed that strategic planning is an important shortsightedness. Since strategic planning initiatives because it provides guidance, makes them reactive, and avoids diversity initiatives that are likely to emphasizes long-term initiatives, it avoids the danger of having "one-shot" diversity initiatives to become a fad. Having a disappear with time. In other words, strategic planning does not allow of the diversity department or function. diversity strategic plan was also recognized as a primary responsibility diversity initiatives is the integration of diversity Another factor considered highly influential in the success of of the diversity initiatives to the corporate initiatives into the corporation's goals and priorities, or the linkage should be integrated in the strategic goals strategic plan. All the study participants agreed that diversity initiatives diversity department or diversity function. If and priorities of corporations. This is also a responsibility of the clearly see the relationship between the diversity initiatives and the managers and employees in an organization and unlikely to fade away. This can also lead corporation goals, this can demonstrate that diversity is important the initiatives. people to become supportive, and management to become committed to for diversity initiatives to be successful, Eighty-eight percent of the study participants agreed that in order To implement a single initiative is simultaneously. diversity departments have to coordinate several initiatives stated that "diversity initiatives should not perceived as negative and not likely to be successful. Study participants Some diversity initiatives are perceived as stand alone and should be connected to the diversity business case." One of the research participants stated, "I think that diversity initiatives very important but "not a solution in itself." 2-1 the rest of implement just one initiative, you are not going to get really do work, but they do not stand alone. If you good foundation in place." what needs to happen; meaning, you don't have the Initiatives. Many factors assisting in the success of Human Factors Assisting in the Success of Diversity factors of human factors. The three most frequently mentioned diversity initiatives were identified for the category of the is a business imperative 8 (100%); (b) acknowledgment under this category were: (a) recognition that diversity committed, 5 (63%). benefits of diversity, 7 (88%); (c) people personally there must be recognition that diversity is a business In order for diversity initiatives to be successful, by all the study participants. Managers and employees imperative. This factor was recognized as a driver of success initiatives imperative. One study participant stated, "Diversity alike need to recognize that diversity is a business imperative." able to make diversity a business case, a business have been successful for us because we have been people in the organization that diversity is a compelling Another study participant said, "Recognition by many initiatives." Acknowledging the benefits that diversity brings business issue has led us to have successful diversity initiatives another factor identified as a driver of success for diversity to corporations, managers, and employees was by eighty-eight percent of the study participants. diversity initiatives is to have people personally committed Another human factor associated with the success of of success by sixty-three percent of the study participants. to diversity. This factor was recognized as a promoter is regarding this aspect, "I think what has been very successful The following was stated by one of the participants levels in the organization. We have people that at different the energy and the commitment you get from people and recognize the importance of respect and inclusion. wanted to be involved because they are really committed how diversity with its impact on teams, and also can understand Because they are committed, they can also connect have people functioning as champions in the workplace important it is for an organization to utilize everybody. We really diversity whenever they can, and that I think it has been and they are really trying to raise issues around successful." Diversity Initiatives. Many factors were cited by the Work Environment Factors Assisting in the Success of factors. The three most frequently mentioned factors under study participants under the category of organizational and diversity, 8 (100%); (b) top management support, endorsement, this category were: (a) have a culture that values than an HR issue, 6 (75%). commitment, 8 (100%); (c) recognizing that diversity is more values and supports diversity as the most important All the study participants identified having a culture that study participant stated, "Our diversity initiatives have factor leading to the success of diversity initiatives. One Diversity is part of the culture from the diversity. been successful because we have a culture that fully supports is something that is communicated throughout the entire highest to the very bottom levels. The value of diversity quality management." organization just as any other business strategy, such as support as one of the most important factors All of the research participants also identified top management has the study participants the most influential factor that driving the success of diversity initiatives. According to commitment and support of top management. One study assisted in the success of diversity initiatives is the the diversity initiatives. We started off with top participant indicated, They (senior management) firmly support the senior level of this company. Success is because we leadership and pushed it down. Much effort is going on at organization." have commitment from the executive group in the the that in order for diversity initiatives to be successful, Seventy-five percent the study participants also agreed business should recognize that diversity is a business imperative or a top executives and everyone in a corporation brings to Recognizing the advantages that diversity management advantage and much more than an HR issue. the success of diversity initiatives. One reason is that organizations and individuals can be a strong factor leading to that if and development processes easy. Another reason is people's understanding can make the implementation participate. diversity, they can become more receptive and willing to people in corporations understand the value of diversity identify major factors assisting in the success of For some study participants it was difficult to other in supporting successful diversity initiatives. The initiatives. For them, various factors complemented each above working together to ensure the success of diversity ideal, for them, would be to have all the factors described diversity factors was that they depended on each other to make initiatives. The rationale for not mentioning specific all perceived the combination of factors as leading to success, initiatives effective. For the study participants who such as combined approach. For example, just one factor, factors were very important, but success depended on a it has to be complemented by other factors as well. management commitment, in itself will not lead to success, 2-1 6 Barriers to Diversity Initiatives the barriers that have hindered the diversity The second major research question in the study addressed asked to identify the barriers that have hindered the initiatives in the corporations. The study participants were the researcher developed three categories based on the diversity initiatives in their corporations. To analyze the data, classified under the following categories: (a) Barriers barriers cited by the study participants. Barriers identified were Barriers corporations; and (c)Barriers of diversity initiatives. of the work environment; (b) Barriers of people in according to the frequency of mention in the interviews. The identified in each of the categories were ranked-ordered categories are described below. researcher The study participants cited many major barriers that the Barriers of the Work Environment. corporations' work environments. The three most categorized under the category of barriers coming from within the competing agendas, 6 (75%); (b) size and complexity of frequently mentioned barriers under this category were: (a) the corporation, 6 (75%); and (c) economic changes, 4 (50%). identified by seventy-five percent of the study Having competing agendas is a corporate barrier that was projects other than diversity, and all of them are participants. These corporations are engaged in many additional them are engaged in total quality management, perceived as important by the leaders of their corporations. Most of development, and many other types of organizational development process improvement, strategic planning, team financial support, human resources, and time have interventions. They all require time and resources. Therefore, the study participants stated that, "There is a constant become very scarce for managers and employees. One of and diversity issues are left behind because they struggling to get the most urgent done. People set their priorities are easier to put off." and complexity of the corporations as a big Seventy-five percent of the study participants identified the size the corporations studied are very large with a number barrier hindering the development of diversity initiatives. All States. The complexity of their operations and their sizes of divisions and branches inside and outside the United diversity initiatives. Corporations' large number of make it difficult to effectively coordinate the overall process of do not allow diversity initiatives to be implemented units, branches, sub-cultures, and locations are barriers that varies. This also leads some units or branches to easily. The importance each corporate unit gives to diversity also also seen as a barrier because it interferes with adapt changes at differing speeds. Size of the organizations was In addition, corporate size makes it of time. conveying the diversity message to many people in a limited amount time frame. difficult to come to decisions and agreements in a reasonable of the corporations as an important barrier Half of the study participants identified changes in the economy decrease These economic changes have forced corporations to hindering the progress of diversity initiatives. working in corporations, causing excessive overload work financial resources and to reduce the number of people in general. Economic changes have led schedules. Due to economic changes, corporations have less resources fewer people, This means that corporations have to function with corporations to reduce, downsize, and flatten. schedules for everyone in the organizations. Unfortunately, which, in turn, brings more pressure and overload work diversity initiatives. this leads to lack of time and financial resources to devote to that the researcher The study participants cited a variety of barriers Barriers of People in Corporations. corporations. The three most frequently mentioned barriers categorized under the category of barriers of people in the value of diversity, 7 (88%), (b) people not fully under this category were: (a) people not understanding (50%). supporting diversity, 6 (75%); and (c) slow involvement, 4 understanding the value of diversity. Eighty-eight percent The most frequently mentioned barrier was people not following phrases are evidence of this barrier: people not of the study participants cited this as a major barrier. The value; lack of awareness of the value of diversity; understanding why diversity is important; people not seeing its what impact diversity has on them personally; people people not knowing what to expect; people not understanding seeing the true value of diversity. with myopic thinking; lack of visionary people; and people not mentioned as another barrier by seventy-five percent of the Not having full support for diversity initiatives was diversity and what it means for corporations and individuals can study participants. Not understanding the value of understand what diversity is and its value and still not lead to this lack of support. However, some people may 2-1 One companies do not fully support diversity. in this context is when leaders in support it. The most serious barrier complete buy in. We actually do not have "I don't have, nor do I expect of the study participants put it this way: the most important for the diversity corporation. However, the person who was total support from everybody in the strategy to work was the CEO." of the participants described this slow involvement as a barrier. One Half of the study participants identified change than others. That is a of people are much slower in reacting to barrier in the following way: "Some groups and two of them are slower than the organization. If you have six business units, barrier that we encounter within the double edged sword. It is especially initiatives, people do observe and that is a others in implementing the diversity business units with significant size." negative when the slower ones represent obstacles, such as people within the diversity initiatives can create other Leaders being slow in implementing their leaving the company. becoming dissatisfied, and quitting and business units complaining, missing work, several barriers that the researcher The study participants identified Barriers of Diversity Initiatives. frequently mentioned under this category initiatives. The three barriers most categorized under barriers of diversity organizational return-on-investment, 4 (50%); and (c) 6 (75%); (b) difficult to show were: (a) difficult to evaluate, initiatives, 4 (50%). policies interfering with diversity initiatives as a barrier. identified the difficulty to evaluate diversity Seventy-five of the study participants of them are long-term initiatives are difficult to evaluate because many According to the study participants, diversity of business initiatives. Half of the and effectiveness as easily as other types and cannot demonstrate their impact return-on-investments as a barrier. difficulty of diversity initiatives to show study participants identified the show their impact; therefore, it is diversity initiatives may take a long time to According to the study participants them. They also indicated have resulted from the money invested on difficult to measure the financial gain that may gain that resulted from the money methods for measuring the profitability that it was very difficult to develop policies interfering with study participants identified organizational invested in diversity initiatives. Half of the often do not that out-dated organizational polices Participants indicated diversity initiatives as a barrier. implementation of the diverse workplace and may not allow the proper accommodate the changes taking place in the policies and procedures that companies need to revise organizational diversity initiatives. Participants stated that to the changing workforce. organizational culture continually adapt in response support diversity and help the Preventing Failure of Diversity Initiatives failure of diversity study addressed what can be done to prevent The third major research question in the diversity initiatives, the study that have hindered the progress of After having identified the barriers initiatives. failure of diversity initiatives. The information on what they have done to prevent participants were asked to provide participants were: (a) obtain top management that were identified by the study six most frequently mentioned ways diversity initiative planning, 5 business issue, 6 (75%); (c) conduct commitment, 7 (88%); (b) treat diversity as a the value of diversity, 4 (50%); and (f) and education, 4 (5%); (e) communicate (63%); (d) provide diversity training corporations are being created, 3 (38%). approach diversity as branches, units or to avoid indicated that top management commitment was a way Eighty-eight percent of the study participants prevent many of the corporate management support was seen as a way to failure of diversity initiatives. Having top big executive leadership support makes a study participant stated, "Having and people barriers. For example, a such as implementation of policies visual commitment helps avoid failures, difference. Having their participation and diversity initiatives." that can hinder the development of diversity initiatives had to be reported that, to prevent failure, Seventy-five percent of the study participants had to be connected to the corporate This meant that diversity initiatives considered a serious business issue. strategies, then corporate barriers such as initiatives were treated as business business strategy. When diversity changes were more likely to be eliminated. competing agendas and economic to effective way to prevent failure. According participants identified planning as an Sixty-three percent of the study diversity plans that were flexible, easy to time and effort to develop effective the study participants it took much and participants indicated that diversity training strategic plans. Half of the study understand, and linked to corporate initiatives. Training and education was avoiding potential failure of other diversity education played an important role in understanding the value of diversity, slow removing barriers such as people not considered an effective tool to assist in training was a way to communicate the unwillingness to participate. Diversity involvement, resistance to change and 2-1 reported by half of organization. Communicating the value of diversity was importance of diversity and its impact on the failure of diversity initiatives. the study participants, as a way of preventing that an effective way to prevent failure and ensure success Thirty-eight percent of the study participants stated formed, or transformed. units, branches, or corporations are being created, is by introducing diversity management as What we are "The good news is that we are creating a new company. One of the study participants put it this way: back and trying creating this new company, as opposed to going doing at this point is addressing diversity as we are time to be involved in that has already been established. It is the most opportune to change an organizational culture under. When policies and foundations that we are going to operate diversity. Diversity is part of the three new it through different organization from the very beginning, people look at diversity is integrated into the culture of an eyes, which is really great." Discussion initiatives in likely to hinder the success of diversity This study revealed that a wide range of barriers are initiatives are not free study indicate that, unfortunately, diversity multinational corporations. The findings of this during the in different forms and they may appear at any time from barriers that hinder their progress. Barriers come This study planning, implementation, and evaluation. developmental process of diversity initiativethat is people, and diversity initiatives come from the work environment, specifically found sources of barriers. Barriers to professionals, Diversity leaders, human resource development themselves. even from the diversity initiatives of the specific barriers diversity initiatives in corporations should be aware managers and anyone else who supports successful development and that they can be prevented from blocking the to diversity initiatives and their sources so organization to specific barriers to diversity initiatives vary from implementation of diversity initiatives. Although the initiatives. they are detrimental to the progress of diversity organization, their effect is the same in the sense that initiatives in important way of preventing failure of diversity Diversity initiative planning was identified as an has been reported essential for having successful diversity initiatives corporation. The importance that planning is plan may be perceived 1997). Arredondo (1996) stated that not having a by many authors (Arredondo, 1996; Poole, initiative planning show that initiatives. Corporations that engage in diversity as giving less value to the diversity strategic plans. because they can then develop well-thought diversity they take diversity initiatives very seriously multinational assist in the success of diversity initiatives in Furthermore this study revealed the factors that diversity initiatives, senior management commitment and support, corporations. Having a strategic plan for diversity organizational that diversity is a business imperative, and having an linked with strategic business plan, recognizing diversity initiatives in important factors that assist in the success of culture that values diversity were all identified as and other effective diversity initiatives, HRD professionals multinational corporations. To be able to implement global mindset means mindset. According to Florkowski (1996), having a corporate leaders will need to have a global though their personal, diversity; value diversity that is accomplished that business leaders find creativity in mindset culture that supports inclusiveness. This global professional, and organizational objectives; and promote a of employees, products, diversity initiatives that increase the diversity is important when implementing effective competitive advantage. markets throughout the world, and achieve a failure of other playing an important role in avoiding potential Diversity training and education was identified as barriers such as considered an effective tool to assist in removing diversity initiatives. Training and education was unwillingness to slow involvement, resistance to change and people not understanding the value of diversity, its impact on the communicate the importance of diversity and participate.Diversity training was a way to diversity, broad range of initiatives in their efforts to manage organization. Although organizations are using a Martino, 1999). managing diversity in the workplace (Baytos, 1995; training is widely used strategies in effectively initiative considered the most effective international diversity Florkowski (1996) found that training and education are diversity initiatives is a They also found that training as an international used by multinational corporations. Similarly, Littlefield (1995) reported that in international settings. growing concern for organizations operating diversity problems . diversity training as a key intervention to solve representatives of over 50 countries identified diversity successfully. It that many challenges lay ahead in managing The results of this study seem to indicate professionals to find mechanisms and diversity leaders and human resource development seems vitally important for initiatives on a on-going barriers that hinder the success of diversity strategies by which to identify and understand level of commitment development professionals also need to show their basis. Diversity leaders and human resource substantive ways. 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DOCUMENT RESUME ED 474 279 CE 084 638 Diversity in the Workplace. Symposium. TITLE No-2 REPORT NO 2002-00-00 PUB DATE 25p.; In: Academy of Human Resource Development (AHRD) NOTE Conference Proceedings (Honolulu, Hawaii, February 27-March 2002); see CE 084 635. 3, Opinion Papers (120) Reports Research (143) PUB TYPE Speeches /Meeting Papers (150) EDRS Price MF01/PCO2 Plus Postage. EDRS PRICE Administrative Policy; Administrator Behavior; Adult DESCRIPTORS Education; Attitude Change; *Change Strategies; Dialogs (Language); *Diversity (Institutional); *Employee Attitudes; Human Resources; *Labor Force Development; *Organizational Change; *Program Implementation; Success; Training *Barriers to Implementation; Multinational Corporations IDENTIFIERS ABSTRACT Three papers comprise this symposium on diversity in the workplace. "Factors That Assist and Barriers That Hinder the Success of Diversity Initiatives in Multinational Corporations" (Rose Mary Wentling) reports that factors that assisted in the success were classified under diversity department, human, and work environment; barriers were those of the work environment, of people in corporations, and of diversity initiatives. "Developing Organizational Awareness: Gaining a Distributed View of Organization-Level Change in Workforce Diversity Awareness" (Martin B. Kormanik) shows that using the cycle of awareness development model to examine individual employees' awareness development regarding workforce diversity may serve as a measure for assessing organization-level outcome. "Diversity Dialogues in the Workplace: A Study of Implementation Issues" (Martin B. Kormanik, Kim S. Apperson) focuses on a study whose results show that an organization's management can increase participation in a structured diversity dialogue initiative by increasing the status of the (One way to accomplish this is by directive change--making initiative. dialogue participation mandatory.) All papers include substantial references. (YLB) Reproductions supplied by EDRS are the best that can be made from the original document. U.S. DEPARTMENT OF EDUCATION Office of Educational Research and Improvement EDUCATIONAL RESOURCES INFORMATION CENTER (ERIC) PERMISSION TO REPRODUCE AND /4T-his document has been reproduced as DISSEMINATE THIS MATERIAL HAS received from the person or organization BEEN GRANTED BY originating it. y_ttC 0 Minor changes have been made to improve reproduction quality. Points of view or opinions stated in this document do not necessarily represent official OERI position or policy. TO THE EDUCATIONAL RESOURCES INFORMATION CENTER (ERIC) 2002 AHRD Conference Diversity in the Workplace Symposium 2 Honolulu, Hawaii March 3, 2002 February 27 - EST COPY AVAIIABILE 2 Success of Diversity Initiatives in Factors that Assist and Barriers that Hinder the Multinational Corporations Rose Mary Went ling University of Illinois information on the factors that assist and barriers The purpose of this study was to identify and provide Eight multinational corporations. that hinder the success of diversity initiatives in multinational Two methods of data selected for this study. corporations headquartered in the United States were document analysis. collection were used: semi-structured face-to-face interviews, and Organizational Barriers Keywords: Diversity Initiatives, Multinational Corporations, around the world are becoming more diverse, causing The populations of the United States and other countries Gilbert & Ivancevich, 2000; Norton & Fox, 1997). organizations to become more diverse as well (Fernandez, 1993; include an increased number of women, more Demographers have reported that the workforce population will and people with different life styles (Schraeder, minorities, varieties of ethnic backgrounds, more aging workers, keep businesses running competitively People from many diverse groups will be working together to 1999). which these demographic workforce shifts are throughout the world (Dutton, 1998). It is expected that the extent to the competitive and economic outcome of effectively and efficiently managed will have an important impact on that have cultures which support diversity will organizations (Dass & Parker, 1996; Gasorek, 1998). Only companies (Morosini, 1998). be able to retain the best talent necessary to remain competitive convinced many business leaders that diversity should Increases in competition and demographic changes have Pollar, 1998). Demographic changes, the shift from a be an essential part of their business strategy (Cox, 1993; competition are some factors that have forced US manufacturing based economy to a service economy, and global remain competitive. One of the most cited reports corporations to reexamine their policies, programs, and practices to the Twenty-First US society is Workforce 2000: Work and Workers for on the dramatic demographic changes in & D'Amico, 1997; US Bureau of the Census, 1994; Century (Johnston & Parker, 1987). This report and others (Judy demographics are expected to change dramatically. US Bureau of Labor Statistics, 1998) indicate that workforce concerned about how to implement different Managers who want their organizations to remain competitive are of employees (Gasorek, 1998; Rosner, 1999). initiatives and programs in order incorporate and retain diverse body have defined diversity. Definitions of the term range There are numerous ways in which different individuals diversity in terms of race, gender, and ethnicity (Kossek from narrow to very broad. Narrow definitions tend to define national origin, religion, disability, sexual orientation, values, & Lobel, 1996). Broad definitions may also include age, physical appearance, and economic status (Norton & Fox, ethnic culture, education, language, life style, beliefs, employee's attitudes and behaviors in the workplace, as well as 1997). Each of these characteristics can affect an the purpose of this study, diversity is defined as all the influence their ability to work well with other employees. For all the different characteristics that make one individual or group ways in which people differ, and it encompasses of the diversity that It is all-inclusive and recognizes everyone and every group as part different from another. 1996). should be valued (Bayles & Russell, 1997; Kossek & Lobel, the globalization of the marketplace. As global competition An important force influencing workforce diversity is gobal become apparent that American competitiveness in the is increasingly becoming more important, it has and management (Fernandez, 1993; Poole, 1997). marketplace will depend on effective human resource development throughout the United States and found that the Wentling and Palma-Rivas (1998) interviewed diversity experts need for a multicultural perspective to compete globalization of many American corporations has raised the employees, customers, and suppliers around the successfully abroad. These companies need to deal with diverse be skills and cultural awareness training to help their employees world. Therefore, many companies are providing themselves and and sensitive to the differences which may exist between more knowledgeable, understanding, expand through According to Fernandez (1993), US companies will continue to people from other countries. be faced with increasing diversity in the workforce. acquisitions, mergers, the transfer of facilities overseas, and will the increase in diversity with initiatives and During the last decade, many organizations have responded to Copyright CO 2002 Rose Mary Wending 2-1 example, Cox (1993) identified work diversity in the workplace (Arredondo, 1996). For programs designed to manage specific diversity management, and mentoring relationships as arrangements, education and training, career accountability, career (1992) found diversity initiatives related to initiatives in American corporations. Morrison and of initiatives and strategies for managing diversity development, and recruitment. Although there is a wide range barriers little is known about factors that assist and organizations are scrambling to develop diversity programs, very 1993: Florkowski, 1996; in multinational corporations (Fernandez, that hinder the success of diversity initiatives Hayles & Russell, 1997). Purpose of Study of diversity factors that assist and barriers that hinder the success The purpose of this study was to investigate the specific initiatives for the purpose of this study are defined as initiatives in multinational corporations. Diversity culture efforts designed for promoting organizational activities, programs, policies and any other formal processes or questions: This study examined the following major research change related to diversity (Arredondo, 1996). diversity initiatives in corporations? What factors have assisted in the success of 1. of diversity initiatives in corporations? What barriers have hindered the implementation 2. initiatives in corporations? What can be done to prevent failure of diversity 3. Methodology semi-structured face- major methods of data collection were used: This was a descriptive and exploratory study. Two conducted with workforce diversity manager/directors to-face interviews and document analysis. Interviews were the United States. The in multinational corporations headquartered in who are responsible for diversity initiatives (qualitative data), as words in the form of rich verbal descriptions data obtained through the interviews consisted of research questions. A study used a qualitative approach to answer the well as quantitative data. Essentially, this qualitative data. The were also used to support the quantitative method in the form of frequencies and percentages organizational document analysis. Documents related to the second major method of data collection used was Documents collected from primary and secondary sources. diversity initiatives in the multinational corporations were annual reports, community and from standard literature sources, such as, were solicited from the corporations articles, research reports, and diversity-related relations reports, journals, nagazines, world-wide-web, newspaper used to provided insightful and enriched information that was books. The data obtained from these documents study participants during the face-to-face interviews. confirm and verify the information provided by the state in the US of the 30 multinational corporations in a mid-west The population for this study was composed corporations, a sample Corporate America (1994). From those 30 listed in the book entitled, Directory of Diversity in selected for this in the study. The population and sample that was of eight was randomly selected to participate Corporate America be included in the Directory of Diversity in study was ideal because in order for a corporation to (b) be multinational have extensive experience with workforce diversity, (1994), it must meet the following criteria: (a) diversity initiatives, and (d) have launched successful corporate corporations, (c) be allocating resources to diversity initiatives. conducted face-to-face and document analysis. The researcher The data were collected through interviews eight multinational manager/directors in charge of diversity initiatives in interviews with eight workforce diversity interview guide to The researcher developed a semi-structured corporations in a mid-west state in the United States. on-site at each participant's interviews. The interviews were conducted assist in collecting the data from the during each interview. The recorded and extensive notes were also taken corporate office. All interviews were tape with an overall average of two hours. interviews lasted from one and a half to three hours, materials related to the document analysis of written and printed In addition, the researcher conducted a collected, and corporations. These documents were solicited, organizational diversity initiatives in the multinational from general newsletter articles, newspaper articles, and profiles included the most current corporate annual reports, books. articles, magazine articles, and chapters from diversity business directories, research reports, journal for systematically content-analyzed. Content analysis is a research technique The data from the interviews were The researcher and a research this instance, the interview data. examining the content of communicationsin interview and the related issues that arised during the associate independently analyzed the participants' responses compared. The found when the analyses from both researchers were process. No major discrepancies were the topic or complete quotations, and filed them according to researchers read the responses, put them together as 2-1 LE EST COPY AVAIIA is Emergent themes were ranked by their frequency of Responses were analyzed thematically. issue addressed. analyzed qualitatively and quantitatively. mention and finally categorized. Data obtained through the interviews were qualitative data were used to round out the Quantitative data were used to provide the basic research evidence, while picture and provide examples. interviews. All together there was a total Documents were collected and analyzed prior to, during, and after the world-wide-web, corporate sources, books, of 47 related documents analyzed. Related documents obtained from the in individual files for each of the journals, newspapers, newsletters, reports, and so forth were all included topic as they related to the major corporations in the study. The researcher coded the related documents by relevant analysis, the researcher invited a diversity research questions. To further assist in ensuring the reliability of the data review four of the interviews. The ratings (frequencies manager from a multinational corporation in the west coast to ratings in all of the four interviews reviewed. of emergent themes) of the diversity manager matched the researcher's produced similar results. The same procedure was followed for the related documents analysis, which Results parallel the research questions: (a) Factors that The results of this study are summarized in three major sections that (b) Barriers that hinder the success of assist in the success of diversity initiatives in multinational corporations, of diversity initiatives in multinational diversity initiatives in multinational corporations; and (c) Preventing failure corporations. Factors Assisting in the Success of Diversity Initiatives factors assisting in the success of The first major research question in the study attempted to identify the of diversity initiatives, the researcher diversity initiatives. To analyze the data on the factors assisting in the success identified were classified under the developed three categories based on what the study participants stated. Factors environment. Factors identified in each following three categories: (a) diversity department, (b) human, and (c) work The mention by the study participants. of the categories were ranked-ordered according to the frequency of categories are described as follows: Initiatives. The study participants cited a Diversity Department Factors Assisting in the Success of Diversity which the researcher assembled under the category variety of factors assisting in the success of diversity initiatives, factors and also some of the most frequently of diversity department. This category had the largest number of responsibility for success. The three most mentioned. These specific factors fell under the diversity department's for diversity initiatives, 8 (100%); (b) frequently mentioned factors under this category were: (a) have a strategic plan 8 (100%); (c) implement several initiatives integrate diversity initiatives into the corporate goals and priorities simultaneously, 7 (88%). initiatives was recognized by all the study The importance of having a strategic plan for the success of diversity factor that leads to the success of diversity participants. They all agreed that strategic planning is an important shortsightedness. Since strategic planning initiatives because it provides guidance, makes them reactive, and avoids diversity initiatives that are likely to emphasizes long-term initiatives, it avoids the danger of having "one-shot" diversity initiatives to become a fad. Having a disappear with time. In other words, strategic planning does not allow of the diversity department or function. diversity strategic plan was also recognized as a primary responsibility diversity initiatives is the integration of diversity Another factor considered highly influential in the success of of the diversity initiatives to the corporate initiatives into the corporation's goals and priorities, or the linkage should be integrated in the strategic goals strategic plan. All the study participants agreed that diversity initiatives diversity department or diversity function. If and priorities of corporations. This is also a responsibility of the clearly see the relationship between the diversity initiatives and the managers and employees in an organization and unlikely to fade away. This can also lead corporation goals, this can demonstrate that diversity is important the initiatives. people to become supportive, and management to become committed to for diversity initiatives to be successful, Eighty-eight percent of the study participants agreed that in order To implement a single initiative is simultaneously. diversity departments have to coordinate several initiatives stated that "diversity initiatives should not perceived as negative and not likely to be successful. Study participants Some diversity initiatives are perceived as stand alone and should be connected to the diversity business case." One of the research participants stated, "I think that diversity initiatives very important but "not a solution in itself." 2-1 the rest of implement just one initiative, you are not going to get really do work, but they do not stand alone. If you good foundation in place." what needs to happen; meaning, you don't have the Initiatives. Many factors assisting in the success of Human Factors Assisting in the Success of Diversity factors of human factors. The three most frequently mentioned diversity initiatives were identified for the category of the is a business imperative 8 (100%); (b) acknowledgment under this category were: (a) recognition that diversity committed, 5 (63%). benefits of diversity, 7 (88%); (c) people personally there must be recognition that diversity is a business In order for diversity initiatives to be successful, by all the study participants. Managers and employees imperative. This factor was recognized as a driver of success initiatives imperative. One study participant stated, "Diversity alike need to recognize that diversity is a business imperative." able to make diversity a business case, a business have been successful for us because we have been people in the organization that diversity is a compelling Another study participant said, "Recognition by many initiatives." Acknowledging the benefits that diversity brings business issue has led us to have successful diversity initiatives another factor identified as a driver of success for diversity to corporations, managers, and employees was by eighty-eight percent of the study participants. diversity initiatives is to have people personally committed Another human factor associated with the success of of success by sixty-three percent of the study participants. to diversity. This factor was recognized as a promoter is regarding this aspect, "I think what has been very successful The following was stated by one of the participants levels in the organization. We have people that at different the energy and the commitment you get from people and recognize the importance of respect and inclusion. wanted to be involved because they are really committed how diversity with its impact on teams, and also can understand Because they are committed, they can also connect have people functioning as champions in the workplace important it is for an organization to utilize everybody. We really diversity whenever they can, and that I think it has been and they are really trying to raise issues around successful." Diversity Initiatives. Many factors were cited by the Work Environment Factors Assisting in the Success of factors. The three most frequently mentioned factors under study participants under the category of organizational and diversity, 8 (100%); (b) top management support, endorsement, this category were: (a) have a culture that values than an HR issue, 6 (75%). commitment, 8 (100%); (c) recognizing that diversity is more values and supports diversity as the most important All the study participants identified having a culture that study participant stated, "Our diversity initiatives have factor leading to the success of diversity initiatives. One Diversity is part of the culture from the diversity. been successful because we have a culture that fully supports is something that is communicated throughout the entire highest to the very bottom levels. The value of diversity quality management." organization just as any other business strategy, such as support as one of the most important factors All of the research participants also identified top management has the study participants the most influential factor that driving the success of diversity initiatives. According to commitment and support of top management. One study assisted in the success of diversity initiatives is the the diversity initiatives. We started off with top participant indicated, They (senior management) firmly support the senior level of this company. Success is because we leadership and pushed it down. Much effort is going on at organization." have commitment from the executive group in the the that in order for diversity initiatives to be successful, Seventy-five percent the study participants also agreed business should recognize that diversity is a business imperative or a top executives and everyone in a corporation brings to Recognizing the advantages that diversity management advantage and much more than an HR issue. the success of diversity initiatives. One reason is that organizations and individuals can be a strong factor leading to that if and development processes easy. Another reason is people's understanding can make the implementation participate. diversity, they can become more receptive and willing to people in corporations understand the value of diversity identify major factors assisting in the success of For some study participants it was difficult to other in supporting successful diversity initiatives. The initiatives. For them, various factors complemented each above working together to ensure the success of diversity ideal, for them, would be to have all the factors described diversity factors was that they depended on each other to make initiatives. The rationale for not mentioning specific all perceived the combination of factors as leading to success, initiatives effective. For the study participants who such as combined approach. For example, just one factor, factors were very important, but success depended on a it has to be complemented by other factors as well. management commitment, in itself will not lead to success, 2-1 6 Barriers to Diversity Initiatives the barriers that have hindered the diversity The second major research question in the study addressed asked to identify the barriers that have hindered the initiatives in the corporations. The study participants were the researcher developed three categories based on the diversity initiatives in their corporations. To analyze the data, classified under the following categories: (a) Barriers barriers cited by the study participants. Barriers identified were Barriers corporations; and (c)Barriers of diversity initiatives. of the work environment; (b) Barriers of people in according to the frequency of mention in the interviews. The identified in each of the categories were ranked-ordered categories are described below. researcher The study participants cited many major barriers that the Barriers of the Work Environment. corporations' work environments. The three most categorized under the category of barriers coming from within the competing agendas, 6 (75%); (b) size and complexity of frequently mentioned barriers under this category were: (a) the corporation, 6 (75%); and (c) economic changes, 4 (50%). identified by seventy-five percent of the study Having competing agendas is a corporate barrier that was projects other than diversity, and all of them are participants. These corporations are engaged in many additional them are engaged in total quality management, perceived as important by the leaders of their corporations. Most of development, and many other types of organizational development process improvement, strategic planning, team financial support, human resources, and time have interventions. They all require time and resources. Therefore, the study participants stated that, "There is a constant become very scarce for managers and employees. One of and diversity issues are left behind because they struggling to get the most urgent done. People set their priorities are easier to put off." and complexity of the corporations as a big Seventy-five percent of the study participants identified the size the corporations studied are very large with a number barrier hindering the development of diversity initiatives. All States. The complexity of their operations and their sizes of divisions and branches inside and outside the United diversity initiatives. Corporations' large number of make it difficult to effectively coordinate the overall process of do not allow diversity initiatives to be implemented units, branches, sub-cultures, and locations are barriers that varies. This also leads some units or branches to easily. The importance each corporate unit gives to diversity also also seen as a barrier because it interferes with adapt changes at differing speeds. Size of the organizations was In addition, corporate size makes it of time. conveying the diversity message to many people in a limited amount time frame. difficult to come to decisions and agreements in a reasonable of the corporations as an important barrier Half of the study participants identified changes in the economy decrease These economic changes have forced corporations to hindering the progress of diversity initiatives. working in corporations, causing excessive overload work financial resources and to reduce the number of people in general. Economic changes have led schedules. Due to economic changes, corporations have less resources fewer people, This means that corporations have to function with corporations to reduce, downsize, and flatten. schedules for everyone in the organizations. Unfortunately, which, in turn, brings more pressure and overload work diversity initiatives. this leads to lack of time and financial resources to devote to that the researcher The study participants cited a variety of barriers Barriers of People in Corporations. corporations. The three most frequently mentioned barriers categorized under the category of barriers of people in the value of diversity, 7 (88%), (b) people not fully under this category were: (a) people not understanding (50%). supporting diversity, 6 (75%); and (c) slow involvement, 4 understanding the value of diversity. Eighty-eight percent The most frequently mentioned barrier was people not following phrases are evidence of this barrier: people not of the study participants cited this as a major barrier. The value; lack of awareness of the value of diversity; understanding why diversity is important; people not seeing its what impact diversity has on them personally; people people not knowing what to expect; people not understanding seeing the true value of diversity. with myopic thinking; lack of visionary people; and people not mentioned as another barrier by seventy-five percent of the Not having full support for diversity initiatives was diversity and what it means for corporations and individuals can study participants. Not understanding the value of understand what diversity is and its value and still not lead to this lack of support. However, some people may 2-1 One companies do not fully support diversity. in this context is when leaders in support it. The most serious barrier complete buy in. We actually do not have "I don't have, nor do I expect of the study participants put it this way: the most important for the diversity corporation. However, the person who was total support from everybody in the strategy to work was the CEO." of the participants described this slow involvement as a barrier. One Half of the study participants identified change than others. That is a of people are much slower in reacting to barrier in the following way: "Some groups and two of them are slower than the organization. If you have six business units, barrier that we encounter within the double edged sword. It is especially initiatives, people do observe and that is a others in implementing the diversity business units with significant size." negative when the slower ones represent obstacles, such as people within the diversity initiatives can create other Leaders being slow in implementing their leaving the company. becoming dissatisfied, and quitting and business units complaining, missing work, several barriers that the researcher The study participants identified Barriers of Diversity Initiatives. frequently mentioned under this category initiatives. The three barriers most categorized under barriers of diversity organizational return-on-investment, 4 (50%); and (c) 6 (75%); (b) difficult to show were: (a) difficult to evaluate, initiatives, 4 (50%). policies interfering with diversity initiatives as a barrier. identified the difficulty to evaluate diversity Seventy-five of the study participants of them are long-term initiatives are difficult to evaluate because many According to the study participants, diversity of business initiatives. Half of the and effectiveness as easily as other types and cannot demonstrate their impact return-on-investments as a barrier. difficulty of diversity initiatives to show study participants identified the show their impact; therefore, it is diversity initiatives may take a long time to According to the study participants them. They also indicated have resulted from the money invested on difficult to measure the financial gain that may gain that resulted from the money methods for measuring the profitability that it was very difficult to develop policies interfering with study participants identified organizational invested in diversity initiatives. Half of the often do not that out-dated organizational polices Participants indicated diversity initiatives as a barrier. implementation of the diverse workplace and may not allow the proper accommodate the changes taking place in the policies and procedures that companies need to revise organizational diversity initiatives. Participants stated that to the changing workforce. organizational culture continually adapt in response support diversity and help the Preventing Failure of Diversity Initiatives failure of diversity study addressed what can be done to prevent The third major research question in the diversity initiatives, the study that have hindered the progress of After having identified the barriers initiatives. failure of diversity initiatives. The information on what they have done to prevent participants were asked to provide participants were: (a) obtain top management that were identified by the study six most frequently mentioned ways diversity initiative planning, 5 business issue, 6 (75%); (c) conduct commitment, 7 (88%); (b) treat diversity as a the value of diversity, 4 (50%); and (f) and education, 4 (5%); (e) communicate (63%); (d) provide diversity training corporations are being created, 3 (38%). approach diversity as branches, units or to avoid indicated that top management commitment was a way Eighty-eight percent of the study participants prevent many of the corporate management support was seen as a way to failure of diversity initiatives. Having top big executive leadership support makes a study participant stated, "Having and people barriers. For example, a such as implementation of policies visual commitment helps avoid failures, difference. Having their participation and diversity initiatives." that can hinder the development of diversity initiatives had to be reported that, to prevent failure, Seventy-five percent of the study participants had to be connected to the corporate This meant that diversity initiatives considered a serious business issue. strategies, then corporate barriers such as initiatives were treated as business business strategy. When diversity changes were more likely to be eliminated. competing agendas and economic to effective way to prevent failure. According participants identified planning as an Sixty-three percent of the study diversity plans that were flexible, easy to time and effort to develop effective the study participants it took much and participants indicated that diversity training strategic plans. Half of the study understand, and linked to corporate initiatives. Training and education was avoiding potential failure of other diversity education played an important role in understanding the value of diversity, slow removing barriers such as people not considered an effective tool to assist in training was a way to communicate the unwillingness to participate. Diversity involvement, resistance to change and 2-1 reported by half of organization. Communicating the value of diversity was importance of diversity and its impact on the failure of diversity initiatives. the study participants, as a way of preventing that an effective way to prevent failure and ensure success Thirty-eight percent of the study participants stated formed, or transformed. units, branches, or corporations are being created, is by introducing diversity management as What we are "The good news is that we are creating a new company. One of the study participants put it this way: back and trying creating this new company, as opposed to going doing at this point is addressing diversity as we are time to be involved in that has already been established. It is the most opportune to change an organizational culture under. When policies and foundations that we are going to operate diversity. Diversity is part of the three new it through different organization from the very beginning, people look at diversity is integrated into the culture of an eyes, which is really great." Discussion initiatives in likely to hinder the success of diversity This study revealed that a wide range of barriers are initiatives are not free study indicate that, unfortunately, diversity multinational corporations. The findings of this during the in different forms and they may appear at any time from barriers that hinder their progress. Barriers come This study planning, implementation, and evaluation. developmental process of diversity initiativethat is people, and diversity initiatives come from the work environment, specifically found sources of barriers. Barriers to professionals, Diversity leaders, human resource development themselves. even from the diversity initiatives of the specific barriers diversity initiatives in corporations should be aware managers and anyone else who supports successful development and that they can be prevented from blocking the to diversity initiatives and their sources so organization to specific barriers to diversity initiatives vary from implementation of diversity initiatives. Although the initiatives. they are detrimental to the progress of diversity organization, their effect is the same in the sense that initiatives in important way of preventing failure of diversity Diversity initiative planning was identified as an has been reported essential for having successful diversity initiatives corporation. The importance that planning is plan may be perceived 1997). Arredondo (1996) stated that not having a by many authors (Arredondo, 1996; Poole, initiative planning show that initiatives. Corporations that engage in diversity as giving less value to the diversity strategic plans. because they can then develop well-thought diversity they take diversity initiatives very seriously multinational assist in the success of diversity initiatives in Furthermore this study revealed the factors that diversity initiatives, senior management commitment and support, corporations. Having a strategic plan for diversity organizational that diversity is a business imperative, and having an linked with strategic business plan, recognizing diversity initiatives in important factors that assist in the success of culture that values diversity were all identified as and other effective diversity initiatives, HRD professionals multinational corporations. To be able to implement global mindset means mindset. According to Florkowski (1996), having a corporate leaders will need to have a global though their personal, diversity; value diversity that is accomplished that business leaders find creativity in mindset culture that supports inclusiveness. This global professional, and organizational objectives; and promote a of employees, products, diversity initiatives that increase the diversity is important when implementing effective competitive advantage. markets throughout the world, and achieve a failure of other playing an important role in avoiding potential Diversity training and education was identified as barriers such as considered an effective tool to assist in removing diversity initiatives. Training and education was unwillingness to slow involvement, resistance to change and people not understanding the value of diversity, its impact on the communicate the importance of diversity and participate.Diversity training was a way to diversity, broad range of initiatives in their efforts to manage organization. Although organizations are using a Martino, 1999). managing diversity in the workplace (Baytos, 1995; training is widely used strategies in effectively initiative considered the most effective international diversity Florkowski (1996) found that training and education are diversity initiatives is a They also found that training as an international used by multinational corporations. Similarly, Littlefield (1995) reported that in international settings. growing concern for organizations operating diversity problems . diversity training as a key intervention to solve representatives of over 50 countries identified diversity successfully. It that many challenges lay ahead in managing The results of this study seem to indicate professionals to find mechanisms and diversity leaders and human resource development seems vitally important for initiatives on a on-going barriers that hinder the success of diversity strategies by which to identify and understand level of commitment development professionals also need to show their basis. Diversity leaders and human resource substantive ways. However, long-term strategies to address diversity issues in to diversity by developing short and 2-1 EST COPY AVAILABLE 9 levels must be involved in the organizations is difficult and leadership at all such change and transformation within process (Johnson, 1996). in corporations successful implementation of diversity initiatives Determining the specific barrier that hinder the and assist and support the strategies and initiatives that remove barriers is one of the first step in developing initiatives prevents organizations from Barriers that hinder the success of diversity success of diversity initiatives. competition. they greatly need today, as they face worldwide developing the full potential of their workforce, which References print for planning and implementation, Successful diversity Management Initiatives: A blue Arredondo P. (1996). Thousand Oaks, CA: Sage Publications. Englewood Cliffs, NJ: Prentice Designing & implementing successful diversity programs. Baytos, L. M. 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