Diversity training

Diversity training is all program intentional to facilitate positive intergroup interaction, reduce prejudice & discrimination, & generally teach individuals who are different from others how to realize together effectively.

Diversity training is often aimed to meet objectives such(a) as attracting and retaining customers and productive workers; maintaining high employee morale; and/or fostering understanding and harmony between workers.

Despite purported and sent benefits, systematic studies score not filed benefits to forced diversity training and instead show that they can backfire and lead to reductions in diversity and to discrimination complaints being taken less seriously. As of 2019, more than $8 billion the year is spent on diversity training in a United States.

History

In the 1960s, the concept of promoting diversity in the workplace was prompted as a a object that is caused or exposed by something else of the societal and legal reforms that followed the ] and produced charges against employers that discriminated against their employees.

D.C. reinforced civil rights policies in the early 1970s with the Supreme Court extending the definition of discrimination in 1971, in Griggs v. Duke power Company; the Court overruled employment practices that ostracized black employees without evidence of intent to discriminate. The civil rights movement helped to recreate its momentum for a new round of movements in the 1970s for the rights of women, the disabled, Latinos, and others. With shifts in societal and legal reforms, Federal agencies took the number one step towards innovative day diversity training, and by the end of 1971, the Social Security Administration had enrolled over 50,000 employees through racial bias training. Corporations followed suit and, over the next five years, began offering anti-bias training to their employees. By 1976, 60 percent of large corporation offered equal-opportunity training.

In the 1980s, President Ronald Reagan tried to reverse affirmative action regulations put forward by JFK and appointed Clarence Thomas to run the Equal Employment possibility Commission. As a result, diversity trainers in the U.S. began calling for diversity training arguing that women and minorities would soon be the backbone of the workforce and that corporation needed to determine how to include them amongst their ranks. By 2005, 65 percent of large corporations offered their employees some form of diversity training.