Formal Report Rubric OFTI 1130 Report Topic: Criteria Needs improvement Basic Distinguished PURPOSE  Understands author’s purpose – to provide data, analyses, and conclusions.  Written appropriately for the intended audience. 0 5 10 INFORMATION  Maintained the topic throughout the report.  Selected important information about the topic.  Recognized key ideas to be paragraphed separately.  Used appropriate vocabulary. First-person pronouns are only found in the Letter of Transmittal. 0 10 20 ORGANIZATION  Included three major divisions: front matter, body, and supplementary parts.  Findings are presented logically and objectively.  First- second- and third-level headings are included.  Ended with conclusions or recommendations.  At least one visual aid is presented. 0 10 20 GRAMMAR  Uses topic specific terms.  Uses timeless present tense.  Grammar is appropriate and correct for the purpose – it sounds authentic and important. 0 10 20 CONVENTIONS  Accurate spelling.  Accurate punctuation.  Accurate sentence structure.  Used correct formatting. 0 10 20 SOURCES  Three primary sources are cited.  Three secondary sources are cited.  Citations are found within the report and included in the work cited portion. 0 10 20 Report Rubric Total Points:______/ 110 Comments: RISK ANALYSIS OF IMPLEMENTING A DIVERSITY TRAINING PROGRAM IN THE WORKPLACE Prepared for Casey Emerich Professor of Business Correspondence College of Dupage Prepared by Joseph Alfakhori Student College of Dupage April 29, 2020 April 29, 2020 Casey Emerich College of Dupage 425 Fawell Blvd. Glen Ellen, IL 60137 Dear Professor, Emerich: The following report, per the request of Mrs. Casey Emrich, in the syllabus for Business Correspondence, on January 20, contains an analysis of diversity training programs. American businesses spend more than $200 million annually on diversity training programs. The subsequent report will determine the validity of such programs The research that is included, will be include topics such as: · Types of diversity training · Good aspects of diversity training · Negative drawbacks of diversity training Personal interviews and experience have been an invaluable resource in conducting this research. In addition, numerous books, journals and online articles aided in the research process. All of which can be found online or at the library. I wish to thank you for the opportunity to conduct this research. Please contact me if additional information is needed, at [email protected] I can provide further research upon request. ​ Sincerely, Joseph Alfakhori Student TABLE OF CONTENTS LETTER OF TRANSMITTAL ....................................................................................................ii FIGURES........................................................... ...

1. Formal Report Rubric
OFTI 1130
Report Topic:
Criteria
Needs
improvement
Basic
Distinguished
PURPOSE
– to provide data,
analyses, and conclusions.
0 5 10
INFORMATION

2. lary. First-person pronouns
are only found in the Letter of Transmittal.
0 10 20
ORGANIZATION
and supplementary parts.
- second- and third-level headings are included.
0 10 20
GRAMMAR
purpose –
it sounds authentic and important.

3. 0 10 20
CONVENTIONS
0 10 20
SOURCES
ry sources are cited.
the work cited portion.
0 10 20
Report Rubric Total Points:______/ 110
Comments:

4. RISK ANALYSIS OF IMPLEMENTING A DIVERSITY
TRAINING PROGRAM IN THE WORKPLACE
Prepared for
Casey Emerich
Professor of Business Correspondence College of Dupage
Prepared by
Joseph Alfakhori
Student
College of Dupage
April 29, 2020

5. April 29, 2020
Casey Emerich
College of Dupage 425 Fawell Blvd.
Glen Ellen, IL 60137
Dear Professor, Emerich:
The following report, per the request of Mrs. Casey Emrich, in
the syllabus for Business Correspondence, on January 20,
contains an analysis of diversity training programs. American
businesses spend more than $200 million annually on diversity
training programs. The subsequent report will determine the
validity of such programs
The research that is included, will be include topics such as:
· Types of diversity training
· Good aspects of diversity training
· Negative drawbacks of diversity training
Personal interviews and experience have been an invaluable
resource in conducting this research. In addition, numerous
books, journals and online articles aided in the research process.
All of which can be found online or at the library.
I wish to thank you for the opportunity to conduct this research.
Please contact me if additional information is needed, at
[email protected] I can provide further research upon request.
Sincerely,

6. Joseph Alfakhori
Student
TABLE OF CONTENTS
LETTER OF TRANSMITTAL
...............................................................................................
.....ii
FIGURES................................................................................
.....................................................iii
EXECUTIVE
SUMMARY.............................................................................
............................iv
PROBLEM..............................................................................
.......................................................1
BACKGROUND......................................................................
......................................................1 DISCUSSION OF
FINDINGS..............................................................................
.........................
Types of diversity
training...................................................................................
..............
Awareness-based training
programs......................................................................
Skills-based
training...................................................................................
........... integration-based
training...................................................................................
....

7. Effectiveness...........................................................................
..............................................
Effective.................................................................................
...................................
Ineffective...............................................................................
..................................
CONCLUSION AND
RECOMMENDATIONS...........................................................
...................
WORK
CITED....................................................................................
............................................ Figures
Figure 1: Workforce Make up from 2010-2050
Figure 2: U.S. White and Non-White Populations 1970-2050
Figure 3: Percent Change in Population 1990-2020
EXECUTIVE SUMMARY
If an employer wishes to implement a diversity training
program, they must take much into consideration, prior to
starting. Just as diversity-specific training cannot thrive in a
vacuum absent a comprehensive diversity and inclusion
strategy, diversity and inclusion training too will fail to be
effective if it is not an integral part of a broader corporate
training process. In establishing a diversity training strategy, a
company should first examine how corporate learning happens
today. Secondly, it should consider different types of delivery
vehicles and how they impact corporate performance objective
learning.
Whatever the method used in diversity and inclusion training,
the primary goal is to create an ongoing awareness and
understanding of human diversity as a corporate asset. However,
awareness and understanding are not enough. For diversity and
inclusion training to be truly effective, it must also teach
employees how to leverage their own diversity and the diversity
of others to support the success of the company through
inclusion.

8. In this report, we will explore the following questions:
· What are the current challenges and obstacles to diversity and
inclusion training?
· How has globalization impacted diversity and inclusion
training?
· What are the various types of diversity and inclusion training?
· What are the characteristics of effective diversity and
inclusion training programs?
· What content should be included in diversity and inclusion
training?
PROBLEM
With the ever-changing work environment, employers are
dealing with scenarios that involve a person’s diversity, at an
almost constant rate. These employers often use diversity
training programs to educate their employees about the many
instances that may be considered
“insensitive” or offensive. Often these programs can be
expensive, inefficient, and in some cases counterproductive.
Diversity training is meant to help companies; however, the
type of program, effectiveness, and the need for a program must
be determined prior to implementing a diversity training
program.
BACKGROUND
Diversity training is an initiative taken by most companies to
create awareness of diversity issues and bring about
cohesiveness in teams. Diversity training started in the1960s in
response to the civil rights movement. This laid the foundation
for a black and white equality in the workplace or for that
matter, anything that required teams to work together. Apart
from color; diversity includes gender, race, religion, caste, and
disabilities. Although these are important and most commonly
discussed diversity aspects; people may show diversity in terms
of personality types (introvert or extrovert), attitudes, values,

9. family background, and willingness to take risks.
It is important for companies to consider all these aspects while
building project teams. A team that has all members who are not
willing to take risks will not be an ideal team nor will a team
where all the members are risk takers. An optimal balance of
both types of people will make a successful team. By providing
employees with the knowledge and skills to increase their
“cultural competency” — the ability to interact effectively with
people of different backgrounds and cultures — diversity
training helps create an inclusive environment, where
employees who may feel left out or marginalized have
opportunities to thrive and participate in the organization’s
operations and leadership.
The research is based mainly on the following:
1. Types of Programs. There are three types of diversity
training: awareness-based, skills-based, and integration-
based. Evidence supports a combined approach, but one must
employ these schemes based on the intimate knowledge,
understanding, and uniqueness of one’s organization to
maximize their effectiveness and business impact.
2. Effectiveness. It is unclear whether training works. Diversity
training programs are meant to reduce prejudice and
discrimination in the workplace while facilitating an equal,
positive environment.
DISCUSSION OF FINDINGS
The following is an explanation of the research and the results
thereof, regarding the types and effectiveness of diversity
training programs in the workplace.
TYPES OF PROGRAMS

10. Awareness-based training programs are the most popular of the
three approaches. The primary objectives are to provide
information about diversity in general, heighten awareness and
sensitivity through uncovering hidden assumptions and biases,
assess attitudes and values, correct myths and stereotypes, and
foster individual and group sharing. For example, the workforce
is a constantly changing demographic. Figure 1 and 2 depict the
change in workforce changes. Additionally, some programs
focus on providing demographic data and demonstrating the
benefits to the workforce. They may also touch on barriers that
employees encounter and use the training to demonstrate the
organization’s commitment to diversity. And lastly, and perhaps
most relevant today, is making and reinforcing the business case
for diversity
Figure 1.
Figure 2.
Awareness is the beginning of framing a common understanding
and some expectations so when organizations discuss diversity
everyone has a common reference point. This does not mean
there is universal acceptance and agreement, but that the
context in which these issues are discussed or applied and are
moving forward. This aspect of diversity training is critical to
the bigger picture, but one should understand that it alone is not
the answer and, in some cases, may cause more problems than it
resolves if done in isolation. Employees need a toolbox of skills
to implement in order to increase their productivity and
effectiveness.
Skills-based training moves to action from awareness. It should
provide individuals with an actionable framework in which to
address the day-to-day challenges in a proactive and effective
way to drive the organization’s business forward. While these

11. challenges and issues may have a diversity overtone to them,
they are not black and white but rather varying shades of gray.
Therefore, this cannot be a rigid checklist of steps to take or it
becomes like putting a round peg into a square hole and does
not lead to the successful outcomes required in today’s ever-
changing business environment. Individuals must understand the
context, content, and use of these learned skills. There are three
key factors to consider in skills-based training, including:
building new diversity-interaction skills, reinforcing existing
skills, and inventory skill-building methodologies.
The third approach is integration-based training. While this is a
separate approach, it touches on the awareness- and skills-
based approaches previously discussed. There are many benefits
to this approach, especially if one of the goals is integrating
your diversity strategy into the organization’s existing training
framework. This requires one to work in a close, collaborative
way with the existing training department or team. This
collaboration may help dampen some of the resistance
individuals have based on their personal biases or prior
experiences.
Given the challenges of time away from work and being
overwhelmed with too many
programs or initiatives at once, among other perceived
drawbacks, integration-based training can increase the
frequency with which diversity learning occurs. Furthermore, it
allows one to see the broader application and how it relates to
other relevant areas and complimentary programs within the
organization. Again, it contributes to providing a process or
framework so employees may consciously draw upon and apply
these skills in the day-to-day context of doing business. This
can help one to see where the diversity implications are both
overt and implied.
EFFECTIVENESS

12. An effective diversity training program typically creates
awareness about your company’s policies and procedures
related to creating a harassment-free, non-discriminatory work
environment. To foster an inclusive workplace, design, develop
and deliver workshops, seminars, games and other resources
that ensure diversity issues become part of your work culture.
Analyze your workplace by conducting a survey. Find out how
people feel about working at your company. For example, create
and distribute an online questionnaire and include a question
about how frequently employees hear insensitive or disparaging
remarks about another person’s race, gender, sexual orientation,
disability, culture or religion. Add another question to identify
experiences with discrimination or harassment expressed by
publications, phone calls or assaults. If participant answers
reveal that your work environment doesn’t allow everyone to
fully participate in the company’s success, get recognition and
feel safe, take action in to improve the situation.
To bring out the best in your workforce, you need an inclusive
environment. In this age of globalization, when we work on
multi-faceted projects, we must think above the conventional
diversity aspects of gender, race, caste, creed, and disabilities.
We have to choose a team based on a value system that will
decide the individual’s capacity to adjust, accommodate,
understand, and cooperate in addition to his/her professional
acumen. Managers and supervisors increase their effectiveness
by improved recruiting and reducing turnover costs through
decreased absenteeism. Perhaps most importantly, they provide
a work environment that more closely reflects the
organization’s values and beliefs around its employees.
They respect and recognize individuals in proportion to their
contribution and treat them as unique individuals rather than
stereotyping them. Employees who are sufficiently motivated to
work can focus on accomplishing the business objectives and
goals. They become more productive and successful—and

13. success breeds success. In the end, the organization improves in
terms of collective teamwork, improved customer service, and
effective communication. Reductions in training and employee
turnover costs are realized, which impacts the bottom line. The
type of employees to be trained should be examined as well (see
Figure 3.) As you move through the organizational structure,
priorities and business focus change, and it is important to
deliver the training in an effective and relevant way so each
person can individually acquire what they need in order to
maximize their performance and impact.
Figure 3
However, there is evidence to support ineffectiveness. In her
book, “Diversity Inc: The Failed Promise of a Billion-Dollar
Business.” Pamela Newkirk argues that not only is most
diversity training done wrong, it can also make things worse at
companies and for their employees — in every profession.
There are several reasons why most organizations diversity and
inclusion efforts are failing to produce significant change and
realize the true competitive advantage of a diverse and inclusive
workforce. The key to true competitive advantage can be found
with inclusion and this is the area where most diversity and
inclusion initiatives are lacking.
Conversation is about diversity numbers and not inclusion:
Being inside HR organizations and working with leaders for
many years around diversity and inclusion, the conversation is
almost always around improving diversity numbers and rarely
about inclusion. Conversations are around increasing diversity
in the early stages of the career and talent pipeline, often
through campus recruiting efforts or by having hiring managers
see a more diverse slate of candidates. It is seen as the
responsibility of the HR Talent Acquisition team (i.e. the
recruiters) to bring in diverse talent, but once they are brought

14. it, they get lost in the system. In addition, Organizations spend
millions of dollars on diversity programs that make people
aware that they have unconscious bias and hope that through
this awareness we will have more diversity and equitable
representation of women and minorities in our organizations.
For the most part, these programs provide an education that
people are biased in their decision making. They offer very few
solutions on what to do about it, other than to be aware of it.
In addition, separate leadership development programs for
women and/or People of Color: Intended to accelerate the
readiness for women and People of Color to fill leadership
positions in an organization, many organizations have separate
development programs for women and/or People of Color. Often
these programs are separate, one-off programs and not linked to
the company’s overall leadership or talent development efforts.
They often do not even teach the same skills that are discussed
in the leadership programs. I have seen companies have
completely different development assessments used for these
programs, that are not aligned with the ones they are using as
part of their talent management processes. These programs are
often broad-based and generic around the topic of leadership
and do not prepare the participants for key roles and
responsibilities. They are rarely linked to succession
management data about key roles.
CONCLUSIONS AND RECOMMENDATIONS
In conclusion, diversity programs are very complex. A company
must first determine whether a program will be worth it in the
long run. Next, if a program is to be implemented, the type of
diversity program must be chosen, for optimal efficiency.
Finally, the employer must take care to avoid the reasons of
ineffectiveness. Please take the time to review process of
determining a diversity program:
· Determine if there is a need for a program

15. · Determine the type of program needed
· Implementing program tailored to your company
· Avoid problems for ineffectiveness
· Integrate program with existing programs
· Be mindful of the timing of the program
According to the research conducted, diversity training can be
very beneficial to a company, if it does in the correct way.
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