Unit 3 - Individual Project (DTM) Diversity Training Manual This is what caused me a low score.   You mentioned the listed segments of the U.S. population, but did not properly analyze the current statistics as well as the recent and forecast trends of all listed segments of the U.S. population (12/20 points). You partially titled Part II correctly, though you did properly identify racial statistics and issues that may cause tensions in a racially-diverse workplace. The assignment required a more thorough analysis of the proactive and reactive measures managers may take to address those issues (3/5 points). You identified the gender mix in the U.S. population and among notable segments of the workforce. You described the essence of the Griggs vs. Duke Power case and its applicability as a case on race to this section of the diversity training manual on gender. You did not properly analyze how a manager may state minimum job requirements legally when hiring (0/5 points), though you did describe how a manager might introduce a new female employee to a department staffed entirely by males. You provided evidence of scholarly research and substantial critical thinking (30/40 points), though you did not include an outline and table of contents to satisfy the format requirements and should additionally have offered more written description than just graphics to answer assignment questions (10/20 points). Please be sure to carefully proofread before submitting (15/20 points). Otherwise, you complied with APA Style guidelines. Running Head: DIVERSITY TRAINING MANUAL 1 DIVERSITY TRAINING MANUAL 3 DTM February 26, 2016 Abstract Workforce diversity refers to the similarities as well as the differences that occur among the various employees of an organization in terms of the cultural background, age, religion, race, ethnicity or even gender (Woodward, Vongswasdi & More, 2015). In the various occupations and offices, people present different aspects in terms of their gender, their ethnicity, their religion or even age and hence the reason diversity makes the workforce heterogeneous. In the current setting, it is important that every organization take into consideration the issues of diversity since failure to address this, workforce strife can occur. This paper presents a comprehensive training manual on issues of diversity. The forms of discrimination addressed in the paper are such as religion, gender, age as well as ethnicity. It is clear that understanding the changing general population and the legislations that cover such issues is crucial. The need for being sensitive to the differing customs and values as well as the legislations affecting them is presented as an important aspect of addressing diversity discrimination in this paper. Diversity Training Manual: Part 1 Company’s Background Information The organization in question is one that has been in existence for quite some time. It is an organization led by the CEO and under the ...

1. Unit 3 - Individual Project (DTM) Diversity Training Manual
This is what caused me a low score.
You mentioned the listed segments of the U.S. population,
but did not properly analyze the current statistics as well as the
recent and forecast trends of all listed segments of the U.S.
population (12/20 points). You partially titled Part II correctly,
though you did properly identify racial statistics and issues that
may cause tensions in a racially-diverse workplace. The
assignment required a more thorough analysis of the proactive
and reactive measures managers may take to address those
issues (3/5 points). You identified the gender mix in the U.S.
population and among notable segments of the workforce. You
described the essence of the Griggs vs. Duke Power case and its
applicability as a case on race to this section of the diversity
training manual on gender. You did not properly analyze how a
manager may state minimum job requirements legally when
hiring (0/5 points), though you did describe how a manager
might introduce a new female employee to a department staffed
entirely by males. You provided evidence of scholarly research
and substantial critical thinking (30/40 points), though you did
not include an outline and table of contents to satisfy the format
requirements and should additionally have offered more written
description than just graphics to answer assignment questions
(10/20 points). Please be sure to carefully proofread before
submitting (15/20 points). Otherwise, you complied with APA
Style guidelines.
Running Head: DIVERSITY TRAINING MANUAL 1
DIVERSITY TRAINING MANUAL 3

2. DTM
February 26, 2016
Abstract
Workforce diversity refers to the similarities as well as the
differences that occur among the various employees of an
organization in terms of the cultural background, age, religion,
race, ethnicity or even gender (Woodward, Vongswasdi & More,
2015). In the various occupations and offices, people present
different aspects in terms of their gender, their ethnicity, their
religion or even age and hence the reason diversity makes the
workforce heterogeneous. In the current setting, it is important
that every organization take into consideration the issues of
diversity since failure to address this, workforce strife can
occur. This paper presents a comprehensive training manual on
issues of diversity. The forms of discrimination addressed in the
paper are such as religion, gender, age as well as ethnicity. It is
clear that understanding the changing general population and
the legislations that cover such issues is crucial. The need for
being sensitive to the differing customs and values as well as
the legislations affecting them is presented as an important
aspect of addressing diversity discrimination in this paper.
Diversity Training Manual: Part 1
Company’s Background Information
The organization in question is one that has been in existence
for quite some time. It is an organization led by the CEO and
under the CEO, there is a human resource manager and other
front line supervisors. However, it is crucial to note that, as

3. indicated by the CEO, these supervisors and the managers have
remained unchanged for the last about two decades. The
composition of these unchanged supervisors and managers is
mainly whites, males and they belong to a background of the
Judeo-Christian. It is of essence to note too that their age
bracket is mainly between 50 years and early 60’s. In the United
States where the company location is, there is changing trends
regarding the demographics of this country, which as a result
contributes to the workforce diversity.
U.S Population Demographics
To understand these demographics, the issues of current
statistics, the recent trends and the forecasted trends are an
important aspect for examination. In relation to the current
statistics an article by Pierce (n.d), outlines that the United
States is seeing a workforce with a characteristic of about four
distinct generations. The generations are mainly working
together though with characteristic clashes in attitudes as well
as values. In this generational current statistics, about 5-10% is
the traditionalists who were born 1925-1946, the next group is
the baby boomers born 1946-1963 and their percentage is
between 40-45%. The other group is the generation X that was
born between 1963-2001 and their composition in the work
force is about 40-45% while the last statistics are that of
generation why born 1981-2000 and the composition is 5-10%.
The recent trends and the forecasted trends too are playing an
important role in the diversity issues experienced at the work
places. For instance, Passel & Cohn (2008) explained that the
continuation of the current trend is causing a change in the
demographic composition of the United States. The projection
trends indicate that the expected rise in population will mainly
be foreigners and hence diversity in work place expected. The
table below summarizes the projected trends in race in the
United States.
Source: pew Research Center, 2008

4. In understanding that diversity has to occur in work places, the
Pew Research Religion & Public Life Project (n.d) outlined an
article projecting the changes occurring in the religion of the
Americans, which may also increase diversity in the work place.
The figure below is a summary of the changing religious setting
in the U.S. in the years 2007 -2004. The figure shows a fall in
the Christian share and a rise in the unaffiliated.
Diversity Training Manual: Part II
Historic Concerns of Diverse Races in the Place of work
In this section of the manual, the main goal is to make the
workforce become aware of the diversity issues and make them
aware on how they can address such issues. The purpose of it is
to ensure reduced tension in the workplace amongst the various
employees. In reference to the figure 1 above on all the races in
the United States, it is evident that in the work force of the
future, there are likely to have higher percentages of the
employees being an ethnic mix and a racial mix (Passel & Cohn,
2008). The blacks, the Asians, the Hispanics and non-Hispanics
will be present in the work places. The reason for the racial mix
is due to the immigration-taking place in the United States.
Issues that Create Tension among Different Groups
In the event that a work place has diverse work force, there are
outright issues that are likely to occur causing tension.
Diversity refers to differences in the various aspects of people.
The differences in people often cause a workforce to have
miscommunication that may as a result cause tension amongst
the various workforces. According to Woodward, Vongswasdi &
More (2015), when people are diverse, often they communicate
in different ways. As a result, there may be miscommunications
that as a result are likely to cause tensions. An additional issue
that may probably cause tensions among a diverse population is
such as stereotypes and prejudice.
Gabre, Flesher & Ross, (2015) explains that, even in the midst
of people wishing otherwise, they often developed preconceived

5. notions concerning those who are different from them and often
lead to assumption and prejudice. The results is that at the work
place, tensions will rise that may eventually affect performance.
Additional issues that are likely to cause tensions are such the
resistance to change where an organization may opt to keep
supervisors who are of a certain age and race. The resistance to
change can as a result cause heightened tensions among the
diverse work force.
Addressing the Diversity Issues
Upon understanding the various diversity issues likely to cause
tension at work place, every manager has a duty of managing
these diversity issues. The first step of managing this issues
applies in the hiring where by the employees should be hired on
the basis of qualifications as compared to their ethnic routes,
race or even gender, age or religion. Hiring a diverse qualified
workforce ensures such issues causing tension are addressed.
During the creation of any teams, the manager too has a duty of
encouraging diversity. The employees should be encouraged to
report any issues of discriminatory behavior and as a result, the
manager will manage to address tensions brought about by
diversity (Gabre, Flesher, & Ross, 2015).Diversity Training:
Part III
Facts about U.S population Gender Mix
In the United States, the women labor force has had a dramatic
growth. Currently, for women for are above 16 years, they make
up about 47% in the labor markets as compared to the men who
make up close to 53%. The figures present an increase as
compared to 1950’s when they made about 29.6%. The
projections are that women will increase in the labor markets
with about 6.2% (Hodgson, 2014). From the bureau of labor
statistics, the women in United States make almost half of the
labor force as illustrated in below pie chart. The chart indicates
that, 67% consists of the non-Hispanic white, 13% Hispanic and
another 13% black while 5% are Asian and 2% are others.

6. Source: Bureau of Labor Statistics
The Principle and Suitability of the Landmark Griggs V. Duke
Power instance dealing with Specified Job Necessities
In the groundbreaking decision, the Duke Power case had a
ruling that was not in their favor. The ruling held Title VII is
against any discrimination and practices considered just in form
but have a biased aspect in their operations. The emphasis of
the court was that Title VII does not prohibit the diploma
requirements or the testing needed for hiring or promoting
employees. In fact, upon using the effectively, the tests and
requirements can effectively and efficiently evaluate the
applicant.
However, as the court described in Griggs, the Congress only
commanded that examinations used should measure the
employee for the employment as compared to the individual in
abstract. The decision of the court was therefore that an
employment operation that operates to leave out the racial
minorities is prohibited unless the employee has enough proof
of how the exclusion fulfills the genuine business need. The
Duke Power’s case hence did not succeed for failing to reach
these standards (Griggs v. Duke Power Co., 1971).
Supervisor Stating Minimum Requirements
In the event that an organization wants to hire the supervisor
should state the minimum qualifications through posting and
publicizing the employment requirements chances. The
procedure for the applicant’s interview is also publicized
(Woodward, Vongswasd, & More, 2015). These jurisdictions are
in accordance to the local governments on hiring non- services
workers.
Supervisor Communicating to a Male dominated Team that a
Woman is about to become Part of them
A team without women lacks diversity. A supervisor therefore

7. has a responsibility of ensuring diversity. In communicating
that a woman is about to join the team, a supervisor must first
give a talk and training on the importance of have diversity at a
workplace and the role diversity plays in such a team. Upon the
members appreciating such importance, the supervisor
communicates the inclusion of the female staff at that juncture.
Understanding and appreciating diversity will ensure no
discrimination happens to the female staff.
References
Gabre, H., Flesher, D. L., & Ross, F. (2015). Addressing the
Challenges of Diversity in the Profession. CPA Journal, 85(12),
30-37.
Griggs v. Duke Power Co., 401 U.S. 424 (1971). Retrieved from
the FindLaw Web site:
http://caselaw.lp.findlaw.com/scripts/getcase.pl?court=US&vol
=401&invol=424
Hodgson, S. (2014). Women's Status in the Labor Market:
Canada versus the UAE. Middle East Journal of Business, 9(1),
18-23.
Passel, J. S., & Cohn, D. (2008, February 11). U.S. population
projections: 2005-2050. Retrieved from the Pew Research
Hispanic Trends Project Web
site: http://www.pewhispanic.org/2008/02/11/us-population-
projections-2005-2050/
Pew Research Religion & Public Life Project. (n.d.). Reports.
Retrieved fromhttp://religions.pewforum.org/reports
Pierce, R. (n.d.). Dealing with a changing workforce:
Supervision in the 21st century. Retrieved from the Business
Expert Webinars Web
site: http://www.businessexpertwebinars.com/content/view/593/
29/
Woodward, I. C., Vongswasdi, P., & More, E. A. (2015).
Generational Diversity at Work: A Systematic Review of the
Research. INSEAD Working Papers Collection, (48), 1-71