1. Education’s Role in an Organization’s Approach to Implementing a Culture of Diversity 8 th Annual Hawaii Int’l Conference on Education Aileen Zaballero January 7-10, 2010 8 th Annual Hawaii Int’l Conference on Education Aileen Zaballero January 7-10, 2010

2. Introduction  B.S. in Workforce Education - UNLV  M.S. in Educational Leadership - UNLV  Facilitator and Product Specialist for Repario Ltd. a Professional Development Org. since 2006  9 years in Training Field  2006 applied for Diversity Champion Trainer (inspiration for Master’s Thesis Study)

3. 4 3 2 1 Background of Study Literature Review Conceptual Framework Research Methodology 5 Findings pertaining to education 7 Question Period Agenda

4. Background U.S. Census Bureau, state that by 2042 the single white-race population in the U.S is expected to become the minority (Bernstein & Edwards, 2008). 2030, nearly one in five U.S. residents is expected to be 65 years and older (Bernstein & Edwards, 2008).

5. Background Several studies show that “culturally diverse organizations outperform their more homogeneous counterparts” (Dansky, Weech- Maldonado, De Souza & Dreachslin, 2003, p.243). However, the literature is still mixed about which strategies are most the successful for creating a just and inclusive culture in U.S. organizations.

6. Diversity Business Imperative Social Responsibility Mandated Background

7. Purpose of Study The purpose of this exploratory case study was: to explore the perceived influential factors of effective organizational change for instituting diversity initiatives to investigate the process of implementing diversity initiatives successfully in one hospitality organization.

8. Key TopicsKey Discoveries Diversity Defined (Loden & Rosener, 1991) Primary and Secondary Dimensions of Diversity Diversity Management (Thomas & Ely 1996) Discrimination and Fairness Paradigm Access and Legitimacy Paradigm Learning and Effectiveness Paradigm Business Case for Diversity (SHRM, 2007) Global trends to impact the workplace Strategies for Diversity Management (Dass & Parker, 1999) Episodic Freestanding Systematic Driving Cultural and Organizational Change (Cox, 1993, 2001) Cox’s Model for Work on Diversity Literature Review

9. Key TopicsKey Discoveries Diversity Defined (Loden & Rosener, 1991) Primary and Secondary Dimensions of Diversity Diversity Management (Thomas & Ely 1996) Discrimination and Fairness Paradigm Access and Legitimacy Paradigm Learning and Effectiveness Paradigm Business Case for Diversity (SHRM, 2007) Global trends to impact the workplace Strategies for Diversity Management (Dass & Parker, 1999) Episodic Freestanding Systematic Driving Cultural and Organizational Change (Cox, 1993, 2001) Cox’s Model for Work on Diversity Literature Review

10. Cox’s Change Model for Work on Diversity Research & Measure- ment Education Alignment of Management Systems Follow- up Conceptual Framework Leadership

11. Methodology Data Collection Critical Incident Interview Secondary Data Data Analysis MemoingDescribingClassifying Trust- worthiness Triangula- tion Member Check Peer Review Qualitative Study Case Study

12. “establish a direction and goal for change” (Cox, 2001) “diversity isn’t a specific thing you do; it’s a value system that either is, or is not, woven in to every action.” (Interviewee A) Diversity Champion Training Responsible for governance and establishing policies to reflect Diversity Mission Corporate Values Education Transparency Accountability Partnership Communication Research Question 1: What are the perceived influential factors for effective organizational change for instituting diversity initiatives? Infrastructure Leadership Commitment

13. Research Question 2: What is the process of implementing diversity initiatives within the organization? Diversity Business Imperative Leadership Commitment Strategic Planning Process

14. Education Under the label of “diversity training,” studies show that only about one- third of diversity training efforts are viewed as creating a lasting result (Cox, 2001). Yet education was instrumental to the success of the organization studied.

15. Research Question 2: What is the process of implementing diversity initiatives within the organization? Diversity Business Imperative Leadership Commitment Strategic Planning Process

16. Diversity Training Core of OHI’s cultural transformation 3-day personal growth workshop Principles of: Diversity Leadership Personal accountability The goal was to develop the company’s culture and harness the potential of every single employee no matter what his or her position was or may be.

17. Educational Philosophy Ubuntu- humanist philosophy “focusing on people’s allegiance and a sense of belonging to a great whole” (Interviewee A) “The basic principles of universal respect for people, inclusion, and appreciation of the contribution of every individual” (Interviewee B).

18. Delivery Method The class is taught using many methods including: lectures, group activities, role-playing, journaling, guest speakers, videos, and reading assignments.

19. Objective The value, importance, and impact on business of effectively managing a diverse workforce. Teaching employees to recognize the impact of their own reactions to diversity situations and the learning behaviors that are critical to successfully managing diversity at OHI.

20. Objective (Cont.) Practicing behaviors that encourage inclusion in the workplace which promotes teamwork, innovation, creativity, and productivity. Recognizing challenges to at OHI and implement prevention and intervention measures that address these situations.

21. Business Results 7000 graduates out of 65,000 Increased employee morale and customer satisfaction Improved turnover rates Increased employee engagement Create employees who not only celebrated diversity but are advocates of diversity

22. Conclusion This study confirmed that diversity initiatives can be sustainable through various interventions and processes involving OD concepts and requires systems thinking When diversity is approached as a business strategy and integrated into the fabric of the organization’s culture, diversity initiatives are more likely to be embraced at all levels of the company.

23. Conclusion Cox’s Change Model for Work on Diversity contains the essential elements and can be a useful tool to guide the development and implementation of diversity change efforts.

24. Questions