Introduction
The general topic for this review is diversity, equity, and inclusion training for Human Resource Professionals at Acme HR Organization. The training considers the increasing workforce diversity caused by globalization processes posing a new dynamic to human resource management (Zhang & McGuire, 2021). It requires a consistent awareness of individuals’ multiple identities and experiences to understand the need for strategic training (Sparkman et al., 2019). Acme HR Organization is a Fortune 500 company that has staffed 200 HR Professionals in roles that will deliver useful DEI training to every department across the United States. Researchers at Acme have found via employee feedback there was a negative outlook on the overall DEI training. Acme HR is in 40 states, with multiple divisions located in branch offices. Thus, the human resource role in the process includes fundamentally modifying structural, cultural, and personnel techniques (Chytiri, 2019). Under such assumptions, establishing a culture, structure, and techniques for DEI is given grounds as an integral part of the HR sector.
Consequently, most sources conclude that DEI training benefits organizations and state that DEI training may not be appropriately given. According to Pires (2022), “Roughly 80 percent of companies are just going through the motions and not holding themselves accountable” regarding DEI. Despite the surge in awareness of racial inequality in 2020, organizations are missing the mark in their diversity promises. Only 32 percent of companies currently mandate DEI training, while only 12 percent hold managers responsible for recruiting diverse candidates. This review will not explore diversity, equity, and inclusion training in other countries.
Subsequently, as technology evolves, the organizational function needs adaptive measures. As such, organizations can leverage technology to support training, especially when managing multiple locations. Thus, Adikaram et al. (2021) argued that the application of e-learning in organizations reduces the cost of training, emphasizing access to more people through the mechanism. However, the method selection is considered less effective compared to face-to-face training. The HR strategic plan should consider all facts to ensure the best outcomes. Therefore, HR would be tasked with providing a balance of cost-effectiveness and quality of learning.
Off-Job Training
Off-job training is an integral approach to strategic employee training exposing the trainees to an environment outside of work. Accordingly, Gassam and Salter (2020) offer insight into the application of off-job training and the application of external trainers. They posit that external trainers or educators increase receptiveness from training workshops, increasing positive perspectives and openness. Moreover, the experiential workshops employed in such instances relieve the technicalities of the workplace environment as external consultants increase the knowledge pool beyond HR guidance.
Step-By-Step Training Model
The strategic training process in an organization is an intricate factor of human resources. Accordingly, Milhem et al. (2014) posited that strategic processes are essential for company performance. As such, establishing a framework for the training can integrate the step-by-step as developed by Bahlis and Tourville in 2005, arguing that the systematic application predicted better outcomes (Lackovic et al., 2021). Therefore, it is essential to break down the steps to better inform the organization’s approach to training. Foremost is the alignment of training with missions/goals, considering the most effective knowledge, skills, and attitudes necessary for achieving the objective. Thus, the focus in this instance focuses on the approach towards DEI training. Therefore, organizations should educate the employees on the effects of bias by expressing the company’s efforts on DEI (Onyeador et al., 2021). Thus, creating a transparency framework reveals the training goals and objectives sought to be accomplished.
Secondly is improving human performance by analyzing the environmental factors that impede the optimal accomplishment of objectives. As such, Lackovic et al. (2021) stipulated the elements to include vague expectations, limited experience, insufficient/untimely feedback, limited access to information, and inadequate tools. The assessment prioritizes determining such risks in training frameworks, enhancing employee experience in the training process. Additionally, reducing time to competency is the successive step informing training. Lackovic et al. (2021) presented that the objective of training should be driven toward developing employees’ skills, competencies, and attitudes to facilitate the efficient closing of the performance gap.
Consecutively, HR’s next step in this framework is selecting the right delivery options. Then, assess and contrast internal against external options enlightening the program through benchmarking opportunities to determine the best outcomes. Lastly, successful training “duplicates efficient programs and detects problem areas” to enhance the program’s relevance (Lackovic et al., 2021, p.144). Therefore, the collective investment is more focused on essential processes and discarding unnecessary costs on ineffective practices. As such, when the results undermine the employees’ well-being, the risks involved include high turnover rates that are detrimental to organizational performance (Zhang & McGuire, 2021). Therefore, the research should consider employee training outcomes to foster a more interactive environment.
Training Outcomes
The outcome includes setting equity and inclusion goals for all employees at Acme Company. Kirkpatrick and Kirkpatrick (2021) argue that equity and equality can be distinguished as separate concepts, whereby the latter implies everyone is given the same resources or opportunities. The concept acknowledges that every employee is exposed to different experiences and conditions instigating the assignment of resources and opportunities to generate equal achievement of objectives. Equity facilitates attainment of diversity goals by creating a similar likelihood for minority groups to accomplish similar levels of success. The pursuit of equity includes equitable succession and performance management procedures, equal opportunity amonng employees, and compensation parity for diverse personnel at the same level. In a workplace setting, according to Kirkpatrick and Kirkpatrick (2021), inclusion objectives should include everyone’s opinions being acknowledged equally throughout committee meetings, the frequency and nature of opportunities given to employees offering feedback on decisions that directly affect them, favorable employee survey results on matters pertaining to perceived feelings of respect and value, and the creation of communications systems that link frontline workers to top-level leaders.
Conclusion
Conclusively, strategic plan development is an intricate factor invoking theoretical and practical applications. The human resources training approach can potentially influence structures in ACME to influence the uniformity of training, establishing a basic culture of DEI. The sector is expected to be flexible facilitating adaptability and evolution with changing environments. Therefore, the review gives a premise for the research on appropriate HR practices.
References
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