Diversity Training Manual: Part II
As the new human resources manager, you are now ready to complete the next section of a diversity training manual that is targeted at making your workforce supervisors more aware of current racial diversity issues (e.g., the dramatic increase in the Hispanic percentage of the workforce) and how the supervisors should address them. The goal is to reduce potential tensions in the workplace among employees of different races.
Historical Issues of Different Races in the Workplace and How to Handle Them.
This section should discuss the following:
Different races now or likely to be in the workforce of the future, based on the U.S. populations racial demographic changes
Particular issues that create tensions among the different groups
How supervisors need to address these issues that could potentially cause tension
Diversity Training Manual: Part III
As a continuation of the diversity training manual, you (as the new manager of human resources) should now create portions that specifically address gender issues and are targeted at training and raising the sensitivity of all supervisors regarding potential gender issues. It should include a section on how the supervisor should or should not handle certain gender-based workplace issues. For example, can the supervisor hand out work assignments that he or she feels are better suited to different genders? Can he or she write a job requirement that only one gender can meet, such as a strength requirement?
This section of the manual must, at a minimum, address the following information:
A few general facts about the U.S. population''s gender mix and the gender mix found in notable segments of the workforce should be included. Make sure to include all sources of information.
The essence and applicability of the landmark Griggs v. Duke Power case dealing with stated job requirements should be addressed.
Describe how the supervisor should state minimum job requirements when he or she requests new employees to be hired into the department.
Explain how the supervisor might communicate to his or her department (of all male employees) when a female is about to become part of the work team.