The Diversity Training Handbook

Citation

Mann, S. (2010), "The Diversity Training Handbook", Leadership & Organization Development Journal, Vol. 31 No. 7, pp. 667-668. https://doi.org/10.1108/01437731011079718

On picking this book up, I must admit my heart did sink a little at the thought of a whole book on diversity training; did the topic really merit 240 pages (at a cost of nearly £25)? By the end of the book, I was humbled by my previous ignorance as I realised that true diversity training is about more than a few token training sessions thrown at key employees in order to tick the equal opportunities box. A good diversity training programme, the authors point out, starts a long time before delivery – and ends a long time after. This handbook guides the reader – the potential diversity trainer – through the entire process from start to finish.

Clements and Jones take an interactive approach to the delivery of their material and the text is peppered with exercises, models, checklists and guidelines. Some of these are, to me, a little irritating in that I just cannot imagine the reader actually taking the time out to “pause for reflection” as we are frequently exhorted to do throughout. However, other interactive elements are more user‐friendly and even if the reader does not take pen to paper, the questions and challenges are likely to foster some reflection as they read.

The book is divided into 12 chapters and really, it is intended that they be pretty much read in order rather than dipped in and out of. This does make the text a little far away from “light reading” but would make a very useful way for a potential diversity trainer to spend a train journey (remember to take a pen for the exercises to get the most out of it). The book starts off with “making the case for diversity” in which, amongst other concepts, the legal framework is set out. The next few chapters take the reader on a journey through the knowledge base for training diversity, dealing with issues such as attitudes, values, beliefs and opinions, and drawing on psychological models throughout. Several chapters are then devoted to elements of delivering diversity training, from identifying needs to a discussion of various teaching techniques.

The book ends with some real life examples (“diversity training in action”) and useful models for diversity training (such as Betari's Box and Johari's Window). The only part of the book I was not enamoured with was the chapter on “the management of black and minority ethnic staff” which I felt was a little assumptive (that black workers present special issues). I would have preferred that chapter to simply be dealing with “minority staff” rather than single out one group.

Nevertheless, a useful book for those involved in diversity training – good both for those new to the role and to those more experienced who wish to update their skills.