A Retrospective View of Corporate Diversity Training From 1964 to the Present

Introduction

This study provides a retrospective analysis of corporate diversity training from its inception in the 1960s to 2008, the year this study was published. It explores training’s evolution in response to legislative, social, and business changes. Over time, diversity training moved from a compliance-based approach to one focused on improving workplace relationships and leveraging diversity as a driver of business performance. This paper reviews the historical context of diversity training, provides corresponding case studies from companies like Sodexo and Hewitt Associates, and discusses current trends and challenges in diversity training.

Rohini Anand, the global chief diversity officer at Sodexo, and Mary-Frances Winters, founder of The Winters Group, bring their extensive experience to this analysis. Both are recognized experts in diversity and inclusion, with Anand leading global diversity efforts at Sodexo and Winters specializing in organizational development and diversity consulting.

Methods and Findings

The researchers divide the history of diversity training into several phases, each characterized by shifts in focus and motivation:

• Phase 1: Compliance (1960s–1970s) – Early diversity training focused on compliance with civil rights legislation. The primary objective was to avoid litigation by providing information on anti-discrimination laws and company policies.
• Phase 2: Assimilation (1980s) – As the regulatory environment relaxed, companies focused on assimilating women and people of color into existing corporate cultures, often through programs designed to help these groups adapt rather than changing the corporate culture itself.
• Phase 3: Emergence of Diversity (Late 1980s) – The publication of Workforce 2000 highlighted demographic changes in the workforce, prompting companies to shift from compliance to managing diversity as a business imperative. This phase introduced the concept of diversity as a strategy for business survival.
• Phase 4: Fostering Sensitivity (Late 1980s–1990s) – Diversity training expanded to include all employees, not just women and people of color. However, many training programs were criticized for being too confrontational or superficial, leading to mixed results regarding behavior change and acceptance.
• Phase 5: Business-Driven Diversity (2000s) – The focus shifted to developing diversity as a core business competency, emphasizing inclusion and cultural competence. Companies like Sodexo and Hewitt Associates integrated diversity into their business strategies by using training to enhance leadership skills and improve business outcomes.

Case studies of Sodexo and Hewitt Associates demonstrate different approaches to diversity training. Sodexo, a global food and facilities management company, embedded diversity and inclusion into its culture through continuous learning and leadership accountability. Hewitt Associates, an HR consulting firm, built a foundation of understanding among senior leaders before rolling out diversity training to the broader organization.

Conclusions

Corporate diversity training evolved significantly between 1964 and 2008, from focusing on legal compliance to a business strategy that aims to foster inclusion and enhance performance. While diversity training’s efficacy remains a topic of debate, companies like Sodexo and Hewitt Associates demonstrated that when diversity is integrated into core business strategy, it can drive both employee engagement and business success.