June 1, 2007
National Coalition Institute's Research into Action

Structure, Mentoring Help Organizations Increase Diversity

by Andrea de la Flor, M.A.
CSAP Prevention Fellow

Traditional diversity training does not significantly contribute to increases in managerial diversity over time. However, establishing a structure of responsibility, such as a diversity task force is effective. Encouraging personal mentors also helps increase managerial diversity, according to a study published in the American Sociological Review.

The study is the first to systematically analyze some of the corporate world’s most commonly implemented diversity programs. What researchers found, contributes greatly to our understanding of what constitutes an effective, or “model” diversity program.

In total, the researchers assessed seven types of diversity programs. They analyzed affirmative action programs, diversity committees, diversity staff, diversity training, diversity evaluations, networking programs, and mentoring programs. Focusing on the change in composition of white men, white women, black men, and black women in managerial positions, the researchers measured the efficacy of each program type on a range of variables.

Researchers documented changes in managerial diversity within 708 organizations over the course of 31 years. Data collected for the years 1971-2002 represented nine occupational categories and detailed the gender, race, and ethnicity of individuals. This information came from the Equal Employment Opportunity Commission (EEOC), which requires many employers to provide annual reports detailing the diversity of their employees. In

addition, they conducted their ownsurvey from the sample, to capture diversity program history within each organization.

The results affirmed that the most effective approach to increasing managerial diversity is to establish a structure of responsibility. In particular, constructing diversity task forces produced the greatest increases in managerial diversity. Task forces contributed to a 14 percent increase in white women mangers, a 30 percent increase in black women managers, and a 10 percent increase in black men managers. These results demonstrate the importance of formally appointing individuals to take charge of implementing and sustaining diversity efforts.

Other noteworthy findings revealed that mentoring programs may be quite helpful for increasing the proportion of black women managers, in particular. In addition, social networking programs effectively increased the representation of white women. Interestingly, however, social networking actually reduced representation of black men.

Overall, white women reaped the most benefit from diversity programs. Black women benefited slightly less, and black men benefited least. These findings tell us that programmatic efficacy may be heavily dependent on demographic characteristics. Because diversity is highly complex, (it is not limited to race, gender or ethnicity), more research is required before experts can truly understand the interactions that occur as a result of implementing diversity programs.

Source: Kalev, A., Dobbin F., & Kelly, E. (2006). Assessing the efficacy of corporate affirmative action and diversity policies. American Sociological Review, 71, 589-617.
What Coalitions Can Do www.coalitioninstitute.org
Designate responsibility. The experts confirm that the only way to ensure diversity efforts are implemented and sustained over time is to create accountability. Appoint a diversity task force or develop a member mentoring committee and assign that group to seek involvement of community groups consisting of diverse populations. Recruit members, volunteers or partners with the necessary skills and the commitment to promoting diversity within your coalition.
Create a plan, put it in writing, and implement it! As with any other initiative, it is necessary to establish short-term, intermediate, and long-term diversity goals. What does your coalition want to achieve? If your plan is written and incorporated into the coalition’s larger strategic plan, it is more likely to be implemented. Routinely review your plan and make changes when necessary.
Consider providing mentoring and networking opportunities to promote diversity. Coalitions are great networking and mentoring vehicles. Seek out opportunities to work with coalitions that have implemented successful cultural competence plans. In encouraging broad membership within your coalition, provide social support for members and potential members through mentoring initiatives. Such activities communicate your coalition’s commitment to comprehensive community involvement as well as build and retain diversity.
Be comprehensive. Although diversity training alone may not improve diversity within your coalition, it may be useful in combination with a variety of other approaches. Address diversity in the same manner as other changes in your community, with broad, multi-strategy actions. A single initiative can only go so far. Consider providing mentoring and networking opportunities to promote diversity.
Address the many dimensions of diversity. Race and ethnicity often are sole focus of diversity efforts, but other dimensions of diversity are equally important. Consider gender, social class, religion, age, sexual orientation, educational background, and physical and mental abilities as you increase diversity within your coalition.
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CADCA's National Coalition Institute is federally-funded through a grant from the Office of National Drug Control Policy that is administered by SAMHSA's Center for Substance Abuse Prevention. The Institute's mission is to increase the effectiveness of community anti-drug coalitions throughout the nation.