Development and Learning in Organizations

Purpose - To show how e mentoring can be used. Design - The article quotes case evidence on the value of e mentoring. Findings - E mentoring can be an effective mode and does not suffer from as many problems as some would imagine Practical implications - E mentoring can be used in organizations as an effective development approach Originality/value - Very little has been written about e mentoring and this article is a useful addition to the literature.

Purpose - To show how e-learning has contributed to organizational learning. Design/methodology/approach - The article explores how BAE Systems has used a virtual university to develop learning opportunities for its staff. Findings - Cost savings have flowed from using e-learning as well e-learning extending the reach of learning activity. Practical implications - The article shows how e-learning can be put into practice and the value of an organization-wide approach. Originality/value - The article will be of value to company trainers and developers who are looking at the use of e-learning.

Purpose ? To show how coaching of footballers has relevance to organizational life. Design/methodology/approach ? The paper is based on experience of coaching coaches in England for the Football Association. Findings ? Significant issues for coaches have been identified and this paper focuses on learning from mistakes. Practical implications ? Coaches need to consider what they are trying to achieve and how they go about it. Originality/value ? This is unique paper that provides real insight into sports coaching that have significance for all coaches.

Purpose ? To make the case for those involved in organizational learning to take an interest in (and do something about) the problems with schooling. Design/methodology/approach ? Think piece based on experience Findings ? The need is for adults to take action on behalf of young people. Practical implications ? Organizations will run better if schools did a better job in providing a rounded education for young people. Originality/value ? Linking organizational needs with schooling.

Purpose ? The paper shows the need to get beyond short-term thinking in approaching learning and development issues. Design/methodology/approach ? The paper is based on experience in learning processes in organizations. Findings ? Learning and development cannot be just based on bite-sized training and other short-term processes. Practical implications ? Organizations need to consider the implications of their choices for learning interventions. Originality/value ? The paper challenges much thinking in organizations and exposes the weaknesses of much training activity.

Purpose The purpose of this article is to alert managers to the importance of managing employee sensemaking during organizational change. Design/methodology/approach The author uses her personal experience as a manager to discuss the importance of managing employee sensemaking during organizational change. Findings Managers and employees must learn to understand their sensemaking assumptions, biases, and perceptions to do a better job of implementing organizational change. Practical implications By understanding and managing employee thought processes and communicating the story of an organizational change to meet employee needs, managers can make organizational change less risky. Originality/value This study informs managers about how employee perceptions can inhibit organizational change success.

Purpose ? To highlight and explore the concept of charisma and charismatic leadership and to suggest how good leadership is possible. Design/methodology/approach ? The article is based on the conceptual consideration. Findings ? A way to better charismatic leadership is possible to achieve, but this needs a lot of work and commitment. Practical implications ? The article suggests some key points to develop better charismatic leadership. Originality/value ? The article will be of value to those business managers who want to develop their skills of leadership

Purpose ? The purpose of this article is to offer a simple and usable framework for coaching. Design/methodology/approach ? The article is based on experience in Thailand. Findings ? The model is a convenient approach. Practical implications ? The model is a practical and usable framework. Originality/value ? The paper will help those new to coaching.

Purpose ? The paper is aims to promote both dialogue and action around learning in organizations. Design/methodology/approach ? The basis of the paper is in the collective experience of the 13 authors who produced the Declaration. Findings ? The paper argues for the central importance of learning for all organizations. Research limitations/implications ? The research for the paper is in the collective writings of the 13 authors. Practical implications ? The practical implications of the ideas promoted can be considerable. Very few organizations practise what is suggested in the paper. Originality/value ? The paper is of value to anyone working in organizations, not just learning and development professionals. It can be the basis for developing organizational learning strategies.

Purpose - To highlight the personal qualities and skills that inspire people to work for leaders. Design/methodology/approach - The article is based on work that has helped to develop emotionally intelligent leadership. Findings - That an integrated approach to developing leaders that focuses on honesty, commitment and trust is important, and is supported by mentoring and other learning vehicles. Practical implications - The article is about successful programs that have supported the development of leaders in various organizations, and demonstrates the elements of an integrated learning design. Originality/value - The article will be of value to managers, leaders and HRD/learning-and-development executives.

Purpose The aim of the article is to introduce readers to a novel way of utilizing experts to assist learning Design/methodology/approach The article is based on significant experience of using the witness approach over many years. Findings We have found that managers and others like using the witness approach. It clearly enhances learning and this has been identified in evaluation studies. Practical implications The article shows how organizations can use the witness approach in practical situations. Originality/value Most people have never heard of the witness approach and so it will be seen as quite an original contribution to the field.

Purpose - To explore the nature of learning in organizations. To link organizational change to learning. Design/methodology/approach - The article looks initially at some historical factors before getting into practical issues. Findings - Learning and organizational change need to be linked. The use of the Organizational Capability Survey is outlined. Practical implications - The article shows how an Organizational Capability Survey can be used. It also alludes to the use of web-based approaches. Originality/value - The article will be of value to anyone in organizations struggling with major change.

Purpose ? This paper aims to highlight the importance of creating an effective work system. Design/methodology/approach ? The paper shows the benefits of systematically incorporating good work practices. Findings ? The paper illustrated that a systematic work system can unify work efforts. Several different work systems are described within the text. Practical implications ? The paper describes what is needed so everyone is knows ?Who we are? and ?Where we are going?. Originality/value ? This paper makes the case that it is more important to create a systematic approach to work than it is to implement any particular high performance work practice.

A multi-hospital health system was facing urgent new demands related to staff development, driven by internal and external factors. To improve the standard of care, and to counter increasing public criticism, its leaders wanted to offer more effective skill development opportunities for employees. At the same time, they needed to respond to governing bodies which had begun to demand more data about the levels of staff competency.

Purpose The purpose of this paper is to describe the transformative impact that 3D technologies rooted in entertainment, e.g. games and virtual worlds, are beginning to have on the business environment for the development of enterprise applications. Design/methodology/approach This briefing draws on wide, firsthand experience of the policy, research and commercial implications of new digital technologies. Findings The paper finds that these technologies and the resulting applications have significant potential to increase learning and development, realize productivity gains and boost Return on Investment (ROI) across a wide range of enterprise functions. Practical implications The paper provides strategic insights, including case study references on how the widespread adoption of 3D internet technologies by consumers is poised to shape the workplace. Some of the technical, cultural and regulatory challenges are also addressed. Originality/value The paper encourages decision makers in organizations to consider how these new technologies can be applied to deliver value. This includes stimulating innovation, personal development, effective meetings, new channels for customer engagement and recruitment.

Purpose The purpose of this paper is to raise concerns about how depression in the work place is too often overlooked and to identify what needs to be done to benefit individuals and organizations affected. Design/methodology/approach This paper defines the contexts, drivers and consequences of depression at work and goes on to identify some of the actions that need to be taken to support individuals and limit the impact on organizations and society. Findings There is a need for much better identification and care around depressions at work than is the case. Not only should GPs be more aware of depression as a work related issue, but organizations should note that much of their dysfunctionality is caused by depressed workers. It is proposed that serious attention be given to providing systematic and universal support by both employers and the NHS to deal with this great personal and economic matter. Practical implications The paper should lead to further action by all the players in this aspect of the labor market. Originality/value The value of this paper is to raise the profile of an issue, depression, that is not talked about sufficiently but that has huge personal and organizational impacts. The reader is invited to consider the suggestions for action within their own organizations.

Purpose – The paper argues that organizations can use corporate alumni networks to capture and transfer the knowledge of baby boomers after the latter retire. Design/methodology/approach – The paper introduces the concept of corporate alumni network and explains how this tool can facilitate post‐retirement knowledge transfer. Findings – Corporate alumni networks enable organizations to recover the know‐how and know‐who of their retired employees in two ways. On the one hand, they help employees to preserve their personal relations with retired baby boomers. As a result, employees can rely on their retired colleagues for information and referrals in the same way that they do with other members of their informal networks. On the other hand, corporate alumni networks allow organizations to create a portfolio of working retirees who can be called up when necessary. Originality/value – Although most organizations are aware of the need to preserve the in‐depth knowledge of soon‐to‐retire baby boomers, they focus mostly on pre‐retirement knowledge transfer activities. The paper expands the horizon by discussing a post‐retirement strategy.

Purpose – The purpose of this paper was to expose the problems associated with honest feedback, especially when it is seen as negative Design/methodology/approach – The paper is based on work done in a variety of organizations as well as published sources. Findings – The paper finds that managers can find themselves the subject of allegations of bullying etc. if they provide negative feedback in a context where managers are undermined either by senior management or by the legal system. Practical implications – The paper has real practical implications for leaders/managers and learning and development professionals, as it is unique in exposing a real problem that is glossed over in much management writing. Originality/value – The paper will be of value to managers and learning specialists as it raises important issues about the need to tread carefully if they are working in a culture, which provides opportunities for people to make unwarranted allegations against managers.

Bakers Delight Holdings is the largest retail bakery chain in the world. With over 650 bakeries in three countries the company employs both a large number of bakery staff in its company-owned bakeries and several hundred corporate staff in support offices. Bakery employees include shop assistants, baking apprentices and bakery managers while the corporate offices have staff in areas including information technology, training, operations, purchasing, recruitment and marketing.

Purpose The aim of this paper is to explore ways in which organizations can take a more balanced stance on talent management, especially on the issue of the nature of talent itself. Design/methodology/approach The paper is based on experience in organizations and on the case of Michael Faraday as an exemplar of a talented person. Findings The paper finds that talent management/development is more complex than just identifying supposedly talented young people and developing them. Practical implications The paper has real practical implications for leaders/managers and learning and development professionals in identifying a better basis on which to develop talent. Originality/value The paper will be of value to managers and learning specialists who are involved in talent management strategy.

Purpose – The purpose of this paper is to study and understand the older generation’s attitude toward use of technology for workplace communications. Design/methodology/approach – In-depth interviews were conducted with the older generation employees of an Indian Oil and Gas Public Sector Undertakings. Data gathered from the interviews were then analyzed to draw broad themes. Findings – Although the older generation is aware of the importance of technology and has adequate knowledge of its use, they are reluctant to use it. The reluctance is not on account of techno-phobia; it is more in the nature of approach-avoidance. Research limitations/implications – Organizations and human resource managers should focus on addressing the mental block of the older generation regarding the use of technology. Practical implications – Reverse mentoring and formation of cross-generational teams can be used to alter older generation’s selective mindset in relation to technology. Originality/value – This paper discusses the role of technology in intergenerational communication in the Indian context.

Traditional approaches to managing people simply do not work. Being directive, i.e. “I tell you what to do and when to do it” inhibits development of the individual over time. Staff continually instructed by overly directive managers do not blossom, they wither. When we tell staff how to do everything, we are actually teaching them to do less for themselves.

Purpose – The aim of this paper is to examine the issues raised in the provision of training Design/methodology/approach – Examines the outcomes of workshop sessions held between October 2005 and June 2006. Findings – An analysis of the data shows how people developers see themselves as facing common problems. The same issues arose irrespective of business circumstances and, seemingly, location. Originality/value – This is a summary of part of the research that has underpinned the CIPD research project on the “Changing world of the trainer”. What these sessions have done is to reveal the barriers that prevent the building of an effective learning culture. How this recognition can help to contribute to the formulation of a training strategy can only be understood in the context of the wider CIPD research on training and learning.

Purpose During the 12 years that I have specialized as a trainer in presentation skills, I have witnessed the erosion of the most powerful presentation tools i.e. presence and passion. PowerPoint has become the dullard's crutch, giving some the illusion that they are adequate presenters. Design/methodology/approach The article illustrates that PowerPoint is most often used inappropriately. This is an observation based on the author's experience of thousands of presentations made by individuals from a wide range of organizations in the public and private sectors. The paper suggests the best ways to use PowerPoint and suggests alternatives. It also indicates the most important considerations a presenter should have when designing a presentation. Findings From my experience and observations it is clear that speakers who seek to enthuse and entertain are those who gain the best results. Regrettably, continual use of PowerPoint rarely has this impact. Practical implications Speakers need to relegate PowerPoint to a subordinate role when planning their presentations. They may find it a useful tool for illustrations and to reinforce a bold fact or statistic, but the author's advice is to avoid bullet points and consider more inventive ways to make key points, e.g. props, stories, demonstrations and, especially, audience involvement. Originality/value The article is invaluable to all who are required to communicate via presentations. It is a wake‐up call to ask them to consider their reliance on PowerPoint and alternatives that may help them to be more effective. The article confronts the commonly held belief by the majority of employees and teachers, that PowerPoint is a sine qua non during the delivery of information to groups.

Purpose: To examine the l inks between the core beliefs a leader holds about learning and knowing (called epistemological beliefs) and how they go about leading an organisation. Design: We interviewed 15 directors in centre-based child care organisations about how they viewed learning and knowing in their leadership role. Findings: What we found in these interviews were that the directors who indicated transformational leadership behaviours also thought that staff learning and knowing should be active, meaningful and evidenced-based. This means that they viewed knowledge as evolving, tentative and needing to be critiqued and evaluated in the light of evidence (known as evaluativism in epistemological belief jargon). Conversely, the director with transactional beliefs about leadership clearly demonstrated beliefs that knowledge was about his own “truths’ or black and white facts that could be transmitted to others (known as objectivism). Value & Practical Implications: While it may be useful to reflect on the connections between core beliefs about knowing and learning and transformational leadership practice, a more important task for the field is how such leaders might be nurtured.

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Purpose – The purpose of this paper is to show how interactions in organizations need to move beyond the superficial. Design/methodology/approach – The paper is a think piece based on experience. Findings – The paper finds that the need is to get beyond small talk into big talk. Practical implications – The practical implications of the paper are that managers and developers need to consider the ways in which they develop trust in organiszations, and the need is for people to engage in dialogue around things that really matter. Originality/value – The critique of networking in this paper is new and original.

Purpose The paper investigates the perceived critical managerial factors affecting the performance of small and medium‐sized enterprises (SMEs). Design/methodology/approach Data were collected from 250 SMEs in Botswana through questionnaire and analyzed using simple descriptive statistics. The respondents were asked to rate the impact of 34 selected items (derived from small business management literature) using a five‐point Likert type scale ranging from very high (5) to very low (1). Findings The findings revealed that four factors (managerial action, human resources development, managerial background and organization development) emerged as critical management problems affecting the survival and growth of SMEs in Botswana. Research limitations/implications Although the findings are based on perceptions of managers rather than actual impact analysis, they have practical implications for the development of a proactive management development and training and small business support programs in developing economies like Botswana. Practical implications The paper promotes the importance of designing management development and support programs based on assessment of the organizational and managerial problems and the objective conditions in which SMEs are operating. Originality/value This article discusses SMEs in Botswana.

Purpose – The purpose of the paper is to look at how investing in the skills development of first-line leaders can improve overall business performance. First-line leaders are the largest and arguably the most important group of leaders in any organization; yet recent research shows that they are one of the most neglected in terms of training and development, which is impacting businesses’ bottom line. Design/methodology/approach – This study involves literature review and Forum Europe, Middle East and Africa’s own survey data. Findings – It is the companies that take the time to invest in developing the essential skills of their first-line leaders that will reap the rewards generated through their ability to create a highly motivated, engaged and results-driven team. Originality/value – Focusses on the skills required by first-line leaders, and the five “engagement needs” they must understand in order to motivate the workforce.

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Purpose – The purpose of this paper is to introduce examples and methods of incorporating creative brainstorming and integrative thinking skills into training programs. Design/methodology/approach – The paper discusses an innovative training program as a case study to demonstrate the application of creative brainstorming and thinking skills into the design of the program. Findings – Interdisciplinary thinking, engagement, flexibility, individual customization, collaboration and inspiration are critical to the development of creative and integrative thinking skills for managers. Practical implications – This paper invites trainers and practitioners to consider new perspectives and customized approaches to develop creative and inter-disciplinary thinking skills for managers. Originality/value – This paper opens up new possibilities for innovation and customization in training programs to develop creative thinking skills.

Purpose – The paper shows how branding is a crucial part of the strategy for a learning and development function. Design/methodology/approach – Research was conducted across a range of organizations. There was also an in-depth study in one organization. Findings – Branding is important but often badly done. Research limitations/implications – Follow-up research on the pay-off from branding would be useful. Practical implications – The research suggests some practical steps that learning and development can undertake to improve their image in the organization. Originality/value – There has been very little work done on the branding of learning and development. The research is original and unique.

Purpose – This paper aims to emphasize the behavioural shift in contemporary leadership and relate it to ancient traditions. Design/methodology/approach – First reviewing contemporary trends, the article links these to widely available statements from Gautama Siddhartha, also known as “The Buddha”. It adopts a philosophical approach toward existing literature and experiential impressions. The subject scope is awareness and application of social skills in leadership. Findings – The foundational concept of leadership has remained unchanged over many centuries, and an awakening about that is happening. Practical implications – Encouraging leaders in all settings to develop and nurture “soft” skills (e.g. empathy, emotional intelligence, listening, leading from behind, tolerance, and yielding) along with the “hard” ones (e.g. knowledge, passion, charisma, decisiveness), which are often prioritized. Social implications – The impact on society will be that a greater sense of gratification among those who are treated respectfully will positively affect their behaviour, leading to expansion of this mentality, and finally resulting in greater societal happiness. Originality/value – This paper is a critical note to all who currently fulfil or aspire to leadership positions in any setting. It will not only ensure greater success in their career, but also result better organizational performance.

Purpose This article introduces a conceptual view of supply chains from a situated learning and “community of practice” perspective. This non‐conventional “soft systems” view places an emphasis on the social and practical dimensions of learning within a context as a means to improve supply chain integration and performance. Design/methodology/approach This paper is conceptual and introduces a learning theory that offers practical relevance to practitioners in the supply chain field. Findings The findings presented in this paper are conceptual. However, the perspective offered draws upon recent successful research into the dynamics of situated learning activity in a project team environment. Practical implications By embracing this humanistic and social learning perspective, practitioners have opportunities to initiate a “community of practice” condition in which they systematically focus on and collaboratively develop their learning skills and their supply chain interactions and integration. Originality/value The value of this paper is to invite the reader to consider supply chain scenarios as “situated learning opportunities involving communities of practice” which, if appropriately engaged, can contribute towards learning and innovation and the development of inter‐organizational integration along a supply chain.

Purpose – The paper aims to make a broad assessment of the proliferation of Master of business administration (MBA) degrees and to consider comparative value. Design/methodology/approach – There is brief description and analysis of what MBAs are and are intended for, with best and worst kinds of provision discussed Findings – The conclusion is that the whole concept of MBA needs to be rethought bearing in mind the wide variety of careers and ages of students. Originality/value – The conclusion is that there should be more specialist masters degrees for mature professionals and better consideration should be given to real career needs of younger students.

Purpose – The purpose of this paper is to provide an interview with Mark Byford. Design/methodology/approach – This study discusses findings from a global survey of 500 executives about how well their needs are met by organizations. Findings – This study outlines the importance of providing support for both external and internal hires so that they may integrate into their new roles as quickly as possible. Practical implications – This study provides insight for human resource and learning and development professionals on how to ensure that new hires receive the support they need to adapt quickly to a new role or working environment.

Purpose – The purpose of this paper is to make the case for a more sophisticated approach to coaching by managers in organizations and to show the need for a more strategic approach to the place of coaching in organizational learning. Design/methodology/approach – This is a think piece based on experience and previous research. Findings – The paper finds that the need is for managers to be given more assistance by learning and development professionals to assess the best learning modes for their staff. Practical implications – Organizations will run better if managers are given better support for developing their staff. Coaching is not the answer to all learning needs. Originality/value – The paper makes a unique case for taking a more measured stance on the use of coaching and acts as a balance to those who over-promote the approach.

Purpose – The purpose of this paper is to inform readers about the pivotal role of venture capitalists in the development of the companies they finance. Design/methodology/approach – The case study is based on interviews with the company and the investor, supplemented by desk research that includes company literature and press reports. Findings – The paper shows how Care UK, which delivers social services to a number of clients in both the public and private sectors, was able to develop its training function and relevant organizational capabilities with the active support of Sovereign Capital – Care UK's venture capitalist. Training in both basic health and personal care has proved very successful in making the company a market leader in its particular market. Originality/value – Provides valuable insights into innovative management practices in the social services sector area.

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The concept of mentoring (or indeed providing any support with personal and professional development) for doctors in the UK’s National Health Service (NHS) is still relatively new. The majority of practicing doctors have been educated and trained using very traditional models of lectures, exams and apprenticeship. They made their career decisions and career plans relatively young in life and they were expected to stick to them throughout their working life.

Purpose – This paper aims to compare the characteristics of mentoring understood as a traditional linear feedback process aimed at effectiveness, with mentoring understood as a nonlinear process, emphasizing emergence. Design/methodology/approach – Based in systems theory and the nature of feedback processes, differences in the nature of goals, paths, roles, interdependence and communication for each type are explained. Practical implications – Organizational development specialists and executives may want to consider a reorientation to the way mentoring is conceived in their organization. Effectiveness is for the reproduction of present successes. Emergence is for exponentially broader developmental success in the future. Originality/value – The paper is conceptual in nature, but is of considerable practical import for organizations and mentoring relationships aspiring to generative learning.

One of the goals of many formal mentoring programs is to bring the organization to the point where the majority of mentoring is carried out informally, without the need for substantial, structured support from HR and elsewhere. The problem, in most cases, is that completely informal mentoring – where people come together without guidance and without clarity about the mentoring role – is a hit and miss affair. Not only is the quality of the relationships highly variable, but the pairings tend to exclude people who do not fit the mould, by virtue of their gender, race, culture or some other differentiating factor.

The proliferation of e-learning is challenging the convention, not only of where and how it is possible to learn, but also of who is able to learn. For a number of the UK’s disabled, those whose early education either was not completed or was not even possible, online courses have enabled them to finally close the gaps in their education and gain the skills necessary to further their careers.

Purpose – The purpose of this paper is to address how organizations can make the most out of an executive coaching process that is well integrated into their internal culture, human resources (HR) processes and overall strategy. Design/methodology/approach – The paper provides some practical pointers that organizations should do to improve the efficacy of their executive coaching process. Findings – Findings of the paper include: aligning the coaching process with culture and other HR processes; managing the perception of coaching in the organization; attending to the boundaries of confidentiality in coaching; and harnessing the knowledge of executive coaching as a way of capturing organizational learning. Originality/value – Little has been written on how best to integrate an executive coaching process within the culture and overall processes of an organization.

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Purpose The aim of the paper is to highlight the IT skills gap and promote training and development as a solution. Design/methodology/approach The objectives are achieved by tackling the topic of IT skills gap and training and development head‐on. The approach to the subject is business‐focussed, keeping in mind the target audience are key decision makers within a wide number of industry sectors. Findings The paper discusses how organisations can use third‐party training specialists can help to plug IT skills gaps. Practical implications This paper should encourage organisations to look carefully at their workforce, noting skills gaps, and consider training and development programmes for their staff. Originality/value This paper is the first article issued to DLO on behalf of Computeach, the IT training specialists.

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Purpose – The purpose of this paper is to consider leaders as continuing learning and development (L&D) crafters. Design/methodology/approach – To maximize leaders’ “self-awareness” and “learning agility”, this article addresses itself to positive, purposeful and planned self-development by means of continuing L&D crafting. Findings – Executing leader’s structured and personalized developmental portfolios produce both personal and organizational gains, as reported by participants in the global “Learning Entrepreneurs” research project. Practical implications – The article offers a “designy” tool that executives can use in the workplace and outside. Social implications – Apart from the fact that it seems highly practical to employ L&D crafting as a business leadership development method, one can extrapolate this idea, and recommend this technique to leaders outside of business. This may transform institutions at large into learning organizations. Originality/value – Rooted in design thinking and positive organizational studies, the article advances a “continuing developmental portfolio” made up of two components: a continuing executive development “Check-in” and “Design”. These together are a mechanism for natural and disciplined learning from opportunistic incidents.

Purpose The purpose of the paper is to outline a diversity training framework in which research literatures and findings in psychology and human resource management (HRM) are used to guide organizations in the delivery of diversity training. The author proposes improvements to the current state of diversity training practices and implementations within organizations through the use and integration of research literature. Design/methodology/approach The paper is both a conceptual and a general review paper. It involves the discussion of research on diversity training, as well as diversity and training separately (conceptual), and includes a general analysis of diversity training (review). Findings The paper offers a general review about how psychological and HRM research findings can help organizations better implement diversity training. It suggests that successful diversity training involves a three-part approach: follow established psychological theory to guide selection of diversity training initiatives, use a framework for HR diversity management and adopt practical steps to better manage diversity initiatives (paying careful attention to a needs assessment, linking diversity strategy to business results and establishing metrics and evaluating effectiveness). Practical implications Diversity training has not been and continues to not be research- or evidence-based. This paper outlines some suggestions for integrating psychological and HRM research findings into the delivery of diversity training. The practical implication is that organizations and stakeholders will use a more evidence-based approach to diversity training. Originality/value This paper meets the needs of organizations seeking a more research- and evidence-based approach to diversity training.

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