Getting to diversity: What works and what doesn't by FrankDobbin and AlexandraKalevCambridge, MA: Harvard University Press. 2022. 199 pages, $29.95 hardcover
两位管理专家基于30多年数据，分析企业多样性举措的效果，指出传统培训效果有限，建议通过系统性改革（如多样性任务小组、导师制）来真正提升职场多样性。适合管理者、HR、DEI从业者及学者参考。
How often have you participated in Diversity, Equity, and Inclusion (DEI) training only to feel attacked or that the training backfired for some, if not all, of the people in the room? In this authoritative, data-driven account, Frank Dobbin and Alexandra Kalev, two eminent management experts, challenge prevalent strategies for enhancing workplace diversity, offering an all-encompassing perspective on what truly yields results. As America undergoes increasing diversity annually, the growth of diversity in organizations and executive roles remains stagnant. This predicament has sparked urgent national discourse, prompting the question: How can we remedy this? This research-based, scholarly book addresses these concerns. It is our belief that everyone who is concerned about DEI should read this book. For those who are practitioners, the summary chapter might suffice to give an idea of what works and what does not. The chapters provide more detail on the research for those wanting more in-depth information. At less than 200 pages, this is not a long book and is easily readable in 1 or 2 days. We were so fascinated and surprised by the book's revelations that we have been mentioning the book to people we know at parties and in classrooms. In fact, some of us are planning on sending copies of the book to friends and family. Why was this so transformative for us? While bestselling books advocate moral transformation, employers, despite good intentions, often resort to guesswork and mimicry of their peers. Arguing that the focus should shift from changing individual behavior to altering systems, these leading workplace diversity authorities provide a superior approach through a comprehensive, data-backed analysis of effective and ineffective methods. The authors leverage over 30 years of data, including in-depth manager interviews, and encompassing eight hundred companies. They explore the complex interplay of DEI within American corporate domain, tracking the progression of opportunities for diverse demographic segments across multiple decades. The research reveals a sobering truth: despite advancements in society, the path toward achieving parity in representation is slow-moving and falls significantly short of succeeding. In fact, this research demonstrates the limited impact of conventional practices, which yield minimal change and can often backfire. Dobbin and Kalev assert that it's time to address the management systems hindering the success of minoritized populations. They unveil innovative strategies adopted by top-tier companies, including revamped recruitment, mentoring, skill development systems, as well as techniques to integrate segregated work groups and enhance diversity. Their central argument stipulates that the success of new systems hinges on their accessibility to all, not just a select few. Formal DEI Rules and DEI Training, as it is most often practiced, have not been effective. Within their comprehensive analysis, the authors meticulously scrutinize the influence of diversity training programs, formal rules to reduce bias, recruitment practices, mentoring, and many other tools spanning the years from 1971 to 2015, on the composition of management. Their primary goal is to disentangle the genuine effects of these programs by juxtaposing firms' conditions before and after the introduction of such initiatives. This analysis is conducted while also considering the presence of other diversity initiatives, human resources policies, and the demographic compositions within the firms. Training alone is not effective but cultural inclusion training can be part of the solution. This can mean taking DEI out of the “legal” realm, and moving it to the “empathy” or “helpfulness” realm. The idea is that if you are in the “legal” realm, you may be accusing the participants of something they did not do. Rather, if you move it into the “empathy” or “helpfulness” realm and show the trainees how to be helpful or how to protect those of differing backgrounds, the trainees’ mindset changes and stops being defensive. Additionally, formal rules and grievance policies often lead managers to have a false sense of fairness. The reality is that if employees complain they are often worse off. Ombuds offices are one way to create an atmosphere where complaints can be more fairly addressed. Recruitment practices, mentoring, training programs, self-managing teams, flextime, and diversity managers are analyzed throughout the book. Each management technique is examined for what is most effective in meeting diversity goals and what does not work. The accompanying graphs clearly indicate the impact of each technique and how effective they are. Companies’ initiatives are examined to show whether the techniques they used were successful or not. For example, the discussion of IBM's democratizing mentoring programs in the 1930s, Walmart's updated training programs in 2014, and The Gap's modification of schedules to make them more predictable. Target, General Mills and Coca Cola's recruitment programs are also discussed. Results of their findings suggest that one of the most effective ways to increase the share of management jobs for women and people of color is to have Diversity Task Forces and Diversity Managers. Despite sincere intentions, the prevailing human resources (HR) procedures frequently fail to meet their claimed standards of impartiality. Recruitment remains largely influenced by informal recommendations from white managers, perpetuating inequities. Certain demographic groups, notably Black and Latinx frontline workers, encounter obstacles in their professional journeys due to biased performance assessments and restricted opportunities for progression. The authors suggest a reconfiguration of corporate career frameworks to enable comprehensive opportunities for groups that have historically faced marginalization. In summary, the book sheds light on the persistent obstacles in realizing DEI within the American corporate landscape. It deconstructs widely held misconceptions and emphasizes the necessity of structural transformation to establish a genuinely inclusionary workplace. The authors provide practical suggestions of what works and what doesn't along with examples of companies who have followed these policies. The narrative acts as a stimulating rallying cry, urging enterprises to surpass superficial diversity efforts and adopt strategies that authentically cultivate equitable prospects for everyone. As previously mentioned, this book should be considered essential reading for several target audiences. Specifically: Employees at all levels: Top-Level Executives, including C-level executives, Chancellors, Deans, Managers, Supervisors, and Front-Line Workers. Having all employees understand the nuances of diversity training and its impact can empower them to create more inclusive work environments. The book conducts a thorough evaluation of diversity and inclusion strategies, offering guidance not only to leaders in discerning effective approaches from those that may fall short, but also to front-line workers in more holistically understanding their role in their company's DEI efforts. HR Professionals: HR professionals play a pivotal role in implementing diversity and inclusion initiatives. This book offers essential data and analysis to guide HR strategies and practices, enabling HR teams to make well-informed decisions regarding diversity training, recruitment, and workplace policies. DEI Practitioners: Professionals specializing in diversity, equity, and inclusion will find this book invaluable. It provides an in-depth exploration of the efficacy of different diversity initiatives, shedding light on which approaches yield positive outcomes and which may have unintended consequences. Academics, Researchers and Students: This book presents extensive research findings and methodology that can inform further studies in HR management, organizational leadership, or diversity-related subjects. Policy Makers and Advocates: Those involved in shaping workplace policies and advocating for diversity and inclusion can use the insights from this book to inform their efforts. It provides evidence-based guidance on how to promote diversity effectively.