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selected HR professionals and compared diversity practices of 2010 with
those of 2005, showing the following changes.
￿ The percentage of companies that provide training on diversity issues
increased to 71% in 2010 from 67% in 2005.
￿ The number of organizations that have a diverse board of directors
increased to 66% in 2010 from 53% in 2005.
￿ The percentage of organizations that said their diversity practices were
very or somewhat effective increased to 84% in 2010, up slightly from
83% in 2005.
￿ However, the percentage of organizations that have workplace diver-
sity practices, such as recruiting and retention strategies and commu-
nity outreach, declined to 68% in 2010 from 76% in 2005.
The SHRM poll (2010) indicated that companies invested in building
human capital during the economic downturn that began in late 2007.
Larger organizations, government agencies, and multinational organiza-
tions were more likely to address workplace diversity. Some diversity
practices have been put on hold during the recent recession. For example,
diversity hiring programs may be suspended when there is no hiring. The
findings clearly show that organizations are still making significant invest-
ments in diversity programs and that these programs are paying off for
those organizations. The poll also showed that 68% of organizations con-
tinue to mandate diversity training for top-level executives.
At its Diversity and Inclusion Conference, SHRM announced that it
was creating standards for diversity practices within the next 2 years that
￿ A description of the top diversity professional position;
￿ The essential elements of diversity;
￿ Inclusion programs;
￿ Metrics that measure an effective program.
The SHRM poll identified three sets of best management practices
recommendations, concerning (a) how to better manage diversity, (b) the
benefits experienced from diversity, and (c) maintaining a positive work-
place environment. The three areas are described in Box 5.1 .
Managing diversity effectively in any setting means acknowledging
workers' differences and recognizing those differences as valuable. It
enhances good management practices by preventing discrimination and
promoting inclusiveness in all settings. Good management alone will not
necessarily work effectively with a diverse workforce. It is often difficult
to see what part diversity plays in a specific area of management in the
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