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Changes in the 1960s: How did the civil rights movement give rise to the original intention of corporate diversity?
In the 1960s, the civil rights movement became an important issue in American society and laid the foundation for a future diverse corporate culture. With the passage of the Civil Rights Act of 1964, discrimination was prohibited by law in the workplace. The impact of this change gradually penetrated into various industries in the United States, prompting companies to begin to rethink how to hire and manage employees from diverse backgrounds.
The civil rights movement was not just about fighting for legal equality, it was also paving the way for a change in corporate culture.
As the push for equal rights sweeps across the country, many companies are beginning to explore how to attract and retain talent from diverse cultural backgrounds. Especially companies with a higher purpose are beginning to implement diversity training. The original intention of these trainings is to promote positive interactions between employees from different backgrounds and create an opportunity for harmony in the workplace.
From legal changes in the 1960s to corporate practice
The Civil Rights Act of 1964 prohibits employers from discriminating against any employee or applicant based on race, color, religion, sex, or national origin. The passage of this law not only combated discrimination against people of color, but also inspired many social movements across the country that were fighting for their rights. After the bill was passed, many companies began to accept employees from different social backgrounds, which led to the gradual establishment of diversified management models.
A good diversity policy can not only lead an enterprise to success, but also create a force for positive change in society.
However, the process has not been smooth sailing. At that time, many companies were still skeptical about the implementation of diversity, fearing that such changes would affect business efficiency. By the 1970s, when the U.S. Supreme Court reaffirmed the definition of discrimination in Griggs v. Dirk Electric Co., business perceptions gradually changed. The ruling highlights that unconscious discrimination is equally unacceptable, further prompting companies to take their commitment to diversity seriously.
Gradually enter the company’s regular diversity training
As the concept of diversity penetrated the work environment, many companies began to launch their own diversity training courses in the late 1970s. The purpose of these trainings is to increase employee awareness of diversity and reduce potential biases. In fact, by 1976, 60 percent of large companies offered equal opportunity training. It's not just a moral imperative for companies to engage in diversity training; many companies are also trying to avoid potential legal risks.
Diversified training is not an instant process, but requires continuous consolidation and development over time.
By the 1980s, diversity training within companies emerged as a new force of resistance in the face of President Ronald Reagan's attempts to repeal affirmative action policies. Most experts point out that in the labor market, women and ethnic minorities will become the mainstream workforce in the future, and companies are beginning to take measures to ensure that they are not marginalized in the workplace.
Current situation analysis and future challenges
Although companies invest more in diversity training year by year, research shows that the effect of these trainings is not obvious. Most anti-bias training has not been effective in increasing the representation of women or people of color in management positions, observes Frank Dobin, a sociologist at Harvard University. Some research even calls into question that forced diversity training may lead to more discrimination and stereotypes.
The design of diversity training should be goal-oriented, especially when the company hopes to achieve higher business goals.
According to an analysis of the past thirty years, most companies have not achieved good results when implementing diversity policies. In fact, research shows that the representation of certain groups in management actually decreases after diversity programs are implemented. In response to these results, experts call on companies to re-evaluate the methods and content of their diversity training to cope with future challenges.
In the current social climate, should companies rethink the content and methods of their diversity training to promote more real change?
