Training Industry Magazine - March/April 2021 - 11

DR. THERESA R. HORNE, CPTM, CSM, SHRM-SCP

GUEST EDITOR

RACE, GENDER AND AGE:
SOCIAL CONSCIENCE OF LEARNING

In the context of professional development,
learning should offer a full spectrum of
possibilities tailored to learners' unique
needs, circumstances and preferences.
So, how do social constructs - such as
race, age and gender - affect how learning
leaders develop programs to effectively
engage and advocate for diverse
learning communities?
BREAKING BARRIERS
A 1997 study found that race and gender
play a role in how quickly minority
employees move up in their organizations.
The study found that, " determinants of
promotion were systematically different
for Black and White employees. " Armed
with this research, learning leaders can
begin to fully understand and evaluate the
level of support needed to break barriers
to equitable promotion.

IT'S IMPERATIVE TO
BUILD DEVELOPMENT
THAT IS INHERENTLY
EQUITABLE.
As a learning leader, it's imperative to build
development that is inherently equitable.
And, in doing so, learning leaders must
look toward mitigating obstacles and
boundaries present for minority groups
based on race, age and gender.
AGEISM IN THE WORKPLACE
Age is one facet to consider within
diversity, equity and inclusion. Reviewing
data regarding the age range of executive
leaders and management will reveal
whether this is an area requiring attention
in your organization. The assumptions

that youth equals less experience or
knowledge and senior equals unchanging
or less technically savvy should be
frequently and overtly challenged.
Learning leaders can combat age
discrimination against early and senior
employees in many ways. Highlighting
biases and stereotypes in training
curriculum can assist in shifting your
workforce's thinking around ageism, and
learning leaders can support the shift in
organizational culture through targeted
training, education and outreach.
THE INTERSECTIONS OF GENDER
AND RACE
Gender equality spans decades of activism.
Gender equality within the workplace is a
priority for many organizations. A 2020
report by LeanIn.org and McKinsey shows
steady improvement in representation of
women in senior vice president and C-suite
roles. However, they note that women
" remained drastically underrepresented,
particularly women of color. " With so many
efforts dedicated to securing equal pay,
affordable childcare and harassment-free
work environments, it can be difficult to
understand learning and development's
(L&D's) role in these changes. Learning
leaders can shape their organizations
through consistent training, targeted
messaging and strategic curriculum.
Focused development strategies on
gender-related differences in leadership
can be helpful. Creating a women's
leadership
development
program
specifically for women of color or hosting
a virtual women's brunch can enhance
network opportunities for up and coming
leaders, as well as provide coaching and

mentoring opportunities. Learning leaders
have the unique ability to assist in opening
dialogue around distinct cultural topics
that affect engagement and foster a sense
of belonging for employees.
EMPLOYEE RESOURCE GROUPS
If there is notable lack of racial diversity
in leadership roles at your organization,
it may be time to engage with employee
resource groups (ERGs) to support
equitable leadership development efforts.
ERGs are groups of employees working
together to build strong networks, align
future leaders with organizational goals
and engage specific employee subgroups.
By meeting with minority groups directly
and accounting for their specific needs,
learning leaders can design targeted
development opportunities. Additionally,
building relationships that harbor twoway communication will open the door
for frequent feedback to modify programs
and generate innovative ideas. Being an
ally for diversity, equity and inclusion is
a role that requires more than offering
services and should also encourage
relationship building and targeted actions
for improving organizational culture.
Learning leaders have a great opportunity
to reinvigorate their programs and refocus
their efforts to boost engagement and
positive culture change. In 2021, L&D can
elevate social consciousness into strategic
cultural change and upward mobility for
underrepresented groups.
Dr. Theresa R. Horne, CPTM, CSM,
SHRM-SCP, is the chief consulting officer
for Dynamic Training Partners LLC.
Email Theresa.

T R A I N I N G I N DUSTR Y MAGAZ INE - BUILDING AN EQUITABLE W ORKP L AC E I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

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https://www.trainingindustry.com/glossary/employee-resource-groups/ https://www.trainingindustry.com/glossary/employee-resource-groups/ https://journals.sagepub.com/doi/10.1177/0730888497024004005 https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace https://www.trainingindustry.com/magazine

Training Industry Magazine - March/April 2021

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