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[Music].basing employment decisions on factors.other than worker qualifications is.generally illegal in the United States.the costs of litigation penalties and.harm to an organization's reputation can.be substantial when violations occur.civil rights activists in the United.States use nonviolent means to protest.unequal treatment during the turbulent.1950s this led to the passage of.important non-discrimination laws and.guaranteed an equal employment.opportunity for all individuals equal.employment opportunity means that.employment decisions must be made in the.basis of job requirements and worker.qualifications with the enactment of the.Civil Rights Act of 1964 specifically.title 7 workers of all backgrounds were.provided a more level playing field in.terms of employment opportunities since.then a number of additional laws and.executive orders have been implemented.to prohibit illegal discrimination in.the workplace.well the Civil Rights Act stands is the.foundation of equal employment laws it's.by no means the only regulation.affecting employer or employee.relationships there are other laws that.regulate how issues such as an.individual's age disability and.pregnancy status are addressed at work.unlawful discrimination occurs when.those decisions are made based on.protected characteristics which are.individual attributes such as race age.sex disability or religion that are.protected under EU laws and regulations.these categories are considered.protected characteristics under various.employment laws and regulations all.workers are provided equal protection in.other words the laws do not favor some.groups over others these factors are not.work-related and should not be.considered federal protected classes.include race color religion national.origin sex age physical or mental.disability veteran status genetic.information and citizenship.Equal Employment Opportunity or EEO is.employment that's not affected by.illegal discrimination.it's a broad-reaching concept that.essentially requires employers to make.status blind employment decisions status.blind decisions are made without regards.to individual's personal characteristics.like age sex or race most employers are.required to comply with EU laws.alternatively affirmative action.involves taking proactive measures to.increase the number of women and.minorities in the workplace in an effort.to make up for past patterns of.discrimination this approach allows.employers to consider various personal.characteristics when making employment.decisions the employment relationship is.governed by a wide variety of.regulations and all three branches of.government have played a role in shaping.these laws let's take a look federal.statutes enacted by Congress form the.backbone of the regulatory environment.but state and city governments also.enact laws governing activity within.their regions various state laws add a.degree of complexity to the.interpretation and prevention of.workplace discrimination companies.should be aware of legislation that may.cover employees based on where the.company conducts its business the courts.interpret these laws and rule on cases.providing guidance about how companies.should comply with EEO regulations case.law helps employers understand how laws.are applied and what they must do to.comply executive orders are issued by.the President of the United States to.help government departments agencies and.contractors manage their operations.government agencies responsible for.enforcing laws issue guidelines and.rules to provide details on how the law.should be implemented employers then use.these guidelines to meet their.obligations in complying with the laws.the two main enforcement bodies for EEO.are the Equal Employment Opportunity.Commission EEOC and the US Department of.Labor in particular the office of.Federal contract compliance programs or.OFCCP the EEOC enforces employment laws.for employers in both private.in public workplaces for example the.EEOC recently outlined a strategic.enforcement plan encouraging companies.to develop fair criminal background.screening practices establish equitable.pay for both men and women and take.steps to reduce workplace harassment the.OFCCP enforces employment requirements.set out by executive orders for federal.contractors and subcontractors many.states have enforcement agencies to.ensure compliance with state employment.laws compliance can be complex for.companies that operate in multiple.states discrimination remains a concern.as the US workforce becomes more diverse.HR professionals need to be sensitive to.trends in the workplace that can.precipitate negative legal actions.the first type disparate treatment.occurs when individuals with particular.characteristics that are not job-related.are treated differently from others this.type of discrimination is typically.overt and intentional and it often.follows a pattern or practice for.example if female applicants are asked.interview questions regarding childcare.plans while male applicants are not then.disparate treatment may be occurring.disparate impact is the second type of.illegal discrimination it occurs when an.Employment Practice that does not appear.to be discriminatory adversely affects.individuals with a particular.characteristic so that they are.substantially underrepresented as a.result of employment decisions that work.to their disadvantage this type of.discrimination is often unintentional.because identical criteria are used but.the results can differ for certain.groups for example using a test for.firefighters that requires candidates to.carry a hundred pound sack down a ladder.could result in more women being.eliminated from selection the same.job-related test is used for all.candidates with markedly different.results on the basis of sex unlawful.discrimination can occur in any number.of employment related decisions.including recommendations for.advancement opportunities selection for.training seminars allocation of rewards.and layoffs and terminations.employers should analyze job.requirements keep good records and.review personnel actions to make sure.that employment decisions are lawful and.prevent claims of disparate treatment.and disparate impact managers can also.be taught to recognize situations that.can lead to discrimination the four key.concepts to help clarify EEO ideas and.lead to fair treatment and.non-discriminatory employment decisions.include business necessity bfoq burden.of proof and non retaliatory practices a.business necessity is a practice.necessary for safe and efficient.organizational operations business.necessity has been the subject of.numerous court cases as an example.educational requirements are often.decided on the basis of business.necessity employers may discriminate on.the basis of sex religion or national.origin if the characteristic can be.justified as a bona fide occupational.qualification necessary to the normal.operation of the particular business or.enterprise thus a bona fide occupational.qualification bfoq provides a legitimate.reason an employer can use to exclude.persons on otherwise illegal basis of.consideration the application of a bfoq.is very narrowly determined and an.employer seeking to justify hiring on.this basis is advised to obtain prior.authorization from the EEOC when a legal.issue regarding unlawful discrimination.is raised the burden of proof must be.satisfied to file suit against an.employer and establish that illegals.discrimination has occurred the plane of.charging discrimination must establish a.prima facie case of discrimination.meaning that sufficient evidence must be.provided to the court to support the.case and allow the plaintiff to continue.with the claim the plaintiff must then.show either that the employers.motivation or rationale was a pretext.for discrimination or there's an.alternative employment approach that.would not result in discrimination the.plaintiff maintains the final burden of.proof that unlawful discrimination.underlies an employment decision.employers are prohibited from.retaliating against individuals who file.discrimination charges retaliation.occurs when employers take punitive.actions against individuals who exercise.their legal rights to prevent charges of.retaliation the following actions are.recommended for employers create and.disseminate an anti retaliation policy.train supervisors on what retaliation is.and what actions are not appropriate.review all performance evaluation and.discipline records to ensure consistency.in accuracy conduct a thorough internal.investigation of any claims and document.the results and finally take appropriate.action when any retaliation occurs even.though HR professionals and operating.managers may follow these actions EEOC.investigations sometimes occur when.allegations of retaliation and other.forms of unlawful discrimination are.advanced human resource professionals.must develop a plan that enables a.response to allegations and protects the.interests of both the organization and.its employees anti-discrimination law.refers to laws on the rights of people.to be treated equally although the very.first Civil Rights Act was passed in.1866 it was not until the passage of the.Civil Rights Act of 1964 that the.keystone of anti-discrimination.employment legislation was put into.place Title 7 the employment section of.the Civil Rights Act of 1964 details the.legal protections provided to applicants.and employees and defines prohibited.employment practices title 7 is the.foundation on which all other workplace.non-discrimination legislation is built.title 7 of the Civil Rights Act states.that it's illegal for organizations to.discriminate in any way based on a.person's sex race national origin color.or religion coverage includes hiring.decisions terminations promotions.demotions.compensation working conditions and many.other personnel actions title 7 as.amended by the Equal Employment.Opportunity Act of 1972 covers most.employers in the United States.any organization meeting one of the.following criteria must comply with the.rules and regulations that specific.government agencies have established to.enforce the Act all private employers of.15 or more employees all educational.institutions public and private state.and local governments public and private.employment agencies labor unions with 15.or more members and joint.labor-management committees for.apprenticeships and training title seven.has been the basis for several.extensions of EEO law for example in.1980 the EEOC interpreted the law to.include sexual harassment in response to.several US Supreme Court decisions.during the 1980s Congress amended the.Civil Rights Act of 1994 to strengthen.legal protection for employees provide.the basis for jury trials and allow for.damages payable to successful plaintiffs.in employment discrimination cases.several important executive orders have.been issued by the US president that.affect the employment practices of.federal contractors and subcontractors.the OFCCP in the US Department of Labor.is responsible for overseeing federal.contract operators and ensuring that.unlawful discrimination does not occur.executive orders one one two four six.one one three seven five and one one.four seven eight require federal.contractors to take affirmative action.to compensate for historical.discrimination against women minorities.and individuals with disabilities.federal contractors are required to.develop and maintain a written.affirmative action program aap that.outlines proactive steps the.organization will take to attract and.hire members of underrepresented groups.this data-driven program includes.analysis of the composition of the.company's current workforce with a.comparison to the availability of.workers in the labor market the overall.objective of the AAP is to have the.company's workforce demographics reflect.as closely as possible the demographics.in the labor market for the workers who.are recruited the contents of an.affirmative action program and the.policies flowing from it must be.available for review by managers and.supervisors with.the organization in addition to.extensive workforce analysis the AAP.includes goals timetables and.documentation of good-faith efforts to.reduce and prevent employment.discrimination against historically.disadvantaged groups organizations.implement outreach programs targeted.recruiting and training programs to.recruit and advance women minorities and.people with disabilities the original.purpose of the Civil Rights Act of 1964.was to address race discrimination in.the United States this concern continues.to be important today to take.appropriate actions employers should be.aware of potential HR issues that are.based on race national origin and.citizenship sexism or gender.discrimination is prejudice or.discrimination based on a person's sex.or gender the Pregnancy Discrimination.Act of 1978 amended Title 7 to require.that employers treat maternity leave is.the same as other personal or medical.leaves courts have generally ruled that.PDA.requires employers to treat pregnant.employees the same as those who are not.pregnant closely related to the PDA is.the Family Medical Leave Act or FMLA of.1993 the FMLA requires that qualified.individuals are given up to 12 weeks of.unpaid family leave and also requires.that those taking family leave be.allowed to return to their jobs the FMLA.applies to both men and women ad AAA has.expanded the definition of disability to.include less permanent and serious.physical and mental issues which can be.interpreted to cover pregnancies the.Equal Pay Act of 1963 requires employers.to pay similar wage rates for similar.work without regard for gender a common.core of tasks must be similar to justify.similar wages tasks performed only.intermittently and infrequently do not.make jobs different enough to justify.different wages differences in pay.between men and women in the same jobs.are permitted because of differences in.seniority in performance in quantity or.quality of production and factors other.than sex such as skill effort or work.conditions in response to a procedural.issue in pursuit of fair pay claims.Congress enacted the lilly Ledbetter.Fair Pay Act in 2009 this law eliminates.the statute of limitation for employees.who file pay discrimination claims under.the Equal Pay Act each paycheck is.essentially considered a new act of.discrimination lawmakers recognize that.because pay information is often secret.it might take months or even years for.an employee to discover the inequity the.successful platon can recover up to two.years of back pay pay equity involves.the idea that pay for jobs requiring.comparable levels of knowledge skill and.ability should be similar even if actual.duties differ significantly employers.can take some steps to reduce pay.inequities including the following for.the most accurate overall picture.include all benefits and other items.that are part of pay to calculate total.compensation make sure that people know.how the organization's pay practices.work base pay on the values of jobs and.performance benchmark against local and.national markets so that pay structures.are competitive and conduct frequent.audits to ensure that pay is fair.internally and that there are no gender.base inequities well there's no federal.law prohibiting discrimination on the.basis of sexual orientation eighteen.states and the District of Columbia have.passed laws to protect applicants and.employees from such discrimination in.addition various court decisions.prohibit same-sex sexual harassment in.the workplace sex discrimination based.on stereotypical gender attributes about.appropriate and inappropriate mannerisms.appearance and conduct is also.inappropriate an issue that some.employers have faced is that of.individuals who have had or are.undergoing gender transition surgery in.therapy federal court cases and the EEOC.have ruled that sex discrimination under.Title 7 applies to a person's gender at.birth thus it does not apply to the new.gender of those who've had sex.transformation operations however.managers and employees should be.tolerant of such situations and show.respect for individuals undergoing these.procedure.by making the right accommodations when.needed the influx of women into the.workforce has had major social economic.and organizational consequences in.particular the growing number of women.has led to more sex and discrimination.issues related to jobs and careers.sexual harassment is unwelcome verbal.visual or physical conduct of a sexual.nature that is severe and affects.working conditions or creates a hostile.work environment sexual harassment can.occur between a boss and subordinate.among co-workers and when non employees.have business contact with employees.sexual harasser can be either managers.or employees in other words working in a.position of authority is not a.prerequisite for such misconduct sexual.harassment is therefore not a gender.specific issue both men and women can be.targeted by perpetrators of either.gender unfortunately many claims of.harassment go unreported because victims.are uncomfortable embarrassed or.concerned about retaliation in the.workplace two basic types of sexual.harassment have been defined by EEO.regulations in a number of court cases.quid pro quo sexual harassment links.employment outcomes to the granting of.sexual favors in quid pro quo harassment.an employee may be promised a promotion.a special raise or a desirable work.assignment but only if the employee.grants some sexual favor to the.supervisor.since supervisors are agents of the.company the company always bears.liability for quid pro quo sexual.harassment hostile work environment.sexual harassment occurs when an.individual's work performance or.psychological well-being is unreasonably.affected by intimidating or otherwise.offensive working conditions hostile.work environment harassment may include.actions such as complimenting an.appearance or attire telling jokes or.suggestive sexual nature comments it can.also include allowing revealing photos.and posters to be displayed or making.continual requests to get together after.work the.actions can lead to the creation of a.hostile work environment if the employer.has taken appropriate steps to prevent.sexual harassment it may be possible to.offer an affirmative defense and prevail.in a lawsuit a proactive preventative.approach is the most effective way to.reduce sexual harassment in the.workplace if the workplace culture.fosters harassment and if policies and.practices do not inhibit harassment an.employer is wise to reevaluate the.workplace and solve the problem before.lawsuits occur.this requires managers and HR.professionals to take certain steps.companies may avoid liability if they.take reasonable care to prohibit sexual.harassment this process is tied into.what's called an affirmative defense.important elements of the affirmative.defense include the following establish.a sexual harassment policy communicate.the policy regularly train employees and.managers on avoiding sexual harassment.and investigate and take action when.complaints are voiced companies also.need to make sure that sexual harassment.policies establish clear standards for.appropriate conduct employees should be.also required to acknowledge in writing.that they understand these policies.effective training to prevent sexual.harassment ideally includes information.about how to report sexual harassment.incidents when they occur disability.discrimination is when a person with a.disability is treated less favorably.than a person without a disability in.same or similar circumstances the.Rehabilitation Act was passed in 1973.and represents the earliest law.regarding individuals with disabilities.the law applies only to federal.contractors and requires them to take.affirmative action to employ workers.with disabilities based on steps.outlined in the contractors aap two.decades after the passage of the first.law prohibiting discrimination against.individuals with disabilities the.Americans with Disabilities Act was.enacted in 1990 the Act applies to.private employers employment agencies.and labor unions with 15 or more.employees.is enforced by the EEOC in 2009 Congress.passed amendments to the Americans with.Disabilities Act overruling several key.cases and regulations and reflecting the.original intent of the ADA a the effect.was to significantly broaden the.definition of individuals with.disabilities and include anyone with a.physical or mental impairment that.substantially limits a major life.function without regard for helpful.effects of medication prosthetics.hearing aids and so on this establishes.a very low threshold for establishing.whether an individual isn't disabled.under the law a three prong test is used.to determine whether an individual meets.the definition of disabled a person must.meet one of the following three.conditions as stated in the ADA a and.modified by the Americans with.Disabilities Amendments Act a person.with a disability is someone who one has.a mental or physical challenge that.greatly reduces the ability to perform.important life functions two possesses a.record of such a challenge or three is.thought to have such a challenge.discrimination is prohibited against.individuals with disabilities who could.perform essential job functions that is.the fundamental job duties of the.employment positions that those.individuals hold or desire these.functions do not include marginal.functions of the position qualified.person with a disability an employer.must make a reasonable accommodation.this involves modifying a job or work.environment to give that individual an.equal employment opportunity to perform.EEOC guidelines encourage employers and.individuals to work together to.determine the appropriate reasonable.accommodation rather than simply.employers alone making these judgments.reasonable accommodation is limited to.actions that do not place an undue.hardship on the employer an undue.hardship occurs when making an.accommodation for individuals with.disability imposes a significant.difficulty or expense on the employer.the a DA offers only general guidelines.for determining when an accommodation.becomes unreasonable and will create.undue hardship for an employer.the a da restricts employers attempts to.obtain and retain medical information.related to applicants and employees.restrictions include prohibiting.employers from rejecting individuals.because of a disability from asking job.applicants any question about a current.or past medical history until the.conditional offer of employment is made.an additional ad a requirement is that.all medical information be maintained.and files separated from general.personnel files they must be stored in a.secure location and access should only.be granted on a need-to-know basis prior.to the Americans with Disabilities Act.Amendment Act employers one ninety.percent of challenges regarding whether.an individual actually had a disability.now that argument is essentially moot.companies no longer aggressively work to.disqualify individuals from the status.of disability age discrimination in the.workplace is the practice of letting a.persons aged unfairly become a factor.when deciding who receives a job.promotion or other job benefits the Age.Discrimination in Employment Act or a.DEA of 1967 amended in 1978 and 1986.prohibits discrimination in terms.conditions or privileges of employment.against all individuals age 40 or older.employed by organizations having 20 or.more workers as with most equal.employment issues what constitutes AIDS.discrimination continues to be defined.by the courts and the EEOC individuals.who believe they've been discriminated.against based on age usually must show.that they are a member of a protected.group based on age were performing well.in the job were terminated and were.terminated in part because of age.however based on the US Supreme Court.decision in gross vs. FBL financial.services in 2009 individuals must show.that age was the but-for trigger of a.particular personnel decision.this means that age must be the key.factor that causes a particular outcome.the older workers benefit Protection Act.is an amendment to the ADEA and protects.employees who sign liability waivers for.age discrimination in exchange for.severance packages during reductions in.force this Act ensures that older.workers are not pressured into waiving.their rights under the ADEA to ensure.compliance when developing procedures.for laying off older workers.organizations must ensure legal.oversight and strict protocol one issue.that's led to age discrimination charges.is saying that older workers are.overqualified for certain jobs or.promotions a recent survey found that.many older workers find the job search.process challenging and about one-third.are called.overqualified in a number of cases.courts have ruled that the term.overqualified may have been used as a.code word for workers being too old thus.causing them not to be considered for.employment selection and promotion.practices must be age neutral in some.cases involving older employees comments.made by employers such as new blood were.considered to determine if age.discrimination existed managers and.employees need to be careful about.making comments that could be viewed as.biased or discriminatory a strategy.employers use to retain the talents of.older workers for a period of time is.phased retirement an approach that.enables employees to gradually reduce.their workloads and pay levels this.option is growing in use as a way to.provide greater personal flexibility to.older workers with significant knowledge.and experience organizations also retain.them for their valuable capabilities.some firms rehire their retirees as.part-time workers independent.contractors or consultants strategies.intended to help the company retain its.institutional knowledge and history.companies should provide training to.managers and employees to educate them.about age-related biases and stereotypes.it's also important to encourage them.not to make comments that could be seen.as biased against older workers.title seven of the Civil Rights Act.prohibits discrimination on the basis of.religion religious discrimination can.take many forms from hostile remarks to.refusal to promote individuals because.they have different beliefs employees.should avoid making comments that could.be viewed as offensive to someone's.religious belief employment decisions.should not be influenced by workers.religious beliefs a related issue.concerns religious expression employees.haven't sued employers for prohibiting.them from expressing their religious.beliefs at work in other situations.employers have taken action because.workers complain that their colleagues.are aggressively pushing their religious.views at work thus creating a hostile.work environment organizations should.also be cautious about promoting certain.religious practices and faiths.executives and owners of some.organizations have strong religious.beliefs that are carried over into their.companies some even display religious.symbols sponsor religious study and.prayer sessions and support other.religious efforts but such actions can.alienate those with different beliefs.and create a negative work environment.to achieve consistency employees of all.faiths should be given the opportunity.display religious symbols in similar and.often specified ways employers must make.reasonable accommodation efforts.regarding an employee's religious.beliefs unless they create an undue.hardship for the employer problems can.arise because of conflicts between.employer policies and employee religious.practices such as dress and other.aspects of appearance managing religious.diversity can be a significant challenge.for organizations the EEOC recommends.that employers consider the following.reasonable accommodations for employees.religious beliefs and practices.scheduling changes voluntarily.substituting shifts and swapping shifts.changing an employee's job tasks or.providing a lateral transfer making an.exception to dress and grooming rules.making accommodations to paying union.dues or agency fees making.accommodations related to necessary.prayer prostatitis and other forms of.religious expression generally employers.are encouraged to make exceptions to.their.dress-code policies and less public.image is so critical that it represents.a business necessity deferring to.customer preferences and making these.determinations is risky and may lead to.charges of unlawful discrimination.sometimes religion can be used directly.to make employment decisions faith-based.schools and universities can use.religion as a bfoq or a bona fide.occupational qualification for.employment practices on a limited scale.for example a university affiliated with.a particular religion can lawfully ask.questions about job applicants religious.beliefs and evaluate responses when.they're making hiring decision when the.job involves promoting a particular.faith recent evidence suggests that.religion may not be an overwhelming.challenge for organizations in fact it.may be used to create a competitive.advantage a workplace opinion survey.found that 44 percent of workers discuss.religion and politics with their.colleagues but only 9 percent think that.the religion is the main cause of.workplace conflict further 17 percent.claimed that the main cause of conflict.involves disagreement over politics and.52 percent pointed to work issues in.addition to title 7 protections a number.of federal laws have been enacted to.address these forms of discrimination.many of these laws were passed in.response to improper company decisions.that result in an unfair treatment of.applicants and employees the immigration.reform and Control Act or IRC a.enacted in 1986 requires that employers.verify the employment eligibility status.of all employees while not.discriminating because of national.origin or ethnic background employers.may not knowingly hire unemployment in.the United States within the first 3.days of employment each employee must.complete an employment eligibility.verification form commonly called the.i-9 and provide documents proving that.he or she is legally authorized to work.in the United States the employer is.required to inspect the documents and.maintain records for all new hires as.the diversity of the workforce increases.more employees have language skills in.addition to.English interestingly some employers.have attempted to restrict the use of.foreign languages at work while other.employers have recognized that bilingual.employees have valuable skills there's.been much debate on both sides of this.issue.EEOC guidelines have not been entirely.clear about how companies should address.these language issues in the workplace.the employment rights of military.veterans and reservists have been.addressed in several laws the two most.important are the Vietnam era veterans.readjustment Assistance Act of 1974 and.the uniformed services employment and.reemployment Rights Act or yarissa of.1994 under the former federal.contractors are supposed to provide.employment opportunities for veterans.based on percentage benchmarks that are.not related to quotas under the ladder.employees are required to notify their.employers of military service.obligations employers must then give.employees serving in the military leaves.of absence protections under yarissa.several EEOC cases have been filed.concerning the physical appearance of.employees Court decisions consistently.have allowed employers to set dress.codes and appearance standards as long.as they are applied uniformly also.employers should be cautious when.enforcing dress standards for female.employees who religious practices.prescribe appropriate and inappropriate.dress and appearance standards some.individuals have brought cases of.employment discrimination based on.height or weight employers must link any.weight or height requirements to.specific job functions complying with.this complex array of regulations.requires diligence and careful.record-keeping a primary goal of.diversity training is to minimize.discrimination and harassment lawsuits.other goals focus on improving.acceptance and understanding of people.with different backgrounds experiences.capabilities and lifestyles employees.are encouraged to recognize evaluate and.appreciate differences diversity.training programs often have three.components legal awareness is the first.and most common component.cultural awareness training then helps.all participants see and accept the.differences in people with widely.varying cultural backgrounds sensitivity.training aims to sensitize people to the.differences among them and how their.words and behaviors are seen by others.the results of diversity training are.viewed as mixed by both organizations.and participants Studies on the.effectiveness of diversity training.raised some concern that the programs.may be interesting or entertaining but.not produce longer-term changes in.people's attitudes and behaviors towards.others with characteristics different.from their own.some argue that traditional diversity.training more often than not has failed.because it has not reduced.discrimination and harassment complaints.rather than reducing conflict in a.number of situations diversity training.has increased hostility and conflict.effects have not changed behaviors so.that employees can work well together in.a diverse workplace negative.consequences of diversity training may.manifest themselves broadly in a.backlash against all diversity efforts.women and members of racial minorities.sometimes see diversity programs as.inadequate and nothing but lip service.thus by establishing diversity programs.employers may raise expectations but.fail to meet them some individuals who.are in the majority primarily white.males may also interpret the emphasis on.diversity as assigning the blame for.social problems.finally diversity programs might be.perceived as benefiting only women and.racial minorities and taking away.opportunities from these majority.members focusing on behavior seems to.hold the most promise for making.diversity training most effective for.instance cultural diversity training the.teachers sales representatives and.managers how to positively communicate.with people from diverse backgrounds.should produce positive results at the.end of the day dealing with diversity in.the workplace is not about what people.can and cannot say it's about being.respectful to others.[Music].you.

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