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Choose a concept from your readings, your own experience, and/or your own research.  Discuss a concept you feel would be the most challenging to create a manager training/professional development session and provide some strategies for how you might meet this challenge. 
I feel that the most challenging Training Development Session would be the education of managers regarding LGBTQ inclusion.  Or, maybe better to say, how to be sexual orientation neutral in the workplace.  The reality of homosexuality in history is that approximately 10% of any population is exclusively homosexual.  The difficult part is that many homosexuals are “still in the closet” since they fear persecution and workplace retaliation.  I am neither an advocate nor an antagonist, just point out the fact that it does exist and that discrimination based on sexual orientation is an unacceptable practice.  Clearly, many people have religious reasons why they may not wish to condone the behavior.  I respect that, I honor that.  However, in the workplace, we are encouraged to promote an inclusive diverse community where we are focused out the goals and outcomes of a company instead of how we live our lives when not in the workplace. 
1.     Educate Board Members, Senior Management, and Staff 
Provide educational seminars for Board Members, Senior Management, and Staff which should be held during Staff Development Day.  The approach is to provide from the Top-Down and Bottom-Up education. 
2.     Create a Diversity/Inclusion Committee 
Create a committee of volunteers who can best represent the community and meet to discuss initiatives that seek to promote diversity and inclusion.  At a minimum, the ex-officio should be the Chief Human Resource Officer (CHRO) or the Presidents designee. 
“Inclusivity Checklist for HR
·       Make sure company leaders understand that inclusion is about ensuring that everyone’s voice is heard, opinions are considered and value to the team is evident.
·       Train managers—and hold them accountable—to show that inclusivity is a core competency.
·       Form an inclusion council with genuine influence and power.
·       Value differences and create an environment where people can feel comfortable bringing their “full selves” to work.
·       Identify underrepresented groups’ needs, and give them necessary support and resources.
·       Provide workers with a safe space to voice their concerns.
·       Benchmark key aspects of your organization’s culture—and understand the employee experience—before making changes to promote inclusivity.
·       Remember that daily interactions are the most telling sign of whether or not your company has an inclusive culture.”
(Gurchiek, 2018) 
3.     Create HR Listening Posts 
The CHRO or their designee should create an HR Listening Posts where all employee has an opportunity to address concerns with HR. 
4.     Annual Diversity & Inclusion Report. 
The CHRO should create an annual report that addresses all issues related to Diversity and Inclusion. 
·       “Conduct a full audit of your people processes—from recruiting and hiring to developing and retaining employees. Couple the data with engagement and other workforce survey data to gain a full measure of your climate.
·       Identify any shortcomings and measurable discrepancies around inclusiveness in your organization.
·       Instill rigor into inclusion strategies with data-driven plans, and measure the results. 
·       Establish a clear business case for how the company will benefit by having a more inclusive culture by asking:
·       What are our inclusion goals?
·       What are the reasons for those goals?
·       How do we quantify inclusion?
·       How will inclusion impact our mission, brand or bottom line?”
            (Gurchiek, 2018)

References: 
Gurchiek, K. (2018, March, 19).  6 Steps for Building an Inclusive Workplace. SHRM.

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