Diversity Management Certificate - ILR School - Cornell University

Spring–Fall 2009 

Advancing the World of Work 

Diversity, Inclusion, 

and EEO Practice 

The nation’s premier provider of 

diversity, inclusion, and EEO 

strategic solutions, including: 

Beginning 

April 2009 

programs 

offered in 

Atlanta 

see pg. 2 

Diversity Certification 

Custom Programs 

Consulting 

Individual Coaching 

www.ilr.cornell.edu/mgmtprog/DM 

866-470-1922

Welcome to Cornell 

The Nation’s Premier Provider of Strategic 

Solutions for Diversity, Inclusion, and EEO 

Cornell University’s ILR School is the world’s leading educational 

institution that has a comprehensive focus on the study of work. ILR’s 

mission is advancing the world of work; supporting that mission is a large 

base of faculty, researchers, and affiliated practitioners, consultants, 

attorneys, and other professionals who provide academic expertise and 

real-world experience in the classroom and through consulting services. 

Cornell was one of the nation’s first universities to develop and 

promote diversity, inclusion, and EEO programs that would address 

the need for organizations to apply good diversity management to 

promote justice, well-being, and business effectiveness. It is the only 

university to have a practice group dedicated to the study and practice 

of EEO, diversity, and inclusion. 

Cornell ILR has led the way by providing focused, relevant training that 

meets the professional development needs of diversity professionals 

in learning strategies that link diversity to organizational performance. 

ILR’s Diversity, Inclusion, and EEO Programs include these offerings: 

• Expansive workshops and five different professional certificate programs 

• Diversity certification, a distinguished credential growing in popularity 

as professionals and executives recognize the importance of this field. 

For more information, see p. 4. 

• The Advanced Practitioners’ Forum, a year-long developmental 

experience for CDOs-in-Training. See page 4 for details. 

• Services to unions, to meet their needs as they have become more diverse 

• Custom certificates and programs, including Onsite Training and 

Consulting Solutions, and Executive Coaching (p. 2) 

• Keynote speakers for events 

Training Locations 

New York City: 16 East 34th Street, 6th Floor 

Ithaca, NY: ILR Conference Center, Garden Avenue 

(one block from the Statler Hotel) 

Cornell ILR has been designated as a Human Resources 

Certification Institute (HRCI) approved provider. For more 

information about recertification credits toward your 

PHR or SPHR, please visit www.hrci.org or our website. 

This symbol throughout the catalog indicates 

approved workshops.

Diversity, 

Inclusion, and 

EEO Practice 

Customized Solutions 

On-Site Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 

Table of Contents 

Certificates/Certification 

Affirmative Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 

Diversity Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 

EEO Complaint Handling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 

EEO Public Sector Track. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 

EEO Studies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 

Cornell Certified Diversity Professional (CCDP) . . . . . . . . . . . . 4 

Special Programs 

Advanced Practitioners’ Forum . . . . . . . . . . . . . . . . . . . . . . . . . . 4 

Executive Coaching. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 

Workshops 

Advanced Diversity Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . 6 

Advanced Issues in EEO Law . . . . . . . . . . . . . . . . . . . . . . . . . . 26 

Affirmative Action Programs: Preparation, 

Implementation, and Compliance . . . . . . . . . . . . . . . . . . . . . 34 

Applying Diversity Management to Innovation, 

Decision Making, Complex Problem Solving and 

Business Results – NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 

Conducting an EEO Compensation Analysis. . . . . . . . . . . . . . 33 

Data Analysis for EEO Professionals. . . . . . . . . . . . . . . . . . . . . 31 

Developing and Managing an Effective Supplier 

Diversity Management Program. . . . . . . . . . . . . . . . . . . . . . . 16 

Developing Diversity Communication and Messaging. . . . . . 10 

Diversity Awareness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 

Diversity Train-the-Trainer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 

Dynamics of Handling EEO Complaints . . . . . . . . . . . . . . . . . . 27 

EEO Refresher for EEO Counselors. . . . . . . . . . . . . . . . . . . . . . 35 

EEO: The Public Sector Perspective . . . . . . . . . . . . . . . . . . . . . 36 

Effective Affinity Groups. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 

Effective Diversity Councils . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 

Essentials of Developing and Delivering Diversity Training . . . 14 

Facilitating Diversity Dialogues. . . . . . . . . . . . . . . . . . . . . . . . . . 9 

Four Generations: 

From Collision to Collaboration – NEW. . . . . . . . . . . . . . . . . 20 

Fundamentals of Diversity Initiatives. . . . . . . . . . . . . . . . . . . . . 5 

Global Competencies for Diversity Leaders – NEW . . . . . . . . 19 

Harassment Prevention in the Workplace . . . . . . . . . . . . . . . . 28 

Law of Equal Employment Opportunity. . . . . . . . . . . . . . . . . . 25 

Overview of Internal and External EEO 

Complaint Procedures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 

Quantitative Analysis and Goal Setting for AAPs . . . . . . . . . . 32 

Sexual Orientation and Gender Identity . . . . . . . . . . . . . . . . . . 8 

Strategic Diversity Recruiting. . . . . . . . . . . . . . . . . . . . . . . . . . . 11 

Strategic Diversity Retention. . . . . . . . . . . . . . . . . . . . . . . . . . . 12 

Training Difficult Issues in Diversity . . . . . . . . . . . . . . . . . . . . . 15 

Writing Effective EEO Investigative Reports . . . . . . . . . . . . . . 30 

Registration Information . . . . . . Back Cover 

Registration Form . . . . . . . Inside Back Cover

Diversity Management | Chief Diversity Officers Roundtable 

Cornell honored as one of 

DiversityInc’s “Top Five” – 

demonstrating a high level of 

commitment to diversity. 

Cornell was one of the nation’s first universities to develop allencompassing 

programs in Diversity, Inclusion and EEO for 

professionals like you. 

BEGINNING IN APRIL 2009 – these programs will be offered in 

Atlanta by Cornell. Details available by calling 212-340-2819. 

On-Site Training and Strategic 

Consulting Solutions 

The Resources of a Great University Brought to Your Place of Work 

ORGANIZATIONS THROUGHOUT THE COUNTRY turn to Cornell 

ILR as the renowned resource to meet the developmental needs for 

diversity and EEO professionals, and to mobilize its diversity, 

inclusion, and EEO initiatives. ILR delivers high-quality customized 

content in alignment with your organization and its demands in your 

industry. Delivery at your place of work provides you multipledelivery 

effectiveness and cost efficiencies. 

Executive Coaching for 

Extraordinary Results 

EXECUTIVE COACHING is designed to help high-level executives 

deal with issues related to EEO and diversity. Coaching is a powerful 

one-on-one relationship that engages a client in a deep and honest 

exploration of his or her goals and the actions required to 

accomplish them. Coaching supports challenges and holds the client 

accountable to make consistent (often dramatic) progress toward 

the realization of his or her most important aspirations. People use 

the coaching relationship to focus on both personal as well as 

business goals. 

Cornell ILR Extension faculty have the expertise to make complex 

subjects such as EEO and diversity accessible. We give organizations 

the understanding and tools they need to abide by the law and 

develop inclusive practices and policies that benefit the workplace. 

Executives will explore their behavior in these areas and its 

potentially profound effect, positive or negative, on the business. 

To learn more, please contact Sherrie Morales, at sm92@cornell.edu 

or 212-340-2868. 

2 | Register at www.ilr.cornell.edu/mgmtprog

Certificate and 

Certification 

Diversity Management Certificate 

Gain in-depth knowledge in an area that is increasingly complex, highly 

specialized, and important to organizations in creating a competitive 

workforce. A specialty in this area helps link diversity to organizational 

and work performance. This certificate requires the completion of seven 

workshops for a total of 72 units. 

Core Curriculum Page Units 

The Law of EEO (recommended taking first) 25 18 

Fundamentals of Diversity Initiatives 5 12 

Strategic Diversity Recruiting 11 6 

Strategic Diversity Retention 12 6 

The Essentials of Developing and 

Delivering Diversity Training 14 12 

or Training Difficult Issues in Diversity 15 12 

Developing and Managing an Effective 

Supplier Diversity Management Program 16 6 

or Effective Affinity Groups 17 6 

Effective Diversity Councils 18 12 

Total 72 

Diversity Management | Certificate and Certification 

Earning Multiple Certificates 

“The Law of EEO” may be applied to all EEO certificates as well as this certificate. 

For more information, please contact Sherrie Morales at 212-340-2868 or 

sm92@cornell.edu. 

Units 

6 units are the equivalent of one day of training; 12 units are the equivalent of two days of training; 

18 units are the equivalent of three days of training. 

Call for Information 866-470-1922 | 3

Certificate and 

Certification 

Cornell Certified Diversity Professional/ 

Advanced Practitioner (CCDP/AP) 

Diversity Management | Certificate and Certification 

Several years ago, Cornell ILR developed the nation’s first Certified 

Diversity Professional (CCDP) Program. In response to the growing 

complexity and depth of the field, Cornell is now offering a new 

certification: the Cornell Certified Diversity Professional/Advanced 

Practitioner, or CCDP/AP. This program is intended for diversity 

professionals with a minimum of three years substantive experience in the 

diversity field, who wish to hone their skills and increase their depth of 

knowledge. This certification will provide experienced professionals with 

additional knowledge, skills and strategies to promote individual 

professional growth and organizational success. 

Cornell will no longer offer the basic CCDP. However, anyone who enrolled 

in that program prior to 2009 will be permitted to either finish that program 

and receive the CCDP or, if qualified, to transfer to the new program. 

Requirements 

To become a CCDP/AP, applicants must have a minimum of three years’ 

experience as a diversity professional, and must successfully complete the 

Diversity Management Certificate program (see adjacent column). They 

must then complete the CCDP/AP application form, which may be found 

at www.ilr.cornell.edu/mgmtprog/certificates/dm/CDP.html. Individuals 

already holding the CCDP certification who wish to transition to the 

CCDP/AP may do so by completing the requirements listed on our website 

at http://www.ilr.cornell. edu/mgmtprog/certificates/dm/CDP.html. 

CCDP/AP applicants must then complete the Advanced Diversity 

Strategies class, as well as two additional 200 or 300 level classes from the 

diversity curriculum. Applicants must then successfully complete a 

diversity-related project. The project must be on a current issue in diversity 

and related to your diversity work in your organization or in your private 

practice. The project must be turned in before an individual can be 

certified. Applicants must also complete an exam, which will consist of both 

multiple choice and essay questions. 

Faculty 

In addition to Cornell ILR extension faculty, workshop instructors 

include executives, practitioners, consultants, and attorneys who bring 

academic expertise and real-world experience into the classroom. ILR’s 

fostering of experts on current issues, along with participant evaluations 

and feedback ensure that you receive the best instruction in the field. 

Read about our instructors at 

www.ilr.cornell.edu/mgmtprog/instructorbios.html. 


$1295 | Course DV221 

Fundamentals of Diversity Initiatives 

February 23-24, 2009 . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

July 8-9, 2009 . . . . . . . . . . . . . . . . . . . . . Ithaca . . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:45 

September 14-15, 2009 . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

For at least the last two decades, organizations across America have 

implemented programs and strategies designed to help them manage 

diversity more effectively. Launching an initiative requires thoughtful 

planning and sound methodology. This course provides a proven step-bystep 

process for initiating or revitalizing your diversity initiatives by 

exploring: 

• The need for articulating a clear link between diversity and 

organizational performance 

• How to use powerful developmental models to assess, diagnose, and 

guide the design and launching of diversity initiatives 

• Diversity as an organization development (OD) intervention 

• Nine key diversity competencies 

Key Topics 

• The history and progression of diversity and inclusion 

• Implications for leading a diversity initiative 

• Avoiding significant obstacles 

• Identifying and overcoming resistance 

• The diversity change process step-by-step 

• Diversity competencies at the individual, group, interpersonal, 

and organizational levels 

• Cultivating allies: the proper role of senior management, 

line management, and employees 

• Building and clearly articulating the business case 

• The four organizational environments: monocultural, compliance, 

multicultural, inclusive 

• Best practices in diversity initiatives 

• Core skills and competencies of the diversity manager 

• Selecting and managing outside consultants 

• Legal issues related to diversity initiatives 

• Organizational assessments 

• Variations that inhibit diversity initiatives 

Special Features 

Extensive case study and application; class customized through pre-work 

to the needs of each group; delivery and critique of a diversity initiative or 

a revitalized initiative; critique and feedback by nationally recognized 

diversity experts 

Who Will Benefit 

HR, EEO/AA, diversity managers, and those with responsibility for 

launching, sustaining, evaluating, or managing diversity programs 

Instructor 

Lolita Chandler 

Updated 

best 

practices 


$1295 | Course DV320 

Advanced Diversity Strategies 

May 13-14, 2009 . . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:45 

November 10-11, 2009 . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:45 

Diversity Management | Workshops 

Many organizations with existing diversity initiatives are struggling with 

ways to sustain them. This workshop introduces experienced diversity 

professionals to skills and competencies for looking at diversity strategically. 

The focus is on linking diversity to an organization’s strategic business 

objectives, its marketplace, and long-term sustained culture change. The 

workshop explores: 

• Why sustainability of a diversity initiative requires moving to inclusive 

organizational practices 

• Why sustainability requires an examination of business and not simply 

human resource practices 

• Why measurement is critical to success and successfully developing 

metrics 

Key Topics 

• The current paradigm: diversity as an initiative 

• The emerging paradigm: leveraging diversity/moving toward inclusion 

• Moving diversity from a transactional issue to a business issue 

• Accountability: best practices in accountability for senior managers, 

line managers, employees, and others 

• Diversity interactions, constraints, and emergent patterns 

• Preconditions for a shift from a diverse to an inclusive organization 

• Attributes of an inclusive organization 

• Fundamentals of diversity metrics 

– Basics in measuring progress and change 

– Understanding and defining long- and short-term success 

– Timing your evaluation for best results 

– Limitations of metrics: quantitative and qualitative 


Extensive case study and application; extensive work on measurement; class 

customized through pre-work to the needs of each group; delivery and 

critique of a diversity strategy; critique and feedback by nationally 

recognized diversity experts 


HR, EEO/AA, diversity managers, and those with responsibility for 

launching, sustaining, evaluating, or managing diversity initiatives 

Instructor 

Terrence Simmons 

This symbol next to course numbers 

indicates approval for HRCI recertification 

credits toward your PHR, SPHR, or GPHR. 

Please visit our Web site or www.hrci.org 

for more information. 


$795 | Course DV150 

Diversity Awareness 

May 4, 2009 . . . . . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

November 9, 2009 . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

Creating a workplace that is aware of and respects the broad spectrum of 

human diversity is imperative for competitive organizations today. This 

interactive course increases your understanding of all aspects of diversity 

and begins the process for dialogue and working together productively. 

Special emphasis is placed on providing the skills and competencies you 

need for working with multicultural, inclusive teams by exploring: 

• Awareness of differences: race, gender, age, religion, national origin, 

sexual orientation, thinking styles, and other workplace differences 

• Bias, prejudice, and stereotypes 

• How exclusive behavior distracts organizations from being successful 

Key Topics 

• Understanding diversity issues at the individual level 

• Building and supporting diverse work teams 

• A definition of diversity 

• Unearned privilege 

• Cultural filters 

• Dimensions of diversity 

• Assumptions, impressions, and personal responsibility 

• The behavior-awareness model 

• Teachable moments 

• Tools for becoming a diversity change agent 

• Communication skills to enhance diversity in the workplace 

• Avoiding the blame game 

• Similarities and differences 

BEST SELLER! 

Register early 

to ensure 

your place. 



All employees, especially HR generalists and others with responsibility for 

diversity, whether in a domestic or foreign workplace. Not recommended 

for those who have taken DV221 “Fundamentals of Diversity 

Initiatives” 

Instructor 

Lolita Chandler 



Sexual Orientation and Gender Identity 

February 25, 2009 . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

November 19, 2009 . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 


In many workplaces, diversity training and education either ignores the 

issues of sexual orientation and gender identity or addresses these issues 

in a superficial way. This workshop is designed to prepare organizations, 

trainers, and other interested parties with a step-by-step guide for effectively 

addressing sexual orientation and gender identity in the workplace. 

Key Topics 

• Sexual orientation and gender identity: what is the relevance 

to the workplace 

• Addressing heterosexism and homophobia 

• Domestic partnership benefits: pros and cons 

• Sexual orientation and gender identity as a diversity issue 

• “Coming out” in the workplace 

• Legal issues 

• Making the “hostile workplace” less hostile: key strategies 

and techniques 

• Developing and delivering effective training on sexual orientation 

and gender identity 

• Gender identity: the legal and workplace implications 

• Masculinity and femininity as a workplace issue 

• Investigating claims of discrimination and harassment 

• Trends in discrimination charges on gender identity and sexual 

orientation 

• Developing and implementing policies, practices, and procedures 

• Proactive approach to managing the workplace 

• Gender stereotyping 

• Developing allies 


EEO, diversity, AA, and HR professionals, consultants, and others who want 

to understand these issues and how they impact an organization’s ability to 

be diverse and inclusive 

Instructor 

Judi Hampton 

Any of our workshops 

can be delivered 

on-site at your place 

of work. 

See page 2 for details. 



Facilitating Diversity Dialogues 

October 5, 2009 . . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:45 

Many organizations sponsor brown bags and other such discussions on 

diversity. Few, however, develop sophisticated diversity dialogues that can 

raise the level of awareness on diversity and help drive support for 

organizational inclusion. As a result, while people often enjoy such 

discussions, they rarely lead to change. This workshop is designed to help 

those who lead diversity and inclusion discussions develop significant skills 

in leading and facilitating behavior-based dialogues. You will examine: 

• A step-by-step approach to developing effective diversity discussions 

and dialogues 

• Linking diversity dialogues to diversity strategy 

• The top ten tips for effective diversity dialogues 

The primary group facilitation method used will be structured intergroup 

dialogue. 

Key Topics 

• Basic group facilitation skills 

• Understanding group dynamics 

• Social identity group development 

• Impact of prejudice and stereotyping on groups 

• Dynamics and impact of power, privilege, and social oppression 

on group interactions 

• Facilitation of intergroup dialogue 

• The A-Z guide to facilitating diversity issues 

• Suspending judgment when facilitating 

• Overview of some contemporary intergroup issues and areas of 

concern (e.g., affirmative action, separatism/self-segregation, age, 

gender identity) 



The course uses activities, videos, discussions, and readings to promote 

personal and cultural awareness, facilitation skills, and understanding of 

diversity and inclusion issues. Practice facilitation role-plays and activities 

are videotaped periodically and used as educational strategies. 


Managers, diversity councils, diversity facilitators, affinity groups, teachers 

and educators, diversity professionals 

Instructor 

Robin A. Crawford 



Developing Diversity Communication 

and Messaging 

March 10, 2009. . . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:45 



While diversity efforts are now widely adopted, most organizations 

communicate diversity in such a haphazard way both internally and 

externally that the message is often not clear. Oftentimes, communicating 

to “diverse audiences” communicates the wrong message. 

This highly interactive workshop emphasizes: 

• The basic concepts of developing a diversity communication strategy 

• Key techniques for communicating in a “diversity crisis” 

• Tools for developing a diversity brand 

Key Topics 

• The value proposition for diversity 

• Communicating the diversity message internally: a step-by-step 

approach 

• Preparing key diversity messages 

• Developing a diversity brand and building brand equity 

• Developing the diversity message externally: a step-by-step approach 

• Developing a diversity communication strategy 

• Multicultural marketing: internally and externally 

• Educating internal and external communication teams on diversity 

communication 

• Developing a framework for understanding when “ethnic marketing” 

crosses the line from ethnic to offensive 

• Developing a relevant and effective communication strategy 

• Leveraging a unique and powerful connection with your target market 

• Leveraging partnerships to deliver on project goals 

• Tying metrics and measurement to project deliverables 

• Living up to the marketing and branding internally and externally 


Diversity professionals, communication professionals, and anyone with 

responsibility for communicating diversity internally and externally 

Instructors 

Robin A. Crawford, Kevin Derricotte 

Contact Sherrie Morales for information 

on consulting and on-site services at 

212-340-2868 or sm92@cornell.edu. 



Strategic Diversity Recruiting 



Diversity is a welcome asset to the American workplace. Yet many 

organizations lack a strategy for effective diversity recruitment. The 

constant pressure to improve diversity at all levels of an organization 

demands new ways of working, thinking, and communicating – ways that 

a strategy can provide. This workshop will examine: 

• How to position your organization to source diverse candidates at all 

levels of the organization 

• The best practices in diversity recruiting 

• Establishing your diversity profile to realize business goals and to 

benchmark comparable organizations to improve your own 

Key Topics 

• Ten strategies for improving diversity recruitment and retention 

• Searching for diverse sourcing 

– The best sources 

– Diversity and the Internet 

– An examination of challenges and opportunities 

– Finding diverse candidates for free or for a fee 

• Improving staff diversity with training and education 

• Diversity recruiting fact vs. fiction 

– Why diversity recruiting is so difficult 

– Why diversity retention is so difficult 

– Training and career management 

• The need for a strategic approach to diversity recruiting 

• Why HR must partner with the entire organization to ensure success 

• Holding managers accountable for diversity recruiting success 

• Building a diversity recruiting plan 



• Extensive case study and application 

• An annotated reference of diversity recruiting source material 


EEO, AA, diversity, and other HR generalists and specialists who want to 

learn how to make diversity work for them in the performance of their 

responsibilities 

Instructor 


To learn about our Equal 

Employment Opportunities 

Certificates see page 23. 



Strategic Diversity Retention 

April 16, 2009 . . . . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:45 

September 17, 2009. . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:45 


Many organizations spend time, effort, and money on recruiting a diverse 

workforce. Few, however, develop sophisticated diversity retention 

strategies that build on their recruiting efforts. As a result, they spend 

additional time, effort, and money to continuously recruit a diverse 

workforce. This highly interactive workshop emphasizes: 

• A step-by-step approach to developing a diversity retention strategy 

• The top ten reasons that diversity retention fails 

• Costs and benefits of a strategic approach to diversity retention 

Key Topics 

• The value proposition of an effective approach to diversity retention 

• Auditing retention efforts in your organization 

• Linking recruiting and retention efforts 

• Developing an understanding of the human and organizational 

characteristics that foster diversity retention 

• Developing a competency model for retaining a diverse workforce 

• Creating and implementing a framework for analyzing and responding 

to systemic diversity retention issues 

• Building a climate for organizational inclusion 

• Developing an accountability matrix for managers to retain a diverse 

workforce 

• Understanding and managing the relationship between organizational 

value for diversity and retention 

• Building a diverse pipeline 

• Linking the diversity brand to retention 

• Executive responsibility for diversity retention 

• How a diverse workforce shapes work and organizations, and vice versa 

• Transparent succession planning as a diversity retention strategy 

• The “mentoring myth” and its relationship to diversity recruiting 


Managers, recruiters, diversity councils, EEO, AA, diversity, and other HR 

generalists and specialists who want to learn how to make diversity work for 

them in the performance of their responsibilities 

Instructor 





of work. 



$1695 | Course DV232 

Diversity Train-the-Trainer 

October 7-9, 2009 . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:45 

Even the best diversity training course will fail to reach its learning goals if 

the instructor’s delivery falls short. This intensive experience is designed to 

build the confidence, knowledge, and skills of individuals charged with 

conducting high-impact, relevant, and involved diversity education and 

training in their organizations. Emphasis will be placed on the tools needed 

to conduct group instruction. This workshop will help you to: 

• Increase your knowledge, skill, and confidence in the trainer’s role 

• Apply effective adult learning principles 

• Establish and maintain a positive learning climate 

• Present information and answer questions effectively 

• Lead and sustain group discussions 

• Conduct and debrief learning exercises 

Class size 

is limited to 

12 students. 

Key Topics 

• Uncovering and addressing your own diversity issues 

• Designing diversity training: a step-by-step guide 

• Developing agendas with relevant content 

• Making clear and concise presentations 

• Listening, feedback, and intervention techniques 

• Structuring safe learning environments 

• Designing and delivering diversity training without anxiety 

• Options for getting participants’ questions answered 

• Questioning strategies to lead discussions 

• Balancing participation between the instructor and learners 

• Giving instructions that change behavior 

• Monitoring and debriefing roles for learning exercises 

• Facilitating respectful discussion of sensitive issues 

• Connecting diversity to the organization’s bottom line 

• Helping participants clarify and define diversity to include everyone 

• Utilizing resources appropriately and flexibly for different needs and 

reasons 



Delivery and critique of a training module; training demonstrations and 

application sessions; a step-by-step curriculum 


HR, EEO/AA, diversity managers, consultants, and anyone with 

responsibility for training; anyone in an organization who wants to design 

effective diversity training 

Instructors 

Robin A. Crawford, Laura S. Hertzog 


$1295 | Course DV350 

The Essentials of Developing 

and Delivering Diversity Training 

February 26-27, 2009 . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

September 29-30, 2009 . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 


The cornerstone of effective diversity training is ensuring that management 

and employees have an experience that raises awareness, changes behaviors, 

and does not reinforce stereotypes and biases. Increasingly, when diversity 

training is developed improperly, it is fraught with legal risk and may cause 

backlash. This interactive course enhances your skill in developing and 

delivering diversity training by exploring: 

• Methods for identifying and planning diversity training needs 

• Training techniques, models, and ideas that get diversity messages 

across 

• Delivery skills critical for successful diversity training and information 

dissemination 

Key Topics 

• Diversity awareness training 

• Training needs assessment 

• Diversity skills training 

• Deciding whether training is the right intervention 

• Building support for training and minimizing resistance 

• Developing the training plan 

• Selecting the trainers: working through diversity issues at the 

individual level 

• Inclusive training practices 

• Avoiding backlash 

• Dealing effectively with the difficult issues (e.g., race, gender, sexual 

orientation, unearned privilege) 

• Avoiding the blame game 

• Legal issues in diversity training 

• Using instructional tools, overheads, PowerPoint, etc. 

• Online diversity training 

• Evaluating success and minimizing failure 

• Emerging issues in diversity training 

• Managing training consultants 


Delivery and critique of a training plan; delivery of a diversity training 

module; training demonstrations, application sessions, and critique 


HR, EEO/AA, diversity managers, consultants, and anyone with responsibility 

for training 

Instructors 

Marchita Stanton, David Ciliberto 


$1295 | Course DV330 

Training Difficult Issues in Diversity 

May 11-12, 2009 . . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

October 1-2, 2009. . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

While diversity trainers do a good job training the “softer issues” in 

diversity, there are still some issues that many find more difficult to train. 

This workshop is designed to provide trainers with a step-by-step 

curriculum for delivering training and education on the tougher issues, 

including racism, privilege, religion, sexual orientation, gender identity, 

and oppression. You will enhance your skill in developing and delivering 

diversity training by exploring: 

• Methods for identifying and planning how to present the most difficult 

issues 

• Training techniques, models, and ideas that get diversity messages across 

• Delivery skills critical for successful diversity training and information 

dissemination 

Key Topics 

• Why certain issues are so difficult 

• Why trainers avoid these issues 

• Cultivating allies 

• Addressing institutional racism 

• Collusion: what is it, how to avoid it, how to address it 

Enrollment is 

limited to 15 

participants. 

• Privilege: recognizing it and helping others recognize it through 

training 

• Religion: helping people recognize religious bias 

• Sexual orientation: helping people understand heterosexism and its 

potential negative impact on working relationships 

• Gender identity: the issues, the approach, the workplace 

• Oppression: what is it, how does it affect the workplace 

• Addressing backlash 

• Introspection: assessing your own comfort with these issues 

• Confronting the issues, respecting the people 

• Legal issues 



Delivery and critique delivery of a training module; training demonstrations, 

application sessions, and critique; a step-by-step curriculum 

Prerequisite: Experience in training design and delivery such as would be gained by 

taking “The Essentials of Developing and Delivering Diversity Training” (page 14). 


HR, EEO/AA, diversity managers, consultants, and those with 

responsibility for training; anyone in an organization who wants to learn 

the correct way of addressing these issues 

Instructors 

Dottie Reese, David Ciliberto 



Developing and Managing an Effective 

Supplier Diversity Management Program 

March 2, 2009. . . . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 



In an effort to comply with government regulations and to gain a 

competitive advantage, many organizations have designed and 

implemented supplier diversity strategies and programs. This workshop 

will examine: 

• Gaining competitive advantage through supplier diversity 

• Essentials of the supplier diversity program 

• Establishing your supplier diversity profile to realize business goals and 

to benchmark comparable organizations in order to improve your own 

Key Topics 

• The need for a strategic approach to supplier diversity 

– Ten strategies for improving supplier diversity programs 

– Ten strategies for making the relationship work 

• Identifying and overcoming potential obstacles in implementing 

a supplier diversity program 

– The best sources 

– Making a strong business case 

– Supplier diversity as an integral part of a diversity strategy 

– An examination of challenges and opportunities 

– Measuring and tracking success 

– Training and education on supplier diversity 

• Supplier diversity fact vs. fiction 

– Why supplier diversity programs fail 

– Why supplier diversity relationships are often difficult 

– Organizational image as a barrier to supplier diversity 

• Why procurement must partner with the entire organization 

to ensure success 

• Holding managers accountable for supplier diversity 

• Building and marketing an effective supplier diversity plan 



• Overview of best practices in supplier diversity 

• Exceptional guest speakers 


Purchasing managers, purchasing officials, supplier diversity managers, 

diversity professionals, and others responsible for supplier diversity and 

supply chain management 

Instructors 

Marina Williams, Kevin K. Derricotte 



Effective Affinity Groups 


Affinity groups have emerged in the American workplace as a standard 

component of diversity initiatives. For many organizations, the benefits of 

affinity groups have evolved over time from the primary intent – to provide 

a forum in which members of an organization who share common 

interests, issues, or concerns meet to address those issues – to multifaceted 

benefits that impact recruitment, retention, marketing, and customer 

relations. 

There is still considerable debate over the efficacy or benefit of affinity 

groups to an organization. Many believe that these groups divide rather 

than unite the workplace, and in some organizations, affinity groups and 

diversity councils are often in conflict. This workshop will examine: 

• Fundamentals of affinity groups 

• The best practices in group formation and operation 

• The top ten characteristics common among high-functioning affinity 

groups 

Key Topics 

• Core competencies of effective affinity groups 

• A strategic approach to assessing effectiveness in the 

long and short term 

• Productive relationships with diversity councils: a step-by-step 

approach 

• Privileges and disadvantages of membership 

• Sustaining membership 

• Enlisting the support of the entire organization 

• Functioning as a productive member 

• Setting expectations for affinity groups 

• Conflict resolution 

• Advocacy skills 

• Charting the progress of dynamic affinity groups 

• The need for a strategic approach to affinity formation and governance 




• An invaluable resource for managing affinity groups 

• Assessment instruments at the individual, interpersonal, group, 


• Best practices in affinity group development & operation 


EEO, AA, diversity and other HR specialists with diversity responsibility; 

members of diversity councils or affinity groups; diversity consultants; 

anyone who wants to know how to create affinity groups 

Instructor 

Renoka Singh 


$1295 | Course DV310 

Effective Diversity Councils 

April 14-15, 2009 . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

November 4-5, 2009 . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 


The effectiveness of diversity councils varies considerably from 

organization to organization, and there is no consistent approach to 

making them work. The effective use and application of a diversity council 

strategy is one of the critical challenges and opportunities facing 

organizations. This workshop will examine: 

• How to position your diversity council for success 

• The best practices in diversity council formation and operation 

• The top ten characteristics common among high-functioning diversity 

councils 

Key Topics 

• Forming effective diversity councils 

• Diversity council membership: who to include and why 

• Core competencies of effective diversity councils 

• A strategic approach to assessing membership in the long 

and short term 

• From council member to diversity advocate: a step-by-step approach 

• Privileges and disadvantages of membership 

• Energizing existing diversity councils 

• Enlisting the support of the entire organization 

• Functioning as a productive member 

• Setting expectations for diversity councils 

• Accountability for diversity councils 

• Training diversity council members 

• Charting the progress of dynamic councils 

Updated 

toolkit on the 

formation 

and evaluation 

of diversity 

councils 

• The need for a strategic approach to diversity council formation 

and governance 



• An invaluable resource guide for managing diversity councils 

• Assessment instruments for diversity councils at the individual, 

interpersonal, group, and organizational levels 

• Best practices in diversity council development and operation 


EEO, AA, diversity, and other HR specialists with diversity responsibility; 

members of diversity councils; members of councils that are losing steam; 

diversity consultants; anyone who wants to know how to make councils 

work 

Instructor 

David Ciliberto 



Global Competencies for 

Diversity Leaders New 


October 6, 2009 . . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

Diversity strategy for many United States-based corporations has 

historically focused on issues of diversity within their U.S. headquarters. 

However, as the world of business has an increasingly international 

structure, corporate diversity leaders have recognized the need to view their 

U.S. efforts as just one part of a holistic global effort for their companies. 

This highly interactive workshop is for those who are now or who aspire to 

be senior diversity leaders with a global perspective and portfolio. Through 

the use of case studies, exercises, discussion with peers, and guidance from 

experts in the field, participants will develop a toolkit of competencies that 

will assist them in achieving success in such roles. 

Key Topics 

• Why a global diversity strategy is essential 

• The benefits to your business of developing such a strategy 

• Differences between U.S. and multinational diversity implementation 

• Key steps in creating a global diversity strategy 

• Getting local buy-in and participation 

• Global needs assessment/global metrics 

• Dynamics of global diversity councils 

• Managing perceptions of U.S.-centricity 

• Benefits and pitfalls of global branding and global values 

• Exercises for engaging and managing a global diversity team 

• Managing the unwritten rules in a multinational organization 



Chief/Senior Diversity Officers and practitioners in multinational 

organizations. This course is intended for individuals with a minimum of 

three years’ experience as diversity professionals. 

Instructors 

Terrence Simmons, Peggy Hazard 



The Four Generations: From Collision 

to Collaboration New 




For the first time in U.S. history, the workplace will be teeming with four 

generations of employees. Americans are living longer and working longer 

than ever before. The vast diversity in the ages of workers will bring many 

opportunities and challenges. Are you ready to maximize the talent of your 

millennials and Generation X employees while using the experience of your 

baby boomers and matures? Are your baby boomers prepared to be 

managed by millennials? Does your organization have a strategy for 

retention and succession planning that considers the unique needs of each 

generation? Is your communications strategy good enough to reach all 

those who need to hear it? This workshop will examine: 

• The unique characteristics and perspectives of the four generations 

• The essentials of communicating with the four generations 

• A strategy to maximize the talents of each generation 

Key Topics 

• The history behind what makes each generation unique 

• How to maximize the productivity of each generation by: 

– Creating an inclusive work environment 

– Understanding perspectives 

– Providing appropriate work–life balance 

– Understanding career goals and retirement issues 

• Develop business strategy to utilize the generations in the workplace 

and marketplace by examining: 

– Internal vs external messaging 

– Company loyalty 

– Succession planning 

– Skills transfer 


• Case study 

• Job aids 

• Action planning 

• Skills practice 


Anyone who works in a diverse workplace and needs to improve their 

understanding of generational differences 

Instructor 




New 

Applying Diversity Management to 

Innovation, Decision Making, Complex 

Problem Solving and Business Results 

June 9, 2009 . . . . . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 


Examples of the power of diversity are around us all the time. They make 

a compelling case for using diversity management to get better results, solve 

problems, make better decisions, and create innovative services. Yet, we 

often miss these compelling signs. Why? We don’t know what to look for. 

The field of diversity has been so consumed with basic diversity issues 

(representation, image, recruiting, retention) that many people have 

overlooked the power of “true diversity” to create value and results. This 

course provides a glimpse into the possibilities of diversity management 

when it is approached as a strategy and viewed through the lens of “capacity 

to create value.” It explores: 

• Why “management” is essential to getting value from diversity 

• How to determine “true diversity” based on perspectives, heuristics, 

interpretations, and predictive models 

• How to use diversity as a trigger for innovation 

• Examples of how diversity produces performance, productivity, 

creativity, quality decisions, and commercial value 


Key Topics 

• The everyday possibilities of diversity management 

• Knowing what to look for 

• The ugly side of diversity without management 

• Review of “We Don’t Know What We Think” 

• Review of The Difference, and other book excerpts 

• Managing diversity at the individual, group, interpersonal, 


• Overview of a diversity management strategy 

• The power of Conversations That Count 

• What every manager, leader, and employee needs to know 


Extensive case study and application; class customized through pre-work 

to the needs of each group; video testimonials from prominent diversity 

practitioners 


Anyone with responsibility for executing effective diversity principles in 

the workplace 

Instructor 

James O. Rodgers 



CORNELL DEVELOPED THE NATION’S FIRST CERTIFIED DIVERSITY 

PROFESSIONAL PROGRAM to provide serious diversity professionals with 

critical strategic information in an important and growing area. Professionals 

received the distinguished credential (CCDP), attesting that they took the 

rigorous courses in the Diversity Management Certificate program and then 

passed an exam. 

Due to the popularity of this program, and to the achievements of its 

graduates, Cornell has decided to take this program to the next level with 

the CCDP/AP (see page 4). We are very pleased that Cornell‘s CCDPs have 

increased the awareness of the need for strong diversity management 

handled by professionals in the field. 

Hear from one of the nation’s first CCDPs: 

“ 

Lear Corporation recognizes that focusing on diversity and 

looking for ways to achieve an inclusive environment makes 

good business sense. Cornell’s certification program has given 

me a broader outlook on diversity and 

reinforced the importance of respect and 

reciprocity in business. Understanding the 

foundational aspects of diversity has allowed me 

to approach this endeavor from a sound 

business perspective. It gave me exposure to the 

key areas where a focus on diversity has the 

greatest impact on the business metrics. 

The CCDP program has enhanced my ability to not only 

develop aspects of our initiative, but to effectively communicate 

to our team the diversity link to our business strategy. Having 

the diversity management certification affords a level of 

credibility that only a few diversity professionals possess. 

– Marina Williams, 

” 

CCDP 

Director, Office of Diversity 

Lear Corporation 


Earn any of these 

certificates within 

12 months and one 

day of training 

will be free. 

Certificate 

Programs 

The EEO Studies Certificate 

This highly specialized and dynamic field requires that you are well 

grounded in the latest EEO laws and procedures. Seven workshops totaling 

72 units are required to earn this certificate. 


Diversity Awareness 7 6 


Advanced Issues in EEO Law 26 12 

The Law of EEO (recommend taking first) 25 18 

Overview of Internal and External 

EEO Complaint Procedures 29 6 

Writing Effective EEO Investigative Reports 30 12 

Data Analysis for EEO Professionals 31 12 

Total 72 

EEO Public Sector Track 

This program draws on our current EEO Studies Certificate (above) but is 

customized specifically for public sector EEO professionals. This track is 

timely given current discussions about reform of EEO in the public sector. 

EEO professionals at the local, state, and federal levels will improve their 

competency while networking with their public sector colleagues. 

Earn a full certificate or take individual courses. 

Equal Employment Opportunities | Certificate Programs 


Diversity Awareness 7 6 

Strategic Diversity Retention 12 6 

Advanced Issues in EEO Law 26 12 

The Law of EEO 25 18 

Overview of Internal and External EEO 

Complaint Procedures 29 6 


EEO Refresher for EEO Counselors 35 6 

EEO: The Public Sector Perspective 36 6 

Total 72 

Note: Public sector employees receive a 15% discount off the registration fee of each workshop. 

Units 

6 units are the equivalent of one day of training; 12 units are the equivalent of two days of 

training; 18 units are the equivalent of three days of training. 

For more information, please contact Sherrie Morales at 212-340-2868 or sm92@cornell.edu. 


Certificate 

Programs 

Earn any of these 

certificates within 

12 months and one 

day of training 

will be free. 

Affirmative Action Certificate 

Equal Employment Opportunities | Certificate Programs 

Gain in-depth awareness and knowledge in an area that continues to grow 

in importance in today’s workplace. Six workshops totaling 72 units are 

required to complete this certificate. 


Fundamentals of Diversity Initiatives 5 12 



Quantitative Analysis and Goal Setting for AAPs 32 12 

Conducting an EEO Compensation Analysis 33 6 

Affirmative Action Programs* 34 12 

Harassment Prevention in the Workplace 28 6 

Total 72 

* “The Law of EEO” or substantial experience is a prerequisite for “Affirmative Action Programs.” 

EEO Complaint Handling Certificate 

Combining knowledge of policies and laws, key communications and 

conflict resolution skills, and a step-by-step approach will give you the 

expertise to handle EEO complaints effectively. This certificate requires at 

least six workshops (four core and two to three electives) totaling 72 units. 


Advanced Dynamics of Handling Employee 

Complaints and Concerns † 12 

ADR: Coaching for Conflict Resolution † 6 


The Dynamics of Handling EEO Complaints* 27 12 

Electives (selected from a combination below) 24 

Total 72 

Electives Page Units 

Resolving Conflict † 12 

Power of Listening † 12 

Harassment Prevention in the Workplace 28 6 


Substitutions 

* “The Dynamics of Handling Employee Complaints and Concerns,” HR252 (see our Web site.) 

Earning Multiple Certificates 

“The Law of EEO” may be applied to all EEO certificates and the Diversity Management Certificate 

(see page 3); “Writing Effective EEO Investigative Reports” may be applied to both the EEO Studies 

Certificate and the EEO Complaint Handling Certificate. 

† Visit www.ilr.cornell.edu/mgmtprog for workshop descriptions. 


$1795 | Course EO100 

The Law of Equal Employment Opportunity 

January 13-15, 2009 . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

April 27-29, 2009 . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

June 9-11, 2009 . . . . . . . . . . . . . . . . . . . . Ithaca . . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30 

September 9-11, 2009 . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

This three-day EEO law seminar is packed with the latest information 

needed to understand EEO laws in the context of daily work situations. 

You will examine: 

• EEO/affirmative action laws and obligations of employers 

• Recent legislation, guidelines, compliance agencies’ interpretations, 

and court decisions 

• The impact of EEO laws on an organization’s policies, procedures, 

and day-to-day operations 

Key Topics 

Receive a 

CD-ROM of 

updated laws 

• EEO laws 

– Title VII of the Civil Rights Act of 1964: the basic 

EEO statute 

– Civil Rights Act of 1991: procedures and remedies 

– Age Discrimination in Employment Act: high complaint volume 

– Equal Pay Act: how current enforcement conditions affect employers 

– Americans with Disabilities Act: compliance with complicated 

requirements 

• Affirmative action (AA) laws and orders 

– Executive Order 11246: continuing enforcement for government 

contractors 

– Rehabilitation Act/Section 503 Regulations: government contractor 

AA obligations for disabled employees 

– Vietnam Era Veterans Readjustment Act: current government 

contractor concerns 

• Family and medical leave: employer responsibilities 

• Sample state and local laws and cases 

Equal Employment Opportunities | Workshops 


• On-the-job reference manual containing laws, summaries, agency 

booklets, and a reference resource list 

• Updates on U.S. Supreme Court cases 


EEO, AA, and HR managers who wish to obtain a current, in-depth review 

of the EEO and AA federal, state, and local laws as well as regulations and 

court cases 

Instructors 

Lolita Chandler, Ida K. Chen, Shelley M. Greenwald, Laura S. Hertzog, 

Lisa R. Lipman, Peter M. Stein 


$1195 | Course EO300 

Advanced Issues in EEO Law 

June 10-11, 2009 . . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

December 1-2, 2009. . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 


This highly interactive workshop provides EEO practitioners with the 

advanced skills needed to identify and address more complex issues in EEO 

law and procedure. Uniquely taught from the plaintiff’s and defense 

perspectives, this is a practice-based course where you will simulate an 

actual EEO dispute from an internal complaint to a trial using a single case 

study. 

Key Topics 

• Preparing for depositions 

• Retaliation: a hidden trap for the unwary employer 

• Best practices in training managers to avoid retaliation 

• Ethical problems in EEO Law 

• An in-depth look at the affirmative defense in Faragher and Ellerth 

• Effectively defending harassment cases (racial, gender, religion, national 

origin) 

• Making the “hostile workplace” less hostile: key strategies and 

techniques 

• Developing and delivering effective EEO training 

• Conducting internal EEO audits 

• Strategic EEO planning 

• Developing and maintaining effective relationships 

with the EEOC and your state and local human rights commissions 

• Trends in discrimination charges 

• Class action lawsuits 

• Using arbitration/mediation to avoid litigation 

• The ever-increasing importance of electronic evidence 

• Selecting, preparing, and effectively using expert witnesses 


This workshop builds on the skills taught in the “Law of EEO.” 

Prerequisite: “The Law of EEO” (page 25) or at least seven years of experience in 

EEO law 


Experienced EEO, AA, and HR managers and others who want an 

intensive, senior-level event that addresses the most important EEO 

developments impacting employers and their legal counsel 

Instructor 

Lisa R. Lipman 


$1495 | Course EO231 

The Dynamics of Handling 

EEO Complaints 

February 3-4, 2009. . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

September 23-24, 2009 . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

Handling EEO complaints internally is a highly sensitive, multi-faceted 

process that involves many people. This workshop provides you with a 

practice-based, step-by-step approach to enhance your understanding of: 

• The internal complaint handling process from A to Z 

• The legal requirements organizations must observe 

• Necessary technical and communication skills 

Key Topics 

• The complaint process 

– Defining the role of the EEO complaint handler 

– Comparing EEO complaint processes 

• Complaint intake 

– Handling the emotional aspects of complaints 

– Effective communication skills for complaint handlers 

– Essential interviewing questions 

– Legal concerns: EEO laws, confidentiality, and no retaliation 

• Structuring an investigation 

– Stating the issues in terms of EEO policy and laws 

– Using information-gathering techniques 

– Interviewing complainants and accused persons 

– Determining when to involve an attorney 

• Complaint resolution 

– Identifying solutions, interventions, or resolutions 

– Monitoring and following up on EEO complaints 

• Evaluating the effectiveness of the complaint process 



Simulated EEO complaints, including practice sessions, role play, 

professional critiquing, and skill pointers 


EEO and AA professionals who want to gain in-depth expertise in 

managing the internal EEO complaint process 

Prerequisite: Basic EEO legal complaint-handling knowledge or completion of 

“Overview of Internal and External EEO Complaint Procedures” (page 29) 

Instructors 

Susan W. Brecher, Shelley M. Greenwald, Barbara B. Kalish, Lorence L. 

Kessler, Andrea M. Basile Terrillion 


$795 | Course EO220 

Harassment Prevention in the Workplace 

March 17, 2009 . . . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

September 22, 2009 . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

December 10, 2009 . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 


For employers, prevention is the key to avoiding illegal harassment on the 

job, including sexual, racial, religious, ethnic, age, disability, and other types 

of harassment. This interactive, one-day workshop examines the legal and 

policy concerns related to this complex workplace issue. You will review 

and explore: 

• Inappropriate behavior that leads to harassment 

• Laws, agency interpretations, and court cases 

• Strategies for preventing harassment 

• Harassment at the individual, group, interpersonal, and 

organizational level 

• How to detect and resolve problem situations to avoid complaints 

and lawsuits 

• Options for devising preventive education and training 

Key Topics 

• What is unlawful harassment? 

– The scope and range of inappropriate conduct 

– Contrasting social with workplace behaviors 

– Achieving mutual respect in the workplace 

• Legal requirements 

– Current federal, state, and local legal issues 

– Current EEOC guidelines 

– Understanding Supreme Court cases: Oncale, Ellerth, and Faragher 

– The difference between sexual harassment and other types of illegal 

harassment 

• Employer responsibilities and employee rights 

– Aligning policies to your organization’s mission 

– Defining roles and responsibilities of managers 

– Developing procedures that will work 

– Collaborating with legal staff and supporting managers 

– Overview of conducting investigations 

• Addressing harassment 

– Individual strategies for resolving conflict 

– Taking appropriate action 

– Avoiding retaliation 


HR, EEO, and AA professionals and specialists responsible for harassment 

prevention and training; persons accused of harassment; all employees 

Instructors 

Susan W. Brecher, Shelley M. Greenwald, Laura S. Hertzog 

This course is also available as part of Cornell’s Blended Learning solutions. For more 

information, see www.ilr.cornell.edu/mgmtprog/blendedlearning 



Overview of Internal and External 

EEO Complaint Procedures 


To ensure equal employment opportunity, employers have developed 

internal complaint procedures to allow employees to raise issues and 

concerns about discrimination. There are also external complaint 

procedures for employees who believe the law has been violated. This 

workshop provides an overview of both types of procedures by examining: 

• Types of internal and external complaints 

• Factors to consider when developing an internal EEO complaint 

procedure 

• Methods of avoiding and handling internal EEO complaints 

• Determining when to settle or resolve EEO complaints 

• Complaint processes at the EEOC, state enforcement 

agencies, and the courts 

• Internal and external alternative dispute mechanisms 

Key Topics 

• Handling internal complaints 

– A comparison of employer complaint procedures 

– Methods for making the EEO complaint process work 

– Case study practice on complaint resolution 

– Strategies for handling EEO problems 

• The EEO agency enforcement process 

– What to expect when EEOC, state, or local enforcement agency 

charges are filed 

– A look at agency processes 

– Tips for dealing with EEO enforcement agencies 

– Current EEOC and state administrative agency concerns 

• Alternative dispute resolution (ADR) 

– Differences between fact-finding, mediation, and arbitration 

– Uses for internal and external complaints 

– The pros and cons of ADR systems 



EEO and AA professionals who seek to enhance their ability to more 

effectively understand the EEO complaint process 

Note: A basic knowledge of EEO law is recommended prior to taking this class. 

Instructor 

Susan W. Brecher, Guest: Nancy P. Boyd 

To learn about our Equal 

Employment Opportunities 

Certificates see page 23. 


$1195 | Course EO240 

Writing Effective EEO Investigative 

Reports 

May 7-8, 2009. . . . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

November 18-19, 2009. . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 


In recent years, reports written by EEO investigators have come under 

heightened scrutiny by outside agencies, lawyers in discrimination cases, 

and the courts. EEO and human resources professionals who write reports 

as a result of EEO investigations have to make sure that those reports will 

withstand such scrutiny. Even if one conducts a thorough investigation, the 

report may still be subject to attack if it is not well written. This workshop 

builds on the skills learned in Cornell’s complaint handling workshops and 

focuses exclusively on the written product of an effective investigation. 

Key Topics 

• Understanding the Faragher-Ellerth Affirmative Defense 

• Ten tips for writing an effective EEO report 

• A template for writing an EEO report 

• Addressing comparators 

• Addressing credibility 

• Writing the analysis in EEO reports 

• Using the EEOC guidelines effectively 

• Analyzing witness statements 

• Writing sound conclusions 

• Writing a fair, thorough, and neutral report 

• Working effectively with counsel on writing EEO reports 

• Avoiding an advocate report 

• Ethical issues 

• Attorney-client privilege 

• Analyzing evidence in EEO reports 

Prerequisite: Significant experience in EEO investigations or attending the “Dynamics 

of Handling EEO Complaints” (see page 27). Significant knowledge and/or 

experience in EEO law. 


Anyone responsible for writing EEO investigative reports 

Instructor 

Shelley M. Greenwald 




of work. 



$1195 | Course EO180 

Data Analysis for EEO Professionals 

April 30-May 1, 2009 . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 


The analysis of employment data is an important function performed by 

organizations involved with equal employment opportunity and affirmative 

action issues. Government regulations require employers to analyze their 

employment data. A failure to do a thorough analysis can result in a 

potentially costly liability that could have been avoided. This workshop 

provides a solid understanding of the effective use of statistical analysis in 

EEO management and legal proceedings. You will cover: 

• The legal basis for the use of statistics in EEO 

• Which analytical tools are appropriate 

• How to interpret the results 

• When to conduct an additional investigation 

• Strategies for presenting findings to management, agencies, and 

the courts 

Key Topics 

• The legal foundation 

– Statistics in adverse impact cases 

– Statistics in disparate treatment cases 

– The uniform guidelines on employee selection procedures 

• Selecting statistical tools 

– Understanding the four-fifths rule 

– Tests of statistical significance 

• Analyzing specific practices 

– Underutilization 

– Recruiting and hiring 

– Placement 

– Compensation 

– Promotions 

– Terminations 

• Conducting an internal EEO audit using employment data 

• Interpreting results and presenting findings 

– What do the results mean? 

– Presenting employment data to various parties 



EEO and AA professionals who need to know how to analyze EEO 

statistical information 

Note: This workshop focuses on analysis and does not demonstrate calculations. You are not 

required to have a background in statistics. 

Instructor 

Glenn Barlett 


$1195 | Course EO210 

Quantitative Analysis and Goal Setting 

for AAPs 

February 11-12, 2009 . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 



At the heart of federal affirmative action (AA) regulations under Executive 

Order 11246 are the requirements for employers’ analysis of their workforce 

and employment transactions. Diagnostic analysis of transactional data 

highlights potential problem areas that become the focus of AA efforts. 

Using the 2000 AA regulations as a guide, you will work through each step 

of the process, including: 

• Preparing an organizational profile 

• Complying with statistical and analytical requirements 

• Understanding goal-setting guidelines 

• Using your Affirmative Action Program analysis as a practical 

management tool 

Key Topics 

• Preparing a workforce analysis or an organizational display 

– Analyzing the workforce for areas of underrepresentation or 

concentration 

– Calculating OFCCP JAAR analysis 

• Conducting the utilization analysis 

– Criteria used in a job group analysis 

– Calculating availability analysis 

– Standards used in comparing incumbency to availability 

• Determining availability 

– Considering external and internal factors 

– Reasonable recruitment area 

• Placement goals 

– The purpose of placement goals 

– Placement goals versus rigid quotas 

• Performing in-depth analysis to identify problem areas 

– Analyzing hires, promotions, and terminations 

– Using the impact ratio analysis 

– Analyzing compensation systems 

• Additional required elements of an AAP 


You will work with an extended case study that allows hands-on practice 

with each of the required analytical techniques. 


AA professionals responsible for preparing the quantitative and analytical 

portion of an AAP 

Prerequisite: You should have a basic knowledge of affirmative action as taught in 

the workshop “Affirmative Action Programs” (page 34). 

Instructors 

Lorence L. Kessler, Mark M. Mansell 



Conducting an EEO Compensation 

Analysis 

February 5, 2009 . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

Organizations have an affirmative obligation to avoid findings of 

discriminatory pay practices. Such a finding can be costly in terms of 

penalties and payment of back wages. It is important for organizations to 

have a proactive strategy to avoid the potential allegations of wage 

discrimination. In this highly interactive workshop, you will focus on 

developing: 

• An awareness of and the skills to identify the elements that actually 

influence salary, wages, and other types of compensation 

• A strategy for determining if the elements of compensation are 

uniformly applied; and, if so, what the impact is on racial minorities 

and women 

• A nondiscriminatory approach to compensation 

Key Topics 

• Wage differentials and when they can be deemed discriminatory 

• The importance of neutral job related factors 

• Analyzing compensation data as a useful tool to assure fairness 

and equity in compensation practices 

• Analyzing compensation data to identify problems that can be 

corrected without being the subject of a complaint, compliance review 

finding, or litigation 

• Overview of the legal and regulatory framework 

• Determining Similarly Situated Employee Groups (SSEGs) 

• Variables that impact pay 

• Developing a regression model 

• Overview of cohort process 

• Responding to OFCCP’s evolving methodology 

• Conducting a cohort analysis 

• Potential pitfalls 

• Statistical analysis of cohorts 

• Addressing potential problem areas 

• Defenses justifying pay differences 

• Compliance evaluation strategies 

• A strategic approach to EEO compensation analysis 



Affirmative action professionals responsible for AA compliance 

Instructor 

Glenn Barlett 


$1195 | Course EO213 

Affirmative Action Programs: Preparation, 

Implementation, and Compliance 

February 9-10, 2009. . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

September 14-15, 2009 . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 


This workshop concentrates on how to develop and administer acceptable 

affirmative action programs (AAP) and how to handle a compliance audit 

by the Office of Federal Contract Compliance Programs (OFCCP). You 

will learn: 

• The legal meaning of affirmative action 

• The components of AAP 

• Practical aspects of implementing an AAP 

• Preparing for an OFCCP compliance review 

Key Topics 

• What is affirmative action? 

– Understanding Executive Order 11246, the Rehabilitation Act, 

and the Vietnam Era Veterans Readjustment Act 

– Who is a government contractor? 

– Implications of the current affirmative action debate 

• The basic requirements of an AAP 

– Understanding the elements of an AAP 

– Current OFCCP issues and concerns 

– Establishing placement goals 

– Establishing reporting and monitoring systems 

• Implementing the AAP 

– Dealing with AA goals during downsizing 

– Confidentiality issues 

– Developing unique action-oriented AA programs 

– Maintaining applicant flow data 

• The compliance review process 

– Types of compliance evaluations 

– Preparing for an evaluation 

– The do’s and don’ts of on-site evaluations 

– Understanding the off-site analysis phase 

– Strategies for negotiating and resolving audit issues with the OFCCP 

Prerequisite: “The Law of EEO” (page 25) or substantial experience. 


• Discussion of the latest OFCCP regulations 

• Practical tips from a panel of experts 

• Extensive case-study practice 

• Coverage of 2000 Affirmative Action Regulations 


Affirmative action professionals responsible for AA compliance 

Instructors 

Glenn Barlett, Linda Cavanna-Wilk, Guests: William Carmell, John Herbert 



EEO Refresher for EEO Counselors 


October 20, 2009 . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 

This workshop is essential for all EEO counselors as a part 

of their annual training. You will be introduced to EEO counseling, laws, 

and process as well as techniques necessary to be effective. Emphasis will be 

placed on a thorough understanding of the federal, state, and local form, 

substance, and style. This course will cover: 

• Updated federal sector EEO laws and procedures 

• Advanced techniques and tools for interviewing aggrieved individuals, 

the responsible management officials, and witnesses 

• The No FEAR Act 

• Ethical issues in EEO counseling 

• Alternative dispute resolution 

Key Topics 

• Interpersonal issues in counseling 

• The counseling process: a step-by-step approach 

• Overview of federal EEO laws 

• Overview of the federal sector EEO process 

• Interviewing the responsible management official 

• Alternative dispute resolution (ADR): theory and practice 

• Informal resolution techniques for EEO counselors 

• Overview of harassment issues: the law and EEOC regulations 

• Thoroughly investigating claims of harassment 

• Meeting with the aggrieved individual after meeting with responsible 

management officials 

• Conducting the final interview 

• Drafting the EEO counselor report 

• Retaliation issues: how to spot and resolve them 



• Case studies 

• Limited class size 

• Interactive exercises 

• Individual work 

• Faculty experiences in the federal sector EEO process 


Federal-sector EEO counselors who need an annual refresher training 

experience 

Instructor 

Susan W. Brecher 



EEO: The Public Sector Perspective 


October 21, 2009 . . . . . . . . . . . . . . . . . . New York City. . . . . . . . . . . . . . . . . . 9:00 to 4:30 


Equal Employment Opportunity (EEO) is critical in the public sector. 

Unlike the private sector, however, there are a myriad of EEO rules and 

regulations that are peculiar to the public sector. This workshop provides 

you with a comprehensive overview of: 

• EEO counseling 

• EEO liaisons, additional oversight and audits by state, local, or other 

agencies, etc. 

• Additional rules and regulations not relevant to the private sector 

Key Topics 

• Competencies for the public sector EEO professional 

• Ethical issues in public sector EEO practices 

• Successfully navigating the public sector EEO process 

• An overview of regulations governing EEO in the public sector 

• The changing landscape of EEO practice in the public sector 

• Training and professional development for the EEO public sector 

professional 

• The role of the EEO liaison 

• Cultivating allies 

• EEO public sector law 

• Providing EEO training in the public sector 

• Working effectively with the EEOC and other regulatory agencies 

• Managing an effective and efficient public sector EEO office 

• Resources for the public sector EEO professionals 

Prerequisite: “The Law of EEO” (page 25). 


All public sector EEO professionals 

Instructor 

Susan W. Brecher 

This symbol next to course numbers 

indicates approval for HRCI recertification 

credits toward your PHR, SPHR, or GPHR. 

Please visit our Web site or www.hrci.org 

for more information. 


(Please copy to register 

additional people) 

Mail to: ILR Customer Service Center 

Cornell University, ILR School, Ives Hall 

Ithaca, NY 14853-3901 Fax to: 607-255-9826 

Registration 

Form 

Participant Information 

Name ___________________________________________________________________ 

Title ____________________________________________________________________ 

Organization _____________________________________________________________ 

Address ❏ Work ❏ 

Home _____________________________________________ 

City ___________________________________ State _________ Zip________________ 

Office Phone (_______) ___________________ Home Phone (_______) _____________ 

Fax (_______) ___________________________ 

E-mail __________________________________________________________________ 

Student I.D. No. ___ ___ ___ – ___ ___ – ___ ___ ___ ___ 

(Please enter your Social Security number if you wish to obtain CEUs) 

❏ Check here to receive a 15% discount of the registration fee for NYS 

government and NYS not-for-profit organizations 

❏ Check here if you have previously attended a workshop 

Workshop Selection 

Course # Course Title Date Location Price 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

Total Price $ ____________ 

DJS1 A B C D E F G H J 

Payment Method 

Diversity, Inclusion, and EEO Practice | registration Form 

Late cancellations/transfers incur a 25% charge. No-shows and cancellations not in 

writing incur a 100% charge. Cancellations and transfers must be in writing and 

arrive at Cornell 5 business days before the workshop date to avoid a charge. 

Signature of Registrant____________________________________________________ 

Please check one of the below payment methods: 

❏ CHECK ENCLOSED, payable to Cornell University ILR, for $ _____________________ 

LETTER OF CREDIT: ❏ Enclosed ❏ Will follow registration 

Will follow registration 

PURCHASE ORDER: ❏ Enclosed ❏ 

CREDIT CARD: ❏ AMEX ❏ Discover ❏ MasterCard ❏ Visa 

TYPE OF CREDIT CARD: ❏ Personal ❏ Corporate 

Card # ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ 

Name as on Card __________________________________ Exp. Date_____________ 

Signature ________________________________________ Amount $ ____________ 

❏ INVOICE $________________________ PAYMENT OF BILL IS AUTHORIZED BY: 

Payment must be received 7 business days prior to the workshop start date. You may pay by 

credit card or check. Please make checks payable to CORNELL UNIVERSITY ILR. If you elect to 

be billed, your manager must sign the registration form to authorize payment. 

Name of Registrant’s Manager (Type or Print) __________________________________ 

Title of Registrant’s Manager (Type or Print) ___________________________________ 

Signature of Approving Manager___________________________________________ 

(The signing manager accepts the full terms of the cancellation and payment policy above) 

SEND INVOICE TO: ❏ Me 

❏ 

Other (Name) ________________________________ 

Address (if different from above) _____________________________________________ 

______________________________________________________________________

Registration Information 

To register, mail the completed registration form to Cornell University, ILR Customer Service 

Center, Ives Hall, Ithaca, NY 14853-3901, fax to 607-255-9826, or visit www.ilr.cornell.edu/ 

mgmtprog to register online. 

Registrations are confirmed in writing in the order received. Registration at the door is usually 

not possible. If you have not received a written confirmation, please telephone the registrar 

before traveling to the workshop. 

Payment 

Payment must be received 7 business days prior to the workshop start date. You may pay by 

credit card or check. Please make checks payable to Cornell University ILR. If you elect to be 

billed, your manager must sign the registration form to authorize payment. A 15% discount 

is available for NYS government and NYS not-for-profit employees. 

Substitution and Cancellation Policy 

Substitutions of registrants can be made at any time unless a course has a prerequisite or 

prework. Cancellations and transfers are subject to a 25% charge unless received in writing 

5 business days prior to the program. When a representative of an organization approves an 

employee registration, that organization becomes responsible for cancellations, transfers, 

substitutions, and payments. The full program fee will be charged for any registration that is 

not canceled in writing. 

Schedule 

Check-in and review of materials begin at 8:15 a.m. Workshops begin at 9:00 a.m. and 

conclude between 4:30 and 5:00 p.m. Continental breakfast and lunch are included in the fee. 

Accommodations 

The tuition does not include lodging. We can recommend hotels convenient to the training 

location. Please notify the registrar in advance to ensure proper ADA accommodations. 

www.ilr.cornell.edu/mgmtprog/DM 

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New York, NY 10016-4328 

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Diversity Management Certificate - ILR School - Cornell University

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