Diversity Training: Celebrating Diversity in the Workplace - Canberra

# Your Diversity Training Doesn't Work Because You're Doing It Wrong

We live in a diverse world, don't we?

A world that connects people across continents through video calls and builds teams that never meet face to face. Yet when I walked into another mandatory diversity session last Tuesday, I found myself surrounded by people checking their phones and mentally planning their lunch orders.

All because someone decided we needed to talk about differences.

What actually happened in that room? Same thing that happens in meeting rooms across Canberra every day. People sitting through presentations about bias while secretly panicking they might say something wrong, think something inappropriate, or accidentally upset someone they've shared coffee with for three years.

The trainer was probably nice enough, clicking through slides about unconscious bias and inclusive language. But how does any of that help when Sarah from accounts does that thing with her eyes every time Jin tries to contribute? You know the look.

This has nothing to do with being politically correct.

Remember that moment when you're waiting for the lift and your colleague mentions something about "people like that" and you freeze? Not sure whether to speak up or pretend you're checking messages on your phone? Or when you notice the same handful of people always get chosen for the good projects while others somehow never make the cut.

Maybe you've watched brilliant colleagues struggle because they don't fit whatever unspoken rules exist in your office. That's the actual problem we're meant to be solving.

Your workplace has policies about diversity, right? Beautiful documents sitting in employee handbooks next to health and safety guidelines nobody's read since orientation. Those policies won't stop Michael from talking over Priya whenever she tries to make a point. They're useless when the social committee ends up being the same group of people every single time.

But here's what does work.

Pay attention to who talks in meetings and who stays quiet. It's not complicated, just requires noticing things you probably ignored before. When someone makes a comment that feels off, you don't need to stage an intervention. Sometimes "What exactly do you mean?" works better than a ten minute speech about sensitivity.

Different perspectives actually improve your work : teams with varied backgrounds spot problems that identical groups miss completely. Not because diversity is fashionable but because different experiences create different solutions.

This is where things get messy though.

You can't dump people from various backgrounds in the same room and expect instant collaboration. That's like throwing ingredients in a bowl without mixing and hoping for a decent cake. You need actual skills to make this work properly.

Workplace communication between cultures isn't about memorising lists of do's and don'ts. Some cultures value direct feedback while others build relationships first. Neither approach is wrong, just different ways of getting things done.

Things that actually help:
- Count who speaks in your meetings and for how long. You might be shocked.
- If someone's style seems weird to you, consider yours might seem equally strange to them
- Before assuming someone's being difficult, think of other possible explanations
- Check whether you apply the same standards to everyone when giving feedback

The age thing complicates everything too. Older staff might prefer formal emails while younger people live on messaging apps. Both get the job done, just differently. Find methods that work for everyone instead of forcing your preferences on the team.

Being an ally is tricky territory. How do you support people without being patronising or becoming the person who talks about diversity more than the people actually experiencing discrimination?

Sometimes being helpful means backing off instead of jumping in. If you're constantly the voice discussing these issues, maybe listen more and speak less. Ask what people need rather than deciding for them.

Most workplaces treat diversity like a problem needing management instead of a resource waiting to be used. When your team includes people with different experiences, education, cultural backgrounds, and thinking styles, that's not a challenge. That's a competitive edge you're probably wasting.

Doesn't happen by itself though.

You need people who can run discussions where everyone feels safe contributing. Managers who spot when voices get ignored. Team members who handle disagreements without pretending differences are invisible.

Remote work changed everything. Video calls might help people who hate open offices but create new barriers for those whose home setups aren't camera-ready. The pandemic made some things easier and others harder.

Companies succeeding at this aren't the ones with impressive diversity statements plastered on their websites. They're places where people from different backgrounds can disagree productively, where mistakes get addressed without drama, where everyone can be themselves instead of performing some sanitised professional version.

Employee engagement training makes more sense when you accept that different things motivate different people. Public praise works for some while others prefer quiet recognition. Competition energises certain personalities : others work better collaboratively.

You're not trying to eliminate all discomfort or pretend differences don't exist. The goal is turning those differences into strengths rather than sources of tension.

Try starting with your next team meeting. Instead of letting usual suspects dominate conversation, ask specific people what they think. Rather than making decisions the traditional way, consider whether better approaches exist.

Small shifts can have big results.

When diversity functions properly, it doesn't feel like extra work. Feels like having access to better ideas, more creative solutions, the kind of team energy that makes challenging projects genuinely enjoyable.

Worth more than any handbook or training session ever could be.