LL 2010 Spring-Fa

ll 2010
Spring–Fa
DIVERSITY, INCLUSION, AND EEO PRACTICE
The nation’s premier provider

of diversity, inclusion, and EEO
strategic solutions, including:
• Diversity Certification
• Custom Programs
• Consulting
• Individual Coaching
New – Programs offered

in Atlanta (see page 2)
www.ilr.cornell.edu/mgmtprog/dm/new
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. 3.
• 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. 21)
• Keynote speakers for events
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.
Tr a i n i n g L o c a t i o n s
New York City: 16 East 34th Street, 6th Floor
Ithaca, NY: ILR Conference Center, Garden Avenue
(one block from the Statler Hotel)
Diversity,
Inclusion, and
EEO Practice
Customized Solutions
On-Site Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Certificates/Certification
Advanced EEO/HR Complaint Handling Certificate and Certification . . . 22
Affirmative Action. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Diversity Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
EEO Complaints and Internal Investigations . . . . . . . . . . . . . . . . . . . 24
EEO Public Sector Track . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
EEO Studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Cornell Certified Diversity Professional (CCDP) . . . . . . . . . . . . . . . . . . 3
Table of Contents
Special Programs
Executive Coaching. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Workshops
Advanced Diversity Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Advanced Issues in EEO Law. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Affirmative Action II: Analysis and Goal Setting For AAPs. . . . . . . . . 32
Affirmative Action Programs: Preparation,
Implementation, and Compliance . . . . . . . . . . . . . . . . . . . . . . . . . 34
Applying Diversity Management to Innovation, Decision Making,
Complex Problem Solving and Business Results – NEW . . . . . . . . 20
Conducting an EEO Compensation Analysis. . . . . . . . . . . . . . . . . . . 33
Data Analysis for EEO Professionals . . . . . . . . . . . . . . . . . . . . . . . . . 31
Developing and Managing an Effective Supplier
Diversity Management Program . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Developing Diversity Communication and Messaging . . . . . . . . . . . . 9
Difficult Issues in Harassment and Retaliation – NEW. . . . . . . . . . . . 35
Diversity Awareness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Diversity Train-the-Trainer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
EEO Complaints and Internal Investigations . . . . . . . . . . . . . . . . . . . 27
EEO Procedures: Internal, External and ADR . . . . . . . . . . . . . . . . . . . 29
EEO: The Public and Federal Sector Perspective . . . . . . . . . . . . . . . . 36
Effective Affinity Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Effective Diversity Councils . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Essentials of Developing and Delivering Diversity Training. . . . . . . . . 13
Facilitating Diversity Dialogues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Fundamentals of Diversity Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Generational Diversity – NEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Global Competencies for Diversity Leaders – NEW. . . . . . . . . . . . . . 18
Harassment Prevention in the Workplace . . . . . . . . . . . . . . . . . . . . . 28
Law of Equal Employment Opportunity . . . . . . . . . . . . . . . . . . . . . . 25
Sexual Orientation and Gender Identity . . . . . . . . . . . . . . . . . . . . . . . 7
Strategic Diversity Recruiting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Strategic Diversity Retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Training Difficult Issues in Diversity . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Writing Effective EEO Investigative Reports. . . . . . . . . . . . . . . . . . . . 30
Registration Form . . . . . . . . . . . . . . . . . . . . . . . . Inside Back Cover

Registration Information . . . . . . . . . . . . . . . . . . . . . . . . Back Cover
Certificate and
Certification
Diversity Management Certificate

Gain in-depth knowledge in an area that is increasingly complex, highly specialized,
| Certificate and Certification
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 4 12
Strategic Diversity Recruiting 10 6
Strategic Diversity Retention 11 6
The Essentials of Developing and Delivering Diversity Training 13 12
Diversity Management
or Training Difficult Issues in Diversity 14 12

Developing and Managing an Effective Supplier Diversity
Management Program 15 6
or Effective Affinity Groups 16 6
Effective Diversity Councils 17 12
Total 72
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.
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 all-encompassing
programs in Diversity, Inclusion and EEO for professionals like you.
These programs are offered in Atlanta by Cornell.

Details available by calling 212-340-2819.
2 | R e g i s t e r o n - l i n e a t w w w. i l r. c o r n e l l . e d u / m g m t p ro g / d m / n e w
Certificate and
Certification
Cornell Certified Diversity Professional/

Advanced Practitioner (CCDP/AP)
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
or the equivalent, 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.
R e q u i re m e n t s
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 p. 2). 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 one additional 200 or 300 level class 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 pass 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.
Call for Information 866-470-1922 | 3

$1295 | Course DV221
Fundamentals of Diversity Initiatives

February 22-23, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
September 29-30, 2010 . . . . . . . . . . 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-by-step 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
K e y To p i c s
• The history and progression of diversity and inclusion Updated
best
• Implications for leading a diversity initiative practices
• 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
S p e c i a l F e a t u re s
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
Advanced Diversity Strategies

May 12-13, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:45
November 11-12, 2010. . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:45
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
K e y To p i c s
• The current paradigm: diversity as an initiative
• The emerging paradigm: leveraging diversity/moving toward inclusion
| Workshops
• 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
Who Will Benefit

HR, EEO/AA, diversity managers, and those with responsibility for launching, sustaining,
evaluating, or managing diversity initiatives
Instructors
Peggy Hazard, 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, 2010 . . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
November 10, 2010 . . . . . . . . . . . . . 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
| Workshops
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
K e y To p i c s
• Understanding diversity issues at the individual level
• Building and supporting diverse work teams
• A definition of diversity
BEST SELLER!
• Unearned privilege Register early
to ensure
• Cultural filters your place.
• 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
Who Will Benefit

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
$795 | Course DV214
Sexual Orientation and Gender Identity

February 24, 2010. . . . . . . . . . . . . . . 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.
K e y To p i c s
• 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
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• 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
Who Will Benefit

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 21 for details.

$795 | Course DV237
Facilitating Diversity Dialogues

October 4, 2010 . . . . . . . . . . . . . . . . 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
| Workshops
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.
K e y To p i c s
• 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.
Who Will Benefit

Managers, diversity councils, diversity facilitators, affinity groups, teachers and
educators, diversity professionals
Instructor
Robin A. Crawford
$795 | Course DV230
Developing Diversity Communication

and Messaging
March 9, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:45
November 5, 2010 . . . . . . . . . . . . . . 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
K e y To p i c s
• The value proposition for diversity
• Communicating the diversity message internally: a step-by-step approach
| Workshops
• 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
Who Will Benefit

Diversity professionals, communication professionals, and anyone with responsibility
for communicating diversity internally and externally
Instructors
Emily Christakis, Robin A. Crawford
Contact Sherrie Morales for information on consulting and on-site

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

$795 | Course DV226
Strategic Diversity Recruiting

April 14, 2010 . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
September 15, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
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
| Workshops
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
K e y To p i c s
• 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
Who Will Benefit

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
Robin A. Crawford
To learn about our Equal Employment

Opportunities Certificates see page 23.
$795 | Course DV228
Strategic Diversity Retention

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
K e y To p i c s
• 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
| Workshops
• 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
Who Will Benefit

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
Robin A. Crawford

place of work.

Diversity Train-the-Trainer
October 6-7, 2010 . . . . . . . . . . . . . . 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,
| Workshops
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
K e y To p i c s 12 students.
• 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
Who Will Benefit

HR, EEO/AA, diversity managers, consultants, and anyone with responsibility for
training; anyone in an organization who wants to design effective diversity training
Instructors
Emily Christakis, Dave Ciliberto, Robin A. Crawford, Laura S. Hertzog
Note: Your instructor will be selected from these individuals.
The Essentials of Developing and

Delivering Diversity Training
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
K e y To p i c s
• Diversity awareness training
• Training needs assessment
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• 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.
• 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
Who Will Benefit

HR, EEO/AA, diversity managers, consultants, and anyone with responsibility for
training
Instructor
David Ciliberto

Training Difficult Issues in Diversity

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
| Workshops
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
K e y To p i c s
• Why certain issues are so difficult
Enrollment is
• Why trainers avoid these issues limited to 15
• Cultivating allies participants.
• Addressing institutional racism

• Collusion: what is it, how to avoid it, how to address it
• Privilege: recognizing it and helping others recognize it through training
• Physical disabilities: working with people who have disabilities
• 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
Who Will Benefit

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
David Ciliberto, Laura Hertzog
$795 | Course DV358
Developing and Managing an Effective

Supplier Diversity Management Program
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
K e y To p i c s
• 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
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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
• Extensive case study and application
• Overview of best practices in supplier diversity
• Exceptional guest speakers
Who Will Benefit

Purchasing managers, purchasing officials, supplier diversity managers, diversity
professionals, and others responsible for supplier diversity and supply chain
management
Instructors
TIm Findley, Sean Huddleston

$795 | Course DV120
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
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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
K e y To p i c s
• 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, and
organizational levels
• Best practices in affinity group development & operation
Who Will Benefit

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
Effective Diversity Councils

April 12-13, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
November 3-4, 2010 . . . . . . . . . . . . . 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
K e y To p i c s
• 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
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• 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
• The need for a strategic approach to diversity council formation and governance
• Case study and application
• Best practices in diversity council development and operation
Who Will Benefit

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

$995 | Course DV311 New
Global Competencies for Diversity Leaders
October 5, 2010 . . . . . . . . . . . . . . . . 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
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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.
K e y To p i c s
• 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
Who Will Benefit

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
$795 | Course DV238
Generational Diversity New

(formerly The Four Generations: From Collision to Collaboration)

October 21, 2010 . . . . . . . . . . . . . . . Albany. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
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
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K e y To p i c s
• 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
Who Will Benefit

Anyone who works in a diverse workplace and needs to improve their understanding
of generational differences
Instructor
Robin A. Crawford

$995 | Course DV312 New
Applying Diversity Management to
Innovation, Decision Making, Complex
Problem Solving and Business Results
June 7, 2010 . . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
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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
K e y To p i c s
• 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, and organizational
levels
• 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
Who Will Benefit

Anyone with responsibility for executing effective diversity principles in the workplace
Instructor
James O. Rodgers
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 multiple-delivery effectiveness and cost efficiencies.
Details available by calling 212-340-2819.
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.
Lois Baumerich Memorial Scholarship

To commemorate Lois Baumerich’s legacy, the Northeast Region Corporate
Industry Liaison Group (NERC ILG) will provide five scholarships valued up
to eight-thousand dollars each to students enrolled in the EEO Studies
and/or Affirmative Action Certificates from Cornell University’s ILR School.
Lois was the director of employment compliance at Pfizer and oversaw the
company’s equal opportunity and affirmative action program. Lois was
passionate about equity in the workplace and received an Equal Employment
Opportunities certificate from ILR in 2005.
“The scholarship is the embodiment of her vision to help others acquire the
training and skills needed to successfully perform the role of a 21st Century
EEO professional,” according to NERC ILG.
Cornell University awarded its first scholarship in Fall 2009, and will continue
for the next four consecutive years.
To read more about the scholarship and to submit an application this spring
or summer, visit www.ilr.cornell.edu/mgmtprog/scholarship.html

Certificate Programs
Advanced EEO/HR Complaint Handling

Certificate and Certification Option
Requirements*:
• The completion of either the EEO Complaints and Internal Investigations certificate or
| Certificate Programs
the HR Complaints and Internal Investigations certificate is required (total 72 units)

• Earn 114 units:
– 24 core class units based upon previous certificate
– 18 elective units
For EEO/HR Complaint Handling Certification Options see below.
Core Classes Page Units
HR Law 2 days (EEO Required) † 12
Equal Employment Opportunities
Resolving Conflict (EEO Required) † 12

The Law of EEO (HR Required) 25 12
Writing Effective EEO Investigative Reports (HR Required) 30 12
Electives (18 Units**) Page Units
EEO Procedures: Internal, External and ADR 29 6
Harassment Prevention 28 6
Advanced Issues in EEO Law 26 12
Difficult Issues in Harassment and Retaliation 35 6
DIV: Diversity Awareness 6 6
LR: Tools and Techniques: Developing Facts and Evidence † 6
*For those individuals who completed the EEO Complaints and Internal Investigations certificate the
following core classes are required. For the HR Law class you will only take the 2nd – 3rd day of the class
(skipping the first day because you previously covered this material in the EEO Complaints and Internal
Investigations certificate).
** For those individuals who completed the HR Complaints and Internal Investigations certificate the
following core classes are required. For the EEO Law class you will only take the 2nd – 3rd day of the class
(skipping the first day because you previously covered this material in the HR Complaints and Internal
Investigations certificate).
*** Workshops already earned cannot be double-counted towards this certificate. If all of these workshops
have been taken, you will need to replace them with other workshops approved by the Director; contact
Susan W. Brecher at swb6@cornell.edu.
EEO/HR Complaint Handling Certification

Handling Employee Complaints is a complex area that requires investigatory
interviewing, investigation and resolution skills as well as knowledge of EEO and
employment laws and organization policies. EEO and HR Professionals who are
responsible for investigating and resolving complaints can gain certification by
demonstrating an in-depth understanding of the skills and knowledge required to
effectively manage the process for handling complaints. Advanced HR/EEO Certificate
holders will have the opportunity to receive Cornell Certification in Employee
Complaint Handling upon the successful completion of an exam covering the areas of
EEO and employment law, intake interview analysis, planning an investigation,
submitting an investigation report and developing a resolution plan.
Requirements for Certification:
• Completion of the Advanced HR/EEO Complaint Handling Certificate
• Certification exam consisting of: (1) multiple choice questions on legal, policy and
complaint handling areas and (2) an in-depth analysis of an employee complaint
including all of the phases of the process – intake, investigation and resolution.
For more information about certification and fees contact Susan W. Brecher, Director swb6@cornell.edu
22 | Register on-line at www.ilr.cor nell.edu/mgmtprog/dm/new

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.

The Law of EEO (recommend taking first) 25 18
EEO Complaints and Internal Investigations 27 12
Data Analysis for EEO Professionals 31 12
Electives (selected from a combination below) 12
Total 72
Electives Page Units
Diversity Awareness 6 6
Writing Effective EEO Investigative Reports 30 12
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.
Diversity Awareness 6 6
EEO: The Public and Federal Sector Perspective 36 6
Electives (selected from a combination below) 24
Total 72
Writing Effective EEO Investigative Reports 30 12
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.
No elective may be double counted for more than one certificate. Due to substantial overlap between the EEO
Studies and Public Sector certificates, an individual may not earn both, but must choose one track or the other.
Note: The new curriculum changes are effective as of fall 2009, and intended to give participants additional
flexibility in customizing the curriculum to their professional needs. Participants who began the certificates
prior to September 2009 may complete the old requirements or switch to the new ones.
For more information, please contact Sherrie Morales at 212-340-2868 or sm92@cornell.edu.

Certificate Programs
Affirmative Action Certificate

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 4 12
Affirmative Action II: 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
Electives (selected from below) 6

Total 72

Effective Affinity Groups 16 6
* “The Law of EEO” or substantial experience is a prerequisite for “Affirmative Action Programs.”
EEO Complaints and Internal Investigations

(formerly EEO Complaint Handling Certificate)
This very complex area of EEO expertise requires knowledge of policies and laws, a
defined process for conducting investigations combined with investigatory internal
communications and conflict resolutions skills.
Core Classes** Page Units
The Law of EEO* (recommend taking first) 25 18
EEO Complaints and Internal Investigations 27 12
(previously: Dynamics Handling EEO Complaints)
Advanced Employee Complaint Handling † 12
(previously: Advanced Complaint Handling)
Writing Effective EEO Investigation Reports 30 12
Power of Listening † 12
Conflict Resolution: Coaching and Facilitation † 6
(previously: ADR: Coaching for Conflict Resolution)
Total 72
* Law of EEO is the only workshop double counted from EEO/AA Certificates.
** Required workshops that are not double counted can be replaced with: EEO Internal, External & ADR
Procedures, Harassment Prevention, Difficult Issues Harassment/Retaliation, Diversity Awareness, Advanced
EEO Law Note: If all of these courses have been taken, contact Susan W. Brecher, Director swb6@cornell.edu.
† Visit www.ilr.cornell.edu/mgmtprog for workshop descriptions.
For an Advanced EEO/HR Certificate and Certification see p. 22, or email Susan W. Brecher, Director at
swb6@cornell.edu.
$1795 | Course EO100
The Law of Equal Employment Opportunity

January 12-14, 2010 . . . . . . . . . . . . . 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
Receive a
K e y To p i c s CD-ROM of
• EEO laws updated 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
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– Vietnam Era Veterans Readjustment Act: current government contractor
concerns
• Family and medical leave: employer responsibilities
• Sample state and local laws and cases
• On-the-job reference manual containing laws, summaries, agency booklets,
and a reference resource list
• Updates on U.S. Supreme Court cases
Who Will Benefit

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, Kathy Donovan, Shelley M. Greenwald, Laura S. Hertzog,
Lisa R. Lipman, Peter M. Stein

Advanced Issues in EEO Law

June 8-9, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
October 18-19, 2010 . . . . . . . . . . . . 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
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course where you will simulate an actual EEO dispute from an internal complaint to a
trial using a single case study.
K e y To p i c s
• 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
Who Will Benefit

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
EEO Complaints and Internal Investigations

(formerly The Dynamics of Handling EEO Complaints)
February 2-3, 2010 . . . . . . . . . . . . . . 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
K e y To p i c s
• 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
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– 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
Who Will Benefit

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 “EEO Procedures:

Internal, External and ADR” (page 29)
Instructors
Susan W. Brecher, Shelley M. Greenwald

$795 | Course EO220
Harassment Prevention in the Workplace

October 21, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
December 6, 2010 . . . . . . . . . . . . . . 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.
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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
K e y To p i c s
• 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
Who Will Benefit

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
$795 | Course EO130
EEO Procedures: Internal, External and ADR

February 1, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
EEO professionals have oversight over their organizations EEO internal complaint
policies and procedures. Also, it is essential to know external agency and court
complaint procedures when employees file legal complaints. This workshop examines

types of procedures and best practices to avoid EEO external complaints.
K e y To p i c s
• Range of internal and external EEO Complaints
• Factors to consider when developing an internal EEO complaint procedure
• Comparing EEO complaint procedures
• Methods for making the EEO complaint process effective
• Methods of avoiding and handling internal EEO complaints
• Strategies for handling and preventing EEO issues
• The EEO external agency and court enforcement process
• What to expect when EEOC, state, or local enforcement agency charges are filed
• Tips for dealing with EEO enforcement agencies
• Current EEOC and state administrative agency concerns
• Determining when to settle or resolve EEO complaints
• Internal and external alternative dispute mechanisms
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• Pros and Cons of ADR systems
• EEO agency mediation
S p e c i a l F e a t u re
• Mock EEO Mediation Demonstration
Who Will Benefit

EEO and AA professionals who seek to enhance their ability to more effectively
understand the EEO complaint process
Instructors
Susan W. Brecher, Linda Cavana-Wilk, Christopher Kwok
Note: A basic knowledge of EEO law is recommended prior to taking this class
To learn about our Equal Employment

Opportunities Certificates see page 23.

Writing Effective EEO Investigative Reports

May 4-5, 2010 . . . . . . . . . . . . . . . . . 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
| Workshops
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.
K e y To p i c s
• 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

“EEO Complaints and Internal Investigations” (see page 27). Significant knowledge and/or
experience in EEO law.
Who Will Benefit

Anyone responsible for writing EEO investigative reports
Instructor
Shelley M. Greenwald

place of work.
Data Analysis for EEO Professionals

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
K e y To p i c s
• 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
| Workshops
– 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
Who Will Benefit

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

Affirmative Action II: Analysis and Goal

Setting for AAPs
At the heart of federal affirmative action (AA) regulations is the requirement that
employers analyze their workforce and employment transactions. This diagnostic
| Workshops
analysis of transactional data highlights potential problem areas that then become the
focus of AA efforts. Using as a guide the AA regulations issued under Executive Order
11246, you will work through a case study following each step in the process of
preparing an Affirmative Action Program. While these regulations apply only to
government contractors, the analytical techniques may be used by any employer,

private or public sector, interested in developing an AAP that can be used as an
effective management tool. For those organizations who outsource the actual
preparation of their AAPs, this class provides a solid understanding of how best to
manage the project.
K e y To p i c s
• Preparing a workforce analysis or an organizational display
– Analyzing the workforce for areas of underrepresentation or concentration
• Conducting the utilization analysis
– Criteria used in a job group 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
Special
You will work with an extended case study that allows hands-on practice with
analytical techniques, and provides a context for understanding the required
quantitative analysis.
Who Will Benefit

AA professionals responsible for preparing the quantitative and analytical portion of
an AAP, and HR professionals tasked with managing the preparation of an AAP by
in-house staff or by outside consultants.
Prerequisite: A basic knowledge of affirmative action, such as that taught in the workshop
Affirmative Action Programs, is helpful.
Instructors
Lorence L. Kessler, Mark M. Mansell
Note: Updated and revised version of “Quantitative Analysis and Goal Setting for AAP’s”
$795 | Course EO310
Conducting an EEO Compensation Analysis

February 4, 2010 . . . . . . . . . . . . . . . . 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
K e y To p i c s
• 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
| Workshops
• 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
Who Will Benefit

Affirmative action professionals responsible for AA compliance
Instructor
Glenn Barlett

Affirmative Action Programs: Preparation,

Implementation, and Compliance
February 8-9, 2010 . . . . . . . . . . . . . . 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
| Workshops
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
K e y To p i c s
• 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
Who Will Benefit

Affirmative action professionals responsible for AA compliance
Instructors
Glenn Barlett, Linda Cavanna-Wilk, Guests: William Carmell, John Herbert
$795 | Course EO305 New
Difficult Issues In Harassment and Retaliation
June 10, 2010 . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
December 7, 2010 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
Interpreting the legal and policy concepts of harassment and retaliation pose many
challenges for employers. EEO and human resources professionals are faced with
employee complaints claiming that there is a hostile work environment and that they

are being subjected to retribution by managers. Harassment and retaliation are the
most common complaints addressed by the outside agencies and courts. This
interactive workshop will examine these complex issues through the use of case study
analysis.
K e y To p i c s
• Analyzing the difference between legal and policy issues
• Defining the standards established by the Supreme Court Harassment Decisions
• Knowing the wide range of Crawford retaliation protections
• Distinguishing federal, state and local laws, court and agency interpretations
• Recognizing hostile work environments caused by all types of EEO harassment
• Determining what rises to the level of severe and pervasive harassment
• Identifying when behaviors violate policies and can lead to violating the law
• Effective techniques for assuring reasonable care and prompt corrective action
• Avoiding claims of constructive discharge
• Addressing retaliation by co-workers
| Workshops
• Strategies for preventing harassment and retaliation
• Steps to take to ensure that managers understand their responsibilities
• Common mistakes when investigating harassment and retaliation complaints
• Implementing disciplinary actions
• Determining the employer’s role in defending individual liability claims against
managers
Who Will Benefit

EEO and HR Professionals involved handling employee complaints
Instructors
Susan W. Brecher, Shelley M. Greenwald

$595 | Course EO105
EEO Public and Federal Sector Perspective

May 3, 2010 . . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
October 20, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
Equal Employment Opportunity (EEO) is critical in the public and federal sector. Unlike
the private sector, however, there are a myriad of EEO rules and regulations that are
peculiar to EEO for government employees. This workshop will examine federal, state
| Workshops
and local sector EEO best practices.
K e y To p i c s
• EEO laws for employees working for federal, state and local government
• Current EEO legal issues for the public and federal sector
• Recent cases and court interpretations
• Regulations and practices governing EEO in the public and federal sector
• Analysis of Complaints brought by government employees
• Determining a Prime Facie Case
• Managing Informal and Formal Complaints from government employees
• Successfully navigating the public and federal sector EEO process
• The changing landscape of EEO practice in the public sector
• The role and responsibilities of the EEO Professionals
• Strategic positioning and prevention in the public and federal sector
• Working effectively with the EEOC and other regulatory agencies
• Current Initiatives at the EEOC and state and local enforcement agencies
• Managing an effective and efficient public and federal sector EEO office
• Resources for the public and federal sector EEO professionals
S p e c i a l F e a t u re
• EEO Agency Representative
Who Will Benefit

All public sector EEO professionals
Prerequisite: “The Law of EEO” (page 25)
Instructors
Susan W. Brecher, Linda Cavanna-Wilk
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.
Mail to:
Registration Form ILR Customer Service Center
Cornell University, ILR School
(Please copy to register additional people) Ives Hall, Ithaca, NY 14853-3901
Fax to: 607-255-9826
Participant Information
Name ___________________________________________________________________________
Title ____________________________________________________________________________
Organization _____________________________________________________________________
Diversity, Inclusion, and EEO Practice

Address (Office)___________________________________________________________________
City ___________________________________ State _________ Zip _______________________
Phone (_______) ________________________ Fax (_______) _____________________________
E-mail ___________________________________________________________________________
Address (Home) __________________________________________________________________
City ___________________________________ State _________ Zip _______________________
Student I.D. No. ___ ___ ___ – ___ ___ – ___ ___ ___ ___
(Please enter your Social Security number if you wish to obtain CEUs)
❏ Check here to receive a 15% discount off the registration fee for government and
not-for-profit organizations
❏ Check here if you have previously attended a workshop
Wo r k s h o p S e l e c t i o n
Course # Course Title Date Location Price
________________________________________________________________________________
________________________________________________________________________________
| Registration Form
________________________________________________________________________________
Total Price $ ____________________
D K S 1 A B C D E F G H J K
Payment Method
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: ❏ Attached
PURCHASE ORDER: ❏ Attached
CREDIT CARD: ❏ AMEX ❏ Discover ❏ MasterCard ❏ Visa
TYPE OF CREDIT CARD: ❏ Personal ❏ Corporate
Card # ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___
3-Digit Code (back of card) ___ ___ ___ 4-Digit Code (AMEX only) ___ ___ ___ ___
Name as on Card ___________________________________________ Exp. Date ___________
Signature __________________________________________________ Amount $ __________
PAYMENT OF BILL IS AUTHORIZED BY:
Payment or payment guarantee (such as a Purchase Order) is expected at the time of registration. If a PO
or other guarantee of payment will be submitted from your organization, your manager must sign the
registration form taking responsibility of payment. You may pay by credit card or check. Please make
checks payable to CORNELL UNIVERSITY ILR.
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 policy above)
Non-Profit Org.
U.S. Postage
Registration Information PAID

Ithaca, New York
To register, mail the completed registration form to Cornell University, ILR Customer Permit No. 780
Service Center, Ives Hall, Ithaca, NY 14853-3901, fax to 607-255-9826, or visit Cornell University ILR
www.ilr.cornell.edu/mgmtprog/dm/new to register online. Metropolitan District
Registrations are confirmed in writing in the order received. Registration at the door is 16 East 34th Street
usually not possible. If you have not received a written confirmation, please telephone New York, NY 10016-4328
the registrar before traveling to the workshop.
PAYMENT
Payment or payment guarantee (such as a Purchase Order) is expected at the time of registration.
If a PO or other guarantee of payment will be submitted from your organization, your
manager must sign the registration form taking responsibility of payment. You may pay Leading-edge
by credit card or check. Please make checks payable to CORNELL UNIVERSITY ILR. diversity,
A 15% discount is available for government and not-for-profit employees. inclusion, and
EEO strategic
SUBSTITUTION AND CANCELLATION POLICY solutions
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/new

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DIVERSITY, INCLUSION, AND EEO PRACTICE

The nation’s premier provider

New – Programs offered

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

• Custom certificates and programs, including Onsite Training and Consulting

• Keynote speakers for events

Cornell ILR has been designated as a Human Resources

This symbol throughout the catalog indicates approved workshops.

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

Diversity Management Certificate

and important to organizations in creating a competitive workforce. A specialty in this

Core Curriculum Page Units

or Training Difficult Issues in Diversity 14 12

Earning Multiple Certificates

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

Cornell honored as one of DiversityInc’s

These programs are offered in Atlanta by Cornell.

Cornell Certified Diversity Professional/

| Certificate and Certification

Read about our instructors at www.ilr.cornell.edu/mgmtprog/instructorbios.html.

Call for Information 866-470-1922 | 3

Fundamentals of Diversity Initiatives

Who Will Benefit

Advanced Diversity Strategies

Who Will Benefit

This symbol next to course numbers indicates approval for

Call for Information 866-470-1922 | 5

dialogue and working together productively. Special emphasis is placed on providing

orientation, thinking styles, and other workplace differences

Who Will Benefit

Sexual Orientation and Gender Identity

Who Will Benefit

Any of our workshops can

Call for Information 866-470-1922 | 7

Facilitating Diversity Dialogues

• Linking diversity dialogues to diversity strategy

Who Will Benefit

Developing Diversity Communication

Who Will Benefit

Contact Sherrie Morales for information on consulting and on-site

Call for Information 866-470-1922 | 9

Strategic Diversity Recruiting

• Establishing your diversity profile to realize business goals and to benchmark

Who Will Benefit

To learn about our Equal Employment

Strategic Diversity Retention

Who Will Benefit

Any of our workshops can

Call for Information 866-470-1922 | 11

• Apply effective adult learning principles

Who Will Benefit

Note: Your instructor will be selected from these individuals.

The Essentials of Developing and

The cornerstone of effective diversity training is ensuring that management and

Who Will Benefit

Call for Information 866-470-1922 | 13

Training Difficult Issues in Diversity

• Addressing institutional racism

Who Will Benefit

Developing and Managing an Effective