Too often, when employees hear the words "diversity training," people's eyes start to roll, they squirm in their seats and try to fill their calendars with other responsibilities so they can miss the session.

In response, trainers counter by giving the training fancy names like "inclusion" or "cultural competence training."

While this response is disheartening, it's understandable. Much of what organizations offer during diversity training is boring and unhelpful at best, and damaging at worst. Effective diversity training challenges not only the participants, but the trainers as well.

It can be difficult for trainers to present information objectively, because they often struggle with some of the same issues they are trying to address. It is sometimes evident in their body language, attitude and tone that they, too, have challenges understanding human dynamics.

While there are many approaches to developing and delivering effective diversity training, the first step for organizational leaders and individuals responsible for the training should be to avoid the most common pitfalls.

1. Focusing too little on emotions

Emotions shape our perspectives and distort our ability to analyze information accurately. In other words, they convert the objective to the subjective. Any training that does not acknowledge and identify the emotional framework under girding issues is useless.

2. Failing to engage white males

Many white males don't consider themselves to have a culture, so when they hear talk of cultural issues, they tend to think of other groups. Some diversity trainers have perpetuated this falsehood by consciously or subconsciously presenting diversity as something other than white and male, such as women and racial/ethnic minorities. However, white men may be veterans, disabled or over 40 - employee groups that are protected from employment bias, as women and minorities are. Diversity training should engage them as such.

3. Lacking a compelling business case

It is true that diversity training doesn't always guarantee exceptional business results. However, the ability to attract and retain the best available talent, and the ability to understand and react to an increasingly diverse customer base, is just the beginning of where diversity training can make an organization stronger.

4. Not being compliance-driven

Check-the-box training undermines the whole concept of diversity. If HR/benefits managers implement such programs just because they have been directed to do so, they are likely to implement them incorrectly or haphazardly, which will reinforce the misperception that diversity training is not needed. If training efforts are not compliance-driven, employers will miss opportunities to explore creative, innovative approaches beyond what they are directed to do in order to achieve the desired results.

5. Focusing on 'fixing' white people

All too often, the conscious or subconscious approach toward diversity training is the idea of "fixing" white people. Whites are far from the only group struggling to understand and embrace diversity. In fact, not only do groups have difficulty understanding other groups, they often struggle with the diversity within their own groups as well. Casting a wide net to have training encompass all employee groups is its inherent purpose and the way training will be most effective.

6. Failing to engage senior management

Having senior-level management buy-in for diversity initiatives is crucial. The senior level not only sets the vision and determines the priorities for the organization, but needs to "walk the talk" as well. This is the team that will influence the attitudes and commitment ofmanagers that make the day-to-day decisions around hiring, training and career development.

7. Conducting reactive, not proactive, initiatives

It is common for organizations to introduce these initiatives after employees have lodged complaints.

At that point, it is far too late in the game to start thinking about a diversity initiative. As with any potential source of competitive advantage, those who are ahead of the curve with diversity have a better chance of reaping the rewards faster.

Being reactive with training and slow on implementation is the perfect recipe for never reaching the ultimate goal.

Diversity hiring stymies HR pros

Even though most managers recognize the value of hiring people different from themselves nearly 30% do not know how to do it effectively, according to a survey of more than 2,500 senior HR executives in North America by Boston-based consulting firm Novations Group. The firm asked:

With respect to considering diversity when recruiting new employees, which of the following best describes the attitude of managers in your organization?

50% — Most managers recognize the value of hiring people different from themselves and do what they can to meet this objective.

29% — Most managers recognize the value of hiring people different from themselves but don't know how to do it effectively.

12% — Most managers don't see the value in hiring people different from themselves, but nevertheless cooperate with HR's effort to meet this objective.

8% — Most managers see no value in hiring people different from themselves and make little effort to meet this objective.

1% — Most managers openly resist diversity in hiring.

"Given the long-shared commitment to a diverse workplace, it's worrying that so many corporate managers don't have a comfort level with how to go about it," says Novations Vice President Audra Bohannon. "Plainly, getting managers to hire people different than themselves must not be taken for granted ... as in ... it will just happen naturally. Achieving a culture of diversity and inclusion is a conscious, intentional process engaged in by those who have a commitment to make it happen. It will take review of policies and practices that exclude, best practices of what does work well, and of course education on the part of employees to help them gain an understanding and buy-in that this is good for business."

Among the survey's other findings, 12% of managers do not see the benefit of diversity hiring, but nevertheless cooperate with such efforts. Another 8%, however, not only fail to see its benefit, but also make little effort to meet the objective.

Jarik Conrad is the author of"The Fragile Mind," which explores emotional intelligence, the complexity of race relations and the causes of urban violence.