Changing the Government’s Use of Diversity

In August, President Obama issued an executive order requiring all government agencies to have a plan for diversity and inclusion within 120 days. All agencies should now be in the early stages of implementation.

When the order was issued, some critics said there was no need for such an order because the Equal Employment Opportunity Commission is charged with monitoring diversity and inclusion in the government. This response is indicative of the widespread misunderstanding between diverse groups’ representation in the workforce and leveraging diversity to improve employee engagement and business outcomes.

In issuing the order, Obama recognized that focusing quantitatively on the number of diverse individuals in the federal workforce is just one part of the issue. The order, in part, reads:

“Our nation derives strength from the diversity of its population and from its commitment to equal opportunity for all. We are at our best when we draw on the talents of all parts of our society, and our greatest accomplishments are achieved when diverse perspectives are brought to bear to overcome our greatest challenges.”

While diverse representation is important, focusing solely on it can lead to high attrition rates for employees who do not fit the culture. Creating a culture of inclusion — where the goal is to create an environment that works for everyone — leads to higher levels of employee engagement and productivity.

Diversity practitioners are quick to point out that changing organizational culture is a journey, one that takes persistent, ongoing effort. Change efforts of this magnitude can take three to 10 years because organizational cultures can be entrenched and slow to change.

Tyronne Stoudemire, global diversity and inclusion leader for Aon Hewitt, said many organizations still look at diversity and inclusion as a problem to be solved. They don’t position it as a business strategic driver. They set up mentoring programs and affinity groups sans business connection. Inclusion will only be sustained when it is positioned as a set of values that create value for the organization.

Based on results from the Federal Employee Viewpoint Survey 2010, opinions about diversity and inclusion in the federal workplace have become more negative since 2008.

Sixty-four percent of respondents believed managers and supervisors worked well with employees of different backgrounds in 2010, a 4 percent decrease from the 2008 survey. Further, 58 percent thought policies and programs promoted diversity — a 5 percent decrease since 2008.

According to Crystal Scott, director of the Office of Diversity and Inclusion for the Department of Labor, creating an inclusive culture in the government is a high priority. “In the Department of Labor, we recognize that diverse talent must be cultivated, respected and valued. We can only achieve our goals and meet the expectations the American people have of us if we have a highly engaged and diverse workforce.”

In response to the executive order, the Department of Labor is developing a strategic diversity and inclusion plan, including diversity training, establishing partnerships with diverse professional associations, and revising its diversity performance elements for executives and managers. It also established HR program managers for various executive orders related to advancement for veterans, Hispanics, people with disabilities and students.

Shirley Davis, vice president of diversity and inclusion for The Society for Human Resource Management, believes the executive order will raise the importance of diversity in federal agencies and increase focus on inclusion rather than just numerical goals. She said the government is moving in the right direction because many organizations now understand that hiring diverse candidates is just the first step.

But it is critical to leverage talent for the best possible outcomes for the individual and the organization. Davis said there are many mission-critical functions in the government that require cultural competence, particularly in the defense and intelligence communities.

We operate in a global context more than ever before. More than any organization, the government needs to be out in front as a best-practice example for others to follow.

Mary-Frances Winters is president and founder of The Winters Group, an organization development and diversity consulting firm. She can be reached at editor@diversity-executive.com.