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Diversity within the Acquisition Workforce

Diversity within the Acquisition Workforce. Breakout Session # 111 Name: Diversity within the Acquisition Workforce Moderator: Alan J. Boykin Associate Director, Workforce Policy & Programs Human Capital Initiatives (HCI) Office of the Under Secretary of Defense (OUSD)

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Diversity within the Acquisition Workforce

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  1. Diversity within the Acquisition Workforce • Breakout Session # 111 • Name: Diversity within the Acquisition Workforce • Moderator: Alan J. Boykin • Associate Director, Workforce Policy & Programs • Human Capital Initiatives (HCI) • Office of the Under Secretary of Defense (OUSD) • Acquisition, Technology & Logistics (AT&L) • Date: July 19, 2010 • Time: 11:15 am – 12:30 pm 1

  2. Panelists Karen R. Penn Director, Diversity & Inclusion Defense Contract Management Agency (DCMA) Sylvester Mendoza Corporate Director, Workforce Diversity & EEO Northrop Grumman Barbara L. Spotts Program Manager, Diversity and Inclusion Program Office of Diversity and Equal Opportunity National Aeronautics and Space Administration (NASA)

  3. Agenda Opening Remarks and Introductions Alan J. Boykin, Panel Moderator Top 3 Current Initiatives All Panelists Discussion Questions Moderator Question & Answer Session Audience

  4. Why Diversity? The Law of Requisite Variety: Any system will die if the variety of the system is not at least as big as the variety of its environment. -W. Ross Ashby (Pioneer in Cybernetics)

  5. Defining Diversity There are varying definitions and interpretations of diversity in the workforce environment. Some common thoughts are: Diversity is recognizing, appreciating, respecting, and utilizing a variety of attributes, not just race and ethnicity. Diversity creates performance advantages through the synergy of diverse ideas and people. A diverse workforce should appropriately reflect national demographics.

  6. Labor Force Demographics

  7. Diversity and Workforce Mix • A viable acquisition workforce is dependent upon its ability to establish an organization with an appropriate mix of talents and skills. • Mix should include: • Race • Ethnicity • Gender • Age • Experience • Veterans and Disabled

  8. Diversity vs EEO… What’s the difference? Many organizations strive to draw a clear distinction between diversity management and leadership from EEO compliance. In the traditional sense… Equal opportunity is a legal concept in place to mitigate discrimination practices and experiences due to gender, religion or race/ethnicity or membership of any other legally protected group. In contrast Diversity is more about the spirit or intent of equity and inclusion.

  9. Organizational Perspectives on Diversity Organizations seeking to define diversity, whether military or civilian may consider the following questions: Is “diversity” more than simple population representation? Why is “diversity” valuable to your organization? How is “diversity” valuable to your organization?

  10. Karen R. PennDirector, Diversity & InclusionDefense Contract Management Agency (DCMA)

  11. Defense Contract Management Agency (DCMA) Challenges: Aging workforce Average age = 52 63% retirement eligible w/in 5 yrs Lack of diversity in pipeline Passive recruitment history BRAC STEM/U.S. Citizenship requirements Misconception that diversity = EEO/Affirmative Action

  12. Defense Contract Management Agency (DCMA) Top Initiatives: Office of Diversity & Inclusion Collaboration with Equal Employment Opportunity Office Metrics/Measurement Diversity Training Targeted Diversity Recruitment for Entry Level Pipeline Diversity Council

  13. Defense Contract Management Agency (DCMA) Top Initiatives Newly established Office of Diversity & Inclusion within Human Capital Separate and distinct from Office of Equal Employment Opportunity Functional realignment of recruiters and special emphasis program coordinators Collaboration with Equal Employment Opportunity Office Customized training Quarterly demographic reports/tailored action plans Metrics/Measurement Applicant flow data Performance indicators

  14. 5 Level 4 Level 3 Level 2 Level 1 Level Defense Contract Management Agency (DCMA) Top Initiatives • Diversity Training Compliance Diversity Inclusion EEO and Affirmative Action (e.g., race, gender, veteran status, disability) Realizing that diversity of race and gender is measured and reported annually; making good-faith efforts to address underutilization Understanding diversity is more than race and gender; it is the full range of talents, skills, perspectives, backgrounds and life experiences that make an individual unique Acknowledging, nurturing, enhancing and leveraging the richness of diversity Incorporating diversity into all business practices, policies and procedures and leveraging it as a catalyst for creativity and innovation and as a competitive strength Tools and Resources • EEO Reports • Workforce Profile/Analysis • Diversity Action Plan • Diversity Recruiting Strategy • Metrics/Measurement/Accountability • Integration of D&I Best Practices • Recognition/Reward

  15. Defense Contract Management Agency (DCMA) Top Initiatives Targeted Diversity Recruitment for Entry Level Pipeline Student Career Experience Program (SCEP) Keystone Program Diversity Council Cross-functional, senior leadership representation Reinforce communication; establish consistent approach to metrics/accountability

  16. Sylvester Mendoza Corporate Director Workforce Diversity & EEONorthrop Grumman

  17. Diversity & Inclusion and EEO July 19, 2010 Sylvester Mendoza Corporate Director, Diversity & Inclusion and EEO National Contract Management Association Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.

  18. Northrop Grumman Today • $33.8 billion sales in 2009 • $69 billion total backlog • 120,000 people, 50 states, 25 countries • Leading capabilities in: • Cybersecurity • Systems integration • C4ISR and battle management • Information technology and networks • Homeland security • Defense electronics • Naval shipbuilding • Space and missile defense Performance Culture Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information. 18

  19. Northrop Grumman Diversity & Inclusion Diversity & Inclusion Sustainability Accountability/ Integration Strategy & Infrastructure Creating Awareness and Building Foundation Compliance Focus 2011 2010 2008 2009 >2007 Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.

  20. D&I and EEO-Value Proposition • Engagement • D & I and EEO • Safety • Environment Employees Shareholders Performance Culture Customers Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.

  21. Diversity and Inclusion Framework Goal for Northrop Grumman HIGH Competitive Advantage: High Collaboration: High Morale: High Engagement: High Retention: High DIVERSITY LOW LOW HIGH INCLUSION Adapted from the Guide for Inclusive Leaders, 2006 Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.

  22. Engagement through Inclusive Leadership 3 • Embed and Modelinclusive practices into the culture 1 DIVERSITY 2 Identify & Transform exclusive patterns and behaviors 1 • Appreciatedifferences • (of self, others) INCLUSION Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.

  23. Engagement through Inclusive Leadership Partnerships, Alliances, and Acquisitions Embed and Modelinclusive practices into the culture 3 Cross Functional Collaboration 1 Work Teams DIVERSITY 2 Identify & Transform exclusive patterns and behaviors Individuals Appreciatedifferences (of self, others) INCLUSION Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.

  24. Diversity and Inclusion Strategic Components & Tools D&I Components & Tools Talent Acquisition & Management Communications Leadership & Accountability Workplace Assessment Metrics Awareness Education/ Training Commitment Shared Need Shared Vision Inclusive Leadership Mindset & Behaviors D&I Competencies Sponsorship of ERGs & Conferences Mentoring & Coaching Diversity Councils Action Plans AIP Goals Staff Meetings Leaders D&I Toolkit -FAQs -Key Messages -Strategy -ERGs Intranet/Internet Collateral Materials Success Stories External Recognition Awards (Surveys) Heritage Celebrations & Recognition Focus Groups Engagement Surveys Exit Interviews D&I Awareness & Skills -On-Line -Classroom MicroInequities Behavioral Assessments Mentoring & Coaching Sourcing Career Fairs Research & Search Engagements Diverse Slate of Interview Candidates Rotation Assignments Mentoring & Coaching Efficacy Programs Succession Plans & OLR Women & POC -AIP Goals** Diverse Slates Placements Attrition Development OLR/Hi-Po’s Supplier Diversity D&I Results from Engagement Surveys Work Life Utilization Training Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.

  25. Key Goals • Business Case – Develop and socialize a compelling Northrop Grumman-specific D&I business case, including but not limited to representation goals. • Sponsorship – Enable our top 300 + leaders, and especially the Diversity and Inclusion Leadership Council and other D&I executive sponsors, to effectively articulate and champion our D&I business imperative. • Representation – Ensure that workforce representation at Northrop Grumman reflects the changing demographics of our national workforce at large. • Inclusive Leadership – Adopt an inclusive leadership mindset and inclusive behaviors that engage all employees to contribute at higher levels, versus the status quo of relying on a few go-to employees. • Strategic and Tactical Plans – Define concrete D&I goals and plans. • Accountability – Implement metrics and other accountability mechanisms that support D&I progress. Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.

  26. NGC Female Representation 2005-2009 Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.

  27. NGC People of Color Representation 2005-2009 Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.

  28. Operation Impact MISSION To provide transition support to military service members (and their families) who have been severely injured in identifying potential career opportunities across Northrop Grumman Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.

  29. Program Overview Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.

  30. DiversityInc 2010 Top 50 Companies for Diversity Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.

  31. 31 Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.

  32. Barbara L. Spotts Program Manager Diversity and Inclusion ProgramOffice of Diversity and Equal OpportunityNational Aeronautics and Space Administration (NASA)

  33. Diversity and Inclusion at NASA Defining Diversity and Inclusion Diversity is the similarities and differences in the individual and organizational characteristics that shape our workplace. Inclusion is the means by which we optimize the benefits to mission that is inherent in our diversity.

  34. Current Initiatives Implementation of a Strategic D&I Framework - Designed to develop and sustain organizational environments Agency wide that fully realize individual potentials and make optimal use of our differing backgrounds, perspectives, and life experiences to help achieve mission success. - Unified approach for establishing a Diversity & Inclusion Strategy for the entire agency - Utilizes the personal leadership of top management in making diversity and inclusion an ongoing Agency-level priority

  35. Foundation of the Framework:Principles of a Successful Diversity and Inclusion Approach Demonstrated Leadership Commitment Employee Engagement and Effective Communication Continuous Education, Awareness, and Skills Enhancement Shared Accountability and Responsibility for Diversity and Inclusion Demonstrated Commitment to Community Partnerships Effective Measurement of Diversity and Inclusion Efforts

  36. Conflict Management Program Designed to help organizations Agency-wide maintain open and effective communication needed to optimize mission success at all levels Provides tools and techniques to explore the sources of conflict and create environments in which effective methods of communication and engagement are consistently utilized Continues to expand to meet the changing needs of the Agency, currently offering a suite of training and consultative opportunities, both classroom based and online, that includes: - basic conflict management training, - Web-based refresher training, - high performing teams training, - executive sessions, - Webinars, and - individual conflict consultations

  37. Non-Traditional Employee/ Affinity Groups A supportive environment where issues can be voiced, solutions presented and activities, social and Agency related are planned and occur, that improve the work culture, and that leads to employees who feel included and respected in the workplace (NextGen, GLBT, Veterans) Structured carefully with a charter and a list of clear expectations - State the business reason or “value add” for their existence - Have a leadership team - Have an assigned sponsor from the management level - Develop and maintain an annual plan, events, activities

  38. Intended role of each network • Assist in recruiting diverse professionals • Develop increased community interaction • Foster professional development • Identify mentors • Develop and maintain an annual plan, events, activities • Voice issues, present solutions

  39. Question & Answer Session

  40. What are key differences between diversity and EEO compliance?

  41. How do you encourage managers to consider diversity in the same context as capability in hiring decisions?

  42. How can we address the LGBT community in our efforts? What mechanisms are in place? Although this group is not a "protected class," how do we include them?

  43. Due to the limitations and our inability and to hire workers without U.S citizenships, this in-turn, restricts talent pool opportunities (i.e. STEM). Should we be concerned about reversing this restriction? Why?

  44. What is the value of diversity? What are some of the ramifications of not having a diverse workforce?

  45. How do you measure diversity without appearing to have a quota?

  46. Is there a particular initiative that you have implemented or managed that stands out as generating a large return on investment?

  47. How do you see the future of diversity practices unfolding? How do you see diversity initiatives evolving?

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