DIVERSITY & LEADERSHIP: Leadership Responsibility in Management Directive 715

DIVERSITY & LEADERSHIP:Leadership Responsibility in Management Directive 715

Who is Responsible for EEO? • EEOC • Federal agency EEO programs • Federal managers (top official to first-line supervisor)

Agency Heads are responsible for the following: Ensuring compliance with this Directive Developing systems for the evaluation of program effectiveness and barrier identification and elimination; ensuring adequate data systems for effective analyses of applicant flow, on-board workforce and personnel transactions data; providing current guidance for the development of program plans to all component and field installations; establishing agency-wide objectives and developing and submitting program plans; and preparing accomplishment reports and plan updates for timely submission to EEOC. Ensuring the accuracy of all data Demonstrating commitment to equality of opportunity for all employees and applicants for employment that is communicated through the ranks from the top down.

Federal Manager & EEO • Primarily responsible for ensuring equality of opportunity • Skills needed for success • People skills (soft skills) • Understanding of Responsibilities • Legal • Non-legal

An Essential Management Tool Management Directive 715 is designed to reemphasize that equality of opportunity for all in the federal workplace is key to: • Attracting, developing and retaining top-quality employees; and • Ensuring our nation’s continued growth and prosperity.

MD 715 An Essential Management Tool • Develop and maintain model EEO program • Ensure all employment decisions are free from discrimination • Examine employment policies, procedures and practices to identify and remove barriers to equal opportunity • Develop plans to correct identified barriers • Report plans and progress to EEOC

Essential Elements of a Model EEO Program • Demonstrated commitment from agency leadership • Integration of EEO into the agency’s strategic mission/plan • Management and program accountability • Proactive prevention of unlawful discrimination • Efficiency • Responsiveness and legal compliance

THE WORKPLACE OF A MANAGER COMMITTED TO EEO (PART ONE) • Problems/disagreements and other conflicts are resolved as they arise • Concerns raised by employees, whether perceived or real, are addressed and followed up with appropriate action • Full cooperation of subordinate employees with EEO officials is ensured

THE WORKPLACE OF A MANAGER COMMITTED TO EEO (PART TWO) • Subordinate supervisors have effective skills in order to supervise most effectively in a workplace with diverse employees and avoid disputes arising from ineffective communications • Requested religious accommodations are provided when such accommodations do not cause an undue hardship • Requested disability accommodations are provided when such accommodations do not cause an undue hardship • Employees are informed about what behaviors are inappropriate in the workplace and that this behavior may result in disciplinary actions

Agencies are Required to: • Conduct a self-assessment on at least an annual basis to monitor progress and identify areas where barriers may operate to exclude certain groups • Identify triggers and barriers • Develop strategic plans to eliminate identified barriers

What is a Trigger? • A "trigger," is a situation which alerts the agency to the possible existence of a barrier to equal opportunity. • For example, if a particular group has a low participation rate in a particular occupation this should cause the agency to determine whether recruitment efforts are resulting in a diverse pool of applicants.

What is a Barrier? A policy, procedure, practice or condition that limits employment opportunities for members of a particular race, ethnic background, gender or because of a disability

Trigger or Barrier? ‗ 1. High turnover rate of Hispanics in the workplace. ‗ 2. Lack of promotions of Asians to senior level positions. ‗ 3. Agency uses the Hispanic Association of Colleges and Universities (“HACU”) as its sole source to announce employment opportunities. ‗ 4. Employees are leaving for lack of promotional opportunities. ‗ 5. 55% of EEO cases go to the formal complaint stage. ‗ 6. Vacancies for jobs in major occupations for the last two years have been open for internal candidates, only.

Management Responsibilities • Make personnel actions free from discrimination • Be familiar with/implement action in the Strategic Plan • Meet with EEO officials to discuss problems • Work with HR to provide maximum opportunity for advancement • Maintain flexible attitude with EEO Counselors • Foster affirmative attitudes

SOME EMPLOYMENT POLICIES, PROCEDURES AND PRACTICES THAT SHOULD BE EXAMINED FOR BARRIERS • Hiring • Promotions and other internal selections • Attainment of supervisory and management positions • Training opportunities and developmental opportunities • Performance incentives and awards • Disciplinary actions • Separations

Good Management Practices • Be uniform (in decision- making & treatment) • Follow policy • Communicate what has to be done • Use job-related criteria • Be fair • Resolve problems - Early

How Successful Agencies Do It • Establish processes to accurately analyze all aspects of personnel policies, practices and procedures • Involve trained personnel and key managers in barrier analysis process • Think creatively to solve problems • Assign responsibility for barrier removal

Gaining Buy-In for a Diversity and Inclusion Strategic Plan “…a rising tide lifts all the boats…” President John F. Kennedy

First things first Conduct your annual self-assessment for MD-715 and determine where barriers may operate to exclude or disadvantage any group Interview employees, managers, employee groups and the union, among others, to find out how to make your workplace more inclusive Compare yourself to the national civilain labor force Create credibility by knowing your data, pinpointing where and how you can improve, and making the case

“Value Proposition” Do you need one? If so, remember that every organization is different! Speak to your senior leadership and managers in their language, not in jargon.

1: Complying with the Law Title VII of the Civil Rights Act of 1964 The Rehabilitation Act of 1973 The Civil Service Reform Act of 1978

2: Getting a return on investment (ROI) Salaries, benefits, training, development and recruitment are one of the biggest budget items. Recognize that the workforce will grow in the number of women, people with disabilities, people of color and immigrants each year. Have the conditions in place that facilitate diversity and cultivate inclusion in all aspects of its operations or your ROI will be diminished.

3: Serving our communities and being socially responsible The communities we serve are diverse. Culturally competent employees can better understand the needs of service recipients, and suggest new approaches to service. Diversity and inclusion increase an agency’s capability to work, serve and protect people who have different experiences or backgrounds and to be receptive to different traditions and ideas.

4: Attracting the best and the brightest talent By all estimates, most of the new entrants into our civilian labor force will be individuals from diverse communities. Applicants are increasingly attracted to employers who are able to demonstrate that they are committed to developing and promoting a wider array of people. Effective diversity and inclusion strategies can attract the best and the brightest candidates.

5: Increasing innovation Increased creativity is one byproduct of capitalizing on differences. Employees from varied backgrounds bring different perspectives, ideas and solutions to the workplace that can result in new products and services, challenge the status quo, and generate new collaborations.

6. Proving the case through empirical studies Diversity Research Network conducted a study on Fortune 500 companies. Found racial diversity was positively associated with higher performance outcome measures. Found gender diversity yielded more effective group processes and performance in organizations with “people oriented” performance cultures. Center for Creative Leadership conducted a large scale study on team dynamics and work productivity. Found diverse teams were more creative and performed better than homogenous teams. Long-term studies have found that employees with disabilities meet or exceed supervisors’ requirements and have attendance records that are as good as, or better than, those of workers who do not have disabilities.

Selections and targeted recruitment No bridge programs/succession planning Outliers – all from one group one school, get same solutions, when have different schools, have a diversity of thought because of different life experiences.

DIVERSITY & LEADERSHIP: Leadership Responsibility in Management Directive 715