{"id":38737,"date":"2021-07-10T16:39:15","date_gmt":"2021-07-10T23:39:15","guid":{"rendered":"https:\/\/www.careersingovernment.com\/tools\/?p=38737"},"modified":"2021-07-12T15:30:33","modified_gmt":"2021-07-12T22:30:33","slug":"committing-to-dei-helps-organizations-and-employees","status":"publish","type":"post","link":"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/committing-to-dei-helps-organizations-and-employees\/","title":{"rendered":"Committing to DEI Helps Organizations and Employees"},"content":{"rendered":"

[et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” admin_label=”section” _builder_version=”4.9.0″ background_image=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2021\/07\/1.jpeg” min_height=”629px” custom_margin=”||-6px|||” custom_padding_tablet=”50px|0|50px|0″ custom_padding_phone=”” padding_mobile=”off”][et_pb_row column_structure=”1_3,2_3″ admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_padding=”0px||126px|||”][et_pb_column type=”1_3″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_divider show_divider=”off” disabled_on=”on|on|off” _builder_version=”3.23.4″ height=”200px”][\/et_pb_divider][et_pb_text _builder_version=”4.9.0″ text_font=”PT Sans||||” text_text_color=”#ffffff” text_font_size=”72″ text_line_height=”1.1em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”620px” custom_margin=”0px||0px|” text_font_size_tablet=”52″ text_font_size_phone=”” text_font_size_last_edited=”on|tablet”]Committing to DEI Helps Organizations and Employees<\/strong>
\n[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” _builder_version=”3.22″ min_height=”1978px” custom_margin=”-86px|||||” custom_padding=”11px|||||” custom_padding_tablet=”50px|0|50px|0″ custom_padding_phone=”” padding_mobile=”off”][et_pb_row column_structure=”1_3,2_3″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”20px||0px|” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px”][et_pb_column type=”1_3″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2020\/06\/Screen-Shot-2020-06-06-at-9.44.14-AM.png” title_text=”Screen Shot 2020-06-06 at 9.44.14 AM” show_bottom_space=”off” align=”center” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” disabled_on=”on|on|” _builder_version=”4.4.6″ animation=”off” sticky=”on”][\/et_pb_image][et_pb_text disabled_on=”on|on|” _builder_version=”4.4.6″ text_font=”PT Sans|on|||” text_text_color=”#02b875″ text_font_size=”20″ text_line_height=”1.2em” header_text_color=”#000000″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”20px||0px|”]HOWARD RISHER<\/a><\/span>
\n[\/et_pb_text][et_pb_text disabled_on=”on|on|” _builder_version=”4.9.0″ text_font=”PT Serif||on||” text_text_color=”#363636″ text_font_size=”16″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”10px||60px|” hover_enabled=”0″ sticky_enabled=”0″]<\/p>\n

Howard Risher has 40 years of experience as a consultant and HR executive with clients in every sector.\u00a0He has published frequently in HR journals and websites.\u00a0 He is the author or co-author of six book and a growing list of ebooks. The most recent is\u00a0Building the Workforce Government Needs.\u00a0\u00a0He is associated with Grahall Consulting Partners.<\/span><\/i><\/p>\n

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In June President Biden issued, Executive Order (EO) on Diversity, Equity, Inclusion, and Accessibility in the Federal Workforce, to:<\/p>\n

\u201c. . . strengthen [government\u2019s] ability to recruit, hire, develop, promote, and retain our Nation\u2019s talent and remove barriers to equal opportunity.\u00a0 It must also provide resources and opportunities to strengthen and advance diversity, equity, inclusion, and accessibility across the Federal Government.\u00a0 The Federal Government should have a workforce that reflects the diversity of the American people.\u201d<\/p>\n

It could be a model for state and local government. \u00a0Last August the National Governors Association surveyed states on DEI \u201cactivities, goals and challenges.\u201d\u00a0 Only twenty-three states responded.\u00a0 In four the DEI lead was a cabinet-level position or reported to the Governor.\u00a0 Four others are on the Governor\u2019s staff or report to someone within the Governor\u2019s staff.\u00a0 The White House commitment still has to be fleshed out but on paper only a handful of states have made a similar promise.<\/p>\n

DEI Has Become a Business Concern<\/strong><\/h4>\n

Here the business world is ahead of government.\u00a0 Prominent companies were on this bandwagon several years ago.\u00a0 Today companies like Microsoft and Johnson & Johnson link achieving diversity goals to year-end executive bonuses.\u00a0 They recognize that discriminatory hiring shuts out more than half of the potential applicants.<\/p>\n

Recruiting to add essential talent has become a global concern. \u00a0A paper posted on the World Economic Forum website highlights 6 ways the COVID-19 pandemic could change our approach to human capital\u201d \u2013<\/p>\n

    \n
  • Fair Pay<\/strong>\u201d. \u201c. . .conversations about racial injustices and fair treatment of all cohorts . . . are raising questions of whether pay programs have biases, beyond gender.\u00a0 . . . concern with \u201cfair pay\u201d, as \u201cpay issues can be symptomatic of broader talent diversity issues.\u201d<\/li>\n
  • \u201cWell Being<\/strong>\u201d. \u201cNow . . . workforce health, resilience and well-being are even more critical to sustaining operations.\u201d<\/li>\n
  • \u201cInclusion and Diversity<\/strong>\u201d. \u201cA robust I&D strategy will . . . enhance levels of innovation . . . as more people from different backgrounds share their insights.\u201d<\/li>\n
  • \u201cFuture of Work: Fast-Tracked\u201d.<\/strong> \u201cThe \u2018future of work\u2019 was well underway before the pandemic, but COVID-19 hastened its arrival.\u00a0 The pandemic necessitates actions to realign, repurpose and (re)skill talent . . .\u201d<\/li>\n
  • \u201cLeadership: promoting a culture that encourages well-being<\/strong>.\u201d \u201cBoards are relying on leaders \u201cto espouse a culture that promotes physical and psychological safety, all while delivering business results.\u201d<\/li>\n
  • \u201cCulture: values and purpose move to the forefront<\/strong>\u201d. High-performing companies \u201cshould work to create a culture where purpose and values help employees understand what to do support the overall strategy.\u201d<\/li>\n<\/ul>\n

    The Business Roundtable has released a strongly supportive statement \u201cPromoting diversity, equity, and inclusion.\u201d\u00a0 Universities recognize their continued success rides on their reputation for an experience that welcomes all applicants.\u00a0 In healthcare, Health Professionals for Diversity (HPD) is a coalition dedicated to improving the health of all U.S. residents. \u00a0Support is growing in all sectors.<\/p>\n

    Understanding DEI<\/strong><\/h4>\n

    DEI advocates have argued \u2018diversity\u2019 is too narrow.\u00a0 In keeping with traditional thinking, the term carries connotations of quotas and focuses on compliance.\u00a0 Diversity is too often summarized in metrics that are useful only to document change over time.\u00a0 \u2018Equity\u2019 in HR parlance suggests fairness and surfaces only to state a need for corrective actions.\u00a0 \u2018Inclusion\u2019 is broader and implies individuals feel accepted and their capabilities integrated in day-to-day operations.<\/p>\n

    However, promoting diversity does not insure a culture of inclusion.\u00a0 A McKinsey survey found 52% held a positive sentiment on diversity but only 29% were positive on Inclusion.\u00a0 Two barriers appear to stand in the way of sustained change in company culture and individual mindsets and behavior.<\/p>\n

      \n
    • The first barrier is a lack of purposeful follow-through on diversity pledges. Many companies have publicly committed but have not adopted a systemic, business-like approach.<\/li>\n
    • A second barrier relates specifically to inclusion and failing to address misconceptions about fairness and meritocracy. The \u201ceverything should be the same for everyone\u201d argument fails to consider the reduced, sometimes absent, support and mentorship for women and minorities.<\/li>\n<\/ul>\n

      Simply adding women and\/or minorities can be seen as a token unless they believe they are treated equitably and gain acceptance.\u00a0 Acceptance as valued contributors is the key.<\/p>\n

      The Argument for DEI<\/strong><\/h4>\n

      Of course, there is an argument that DEI is \u201cthe right thing to do.\u201d\u00a0 However, there is extensive evidence that a DEI commitment benefits organizations.<\/p>\n

      Perhaps the strongest argument for DEI was in a speech last September by Allison Herren Lee, an SEC Commissioner.\u00a0 (For reference – https:\/\/www.sec.gov\/news\/speech\/lee-cii-2020-conference-20200922).<\/p>\n

      From her speech,<\/p>\n

        \n
      • \u201cHow can one justify \u2013 in economic terms \u2013 the systematic exclusion of a major portion of the talent base from the corporate pool.\u201d (Women and minorities account for more than half of the workforce.)<\/li>\n
      • \u201cA recent study by McKinsey . . . found that companies with the greatest ethnic diversity on executive teams outperformed those with the least by 36% in profitability.\u201d<\/li>\n
      • \u201cFortune 500 firms with the highest proportion of women on their boards outperform those with the lowest.\u201d<\/li>\n
      • \u201cThere is growing recognition that a lack of diversity represents a significant reputational risk for companies and may hamper their ability to recruit and retain top talent.\u201d<\/li>\n<\/ul>\n

        The evidence suggests once the DEI promise is engrained in the culture, it contributes to improved morale and that raises performance levels.\u00a0 That is important in every organization.<\/p>\n

        Although not from the speech, last year the SEC amended its rules to require companies to \u201cdisclose a description of their human capital resources and \u201c\u2019any human capital measures or objectives that the company focuses on in managing the business\u201d beginning in 2021.\u00a0 The information disclosed will not necessarily allow comparative analyses but it will be publicly available.<\/p>\n

        As the Biden EO argues, the reasons are even more compelling for government.\u00a0 A simple step would be to require agencies to report DEI metrics annually.\u00a0 Allowing discriminatory practices to continue undermines the promise of government for all.<\/p>\n

        Confirming Human Capital Practices are Fair<\/strong><\/h4>\n

        Employee salaries are a composite of decisions made throughout their careers.\u00a0 That, to illustrate, is the reason many pay equity laws now preclude asking applicants to disclose their pay with a current employer.\u00a0 Adjusting salaries to comply with \u201cequal pay for equal work\u201d suggests an organization is static and says nothing about fair career opportunities going forward.<\/p>\n

        Recognizing that bias and discrimination can affect careers at any point, the Biden EO stated:<\/p>\n

        \u201cAgencies are to develop strategies to support DEI and eliminate barriers to equity at each stage in employee careers — recruitment; hiring; background investigation; promotion; retention; performance evaluations and awards; professional development programs; mentoring programs or sponsorship initiatives; internship, fellowship, and apprenticeship programs; etc.”<\/p>\n

        It’s not stated but implicit that agencies should plan to assess the fairness of their practices at each stage. \u00a0Toward that end, the EO requires agencies to adopt an “evidence-based and data-driven approach”.\u00a0 Where career decisions are made primarily by managers, as opposed to a centralized HR office, bias or discrimination can be a local problem, which makes the assessment more extensive.\u00a0 Many government human capital practices have never been subject to a rigorous evaluation in the past.<\/p>\n

        How employers approach audits will depend on the size of the covered workforce and the available database.\u00a0 Missing or unverified data is a common limitation.\u00a0 Data elements like prior experience are not always verified.\u00a0 Plus, the information governing hiring and promotions are often not documented.\u00a0 Analyses of promotions, for example, should include everyone considered.<\/p>\n

        \"\"<\/p>\n

        Most of the practices on the Biden EO list can be assessed with simple descriptive statistics and documentation \u2013 counts, means, summaries of skills, etc.<\/p>\n

        Pay equity is more complicated.\u00a0 They require a more complex, multivariate analysis for two reasons.\u00a0 First, that\u2019s expected.\u00a0 It\u2019s been the standard practice since the 1980s.\u00a0 Second, in contrast to the practices largely controlled by HR, individual salaries are a composite of decisions by managers over careers.<\/p>\n

        Men and women have been paid differently for decades; that\u2019s been confirmed by countless studies \u2013 or more correctly stated, the statistical analyses confirm only that men and women have been paid differently.\u00a0 It is not correct to argue a pay gap is evidence of discrimination although it could be.\u00a0 In this context statistical analyses summarize the mathematical relationships between pay and the \u201cindependent\u201d variables \u2013 in concept, that is skill, effort responsibility, and working conditions.<\/p>\n

        A caution — Early in the push for comparable worth, the advocates began relying on statistical models that include age and education, specified in years and degree level.\u00a0 Education is a proxy for skill; age is a proxy for experience.\u00a0 It\u2019s certainly not a surprise that older workers earn more than younger workers.\u00a0 Better educated workers also get paid better.\u00a0 The analyses commonly result in pay gaps but its important to recognize that no employer by policy ties pay to age or years of education.\u00a0 Using those variables is contrary to a widely shared pay policy.<\/p>\n

        Although it\u2019s not always acknowledged, pay equity analyses narrowly focused on occupations would generate a new equation each time.\u00a0 That is to say, the statistical results based, for example, on accounting jobs would not be the same as one based on engineering jobs.\u00a0 Regression analyses simply summarize the relationships between data points; they do not \u201cexplain\u201d the statistics.<\/p>\n

        Employers should plan similar analyses to understand the differences in pay increases, bonus\/incentive awards, stock grants, promotions, and performance ratings.\u00a0 It should also include the use of market data and the reclassification of jobs.\u00a0 It\u2019s those decisions that govern compensation levels.\u00a0 There is another phrase, \u201cfair pay\u201d, that follows from the staffing strategy and should be the ongoing goal.<\/p>\n

        Despite careful planning, it’s highly likely that the analyses will produce statistical evidence that suggests bias or discrimination \u2013 but the differences could be fully justified.\u00a0 Decisions will be difficult.<\/p>\n

        A suggestion is to create Employee Resource Groups (ERGs) or Affinity Groups to assess current practices and develop plans for the future.\u00a0 They often play a similar role in high ed and healthcare.\u00a0 The idea is highlighted on the website, Great Places to Work.<\/p>\n

        [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.22″ background_color=”#f7f7f4″ custom_margin=”-641px|||||” custom_padding=”0px||0px|||”][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Section” _builder_version=”3.22″ custom_padding=”0px||0px|”][et_pb_row column_structure=”2_3,1_3″ use_custom_gutter=”on” gutter_width=”1″ make_equal=”on” column_padding_mobile=”on” module_class=” et_pb_row_fullwidth” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” width=”100%” width_tablet=”100%” width_phone=”” width_last_edited=”on|desktop” max_width=”100%” max_width_tablet=”100%” max_width_phone=”” max_width_last_edited=”on|desktop” custom_padding=”0px||0px|” make_fullwidth=”on” custom_width_px=”680px”][et_pb_column type=”2_3″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2021\/07\/2.jpeg” title_text=”Diversity,And,Inclusion,Concept.,Hand,Protecting,Hand,Colored,Staff,Pawns” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.9.0″ custom_margin=”-1px|||||” animation=”off”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”3.25″ background_color=”#efefe9″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2021\/07\/3.jpeg” alt=”video presentation” title_text=”Diversity,And,Inclusion,Concept.,Silhouettes,Of,People,On,Colorful,Sheets.” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.9.0″ animation=”off”][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”4.9.0″ text_font=”PT Serif||||” text_text_color=”#818178″ text_font_size=”24″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”5.7%|10%||10%||” custom_margin_tablet=”|10%||10%” custom_margin_phone=”” custom_margin_last_edited=”on|desktop” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|phone”]<\/p>\n

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        A recent study by the consulting firm, McKinsey, found that the \u201cdiversity winners\u201d show that \u201ca systemic, business-led approach and bold concerted action on inclusion are needed to make progress.\u201d<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

        [\/et_pb_text][et_pb_text _builder_version=”4.4.6″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||20%|” custom_margin_tablet=”20px|||” custom_margin_phone=”” custom_margin_last_edited=”on|tablet”]HOWARD RISHER
        \n[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row use_custom_gutter=”on” gutter_width=”4″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”0px||0px|” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.9.0″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”19px||0px|||” custom_margin_tablet=”40px||0px|” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet”]<\/p>\n

        Actions to Support DEI<\/strong><\/h4>\n

        The following recommendations were edited from a statement written by \u201ca group of employees diverse in race, gender, and political leaning from across the think tank community\u201d.\u00a0 It provides recommendations and tools for leaders to actively integrate people of color and women at all levels, and in all organizations.<\/p>\n

        Action Area One: Transparency<\/u><\/p>\n

          \n
        • Publicly publish an institutional annual report on workforce and board makeup by race and gender.<\/li>\n
        • Use data to identify gaps. Statistics on workforce makeup allow institutions to identify where they can do better, set benchmarks to do so, and evaluate progress year-on-year.<\/li>\n
        • Disaggregate workforce data by job function and leadership level. Increasing diversity is largely ineffective if people of color are not better represented in positions with decision-making capacity.<\/li>\n
        • Publish data publicly. Transparency not only helps to hold us accountable, but allows women and people of color to factor inclusivity into their employment decisions.<\/li>\n<\/ul>\n

          Action Area Two: Access<\/u><\/p>\n

            \n
          • Establish paid internships. Pay interns a living wage or above. Candidates who do not come from wealthy backgrounds cannot access internship opportunities without a source of income..<\/li>\n
          • Offer virtual internships. Virtual internships can increase access for students who would otherwise be unable to travel to and live in another city.<\/li>\n
          • Create early and heightened visibility within communities of color.<\/li>\n
          • Organizations should offer opportunities for high school students.<\/li>\n
          • Partner with existing mentor-mentee programs and surrounding institutions of higher education.<\/li>\n<\/ul>\n

            Action Area Three: Recruitment and Retention<\/u><\/p>\n

              \n
            • Adopt a rule similar to the Rooney Rule in the NFL and the Mansfield Rule in law firms to broaden the pool of candidates considered for open positions.<\/li>\n
            • Require at least three applicants of color be considered and interviewed for every open staff position. This increases the organization\u2019s exposure to talent.<\/li>\n
            • Ensure this standard is applied equally at all levels. At least three people of color should be interviewed for senior level positions as well.<\/li>\n
            • Expand current recruitment networks, including recruiting at Historically Black Colleges and Universities (HBCUs), and widely publicize internship and employment opportunities.<\/li>\n
            • Ensure that every job position, even at the most senior levels, is advertised publicly.<\/li>\n
            • Assess possible bias in the recruitment process to insure equitable consideration of applicants.<\/li>\n
            • Mandate name-blind recruitment by removing names when reviewing resumes and cover letters.<\/li>\n
            • Hire an HR specialist specifically dedicated to increasing diversity and inclusion.<\/li>\n
            • Offer fully competitive salaries to attract graduates who need to pay off student debt. Below market salaries disproportionately eliminate economically advantaged applicants.<\/li>\n
            • Raise starting salaries for junior staff across the board. Lack of mobility, low pay, and unclear paths to advancement create incentives to leave and take higher-paying positions in other sectors.<\/li>\n
            • Institutionalize transparent paths to promotion. Opportunities for advancement must have transparent prerequisites to ensure staff are considered fairly and equally for new positions.<\/li>\n
            • Include tuition reimbursement as a benefit for all staff. Nonprofit institutions can legally offer up to $5,250 per employee, tax free, for tuition reimbursement.<\/li>\n
            • Correct the possible effects of implicit bias on compensation and titles of current employees.<\/li>\n
            • Review current titles and salary levels to ensure fairness. Upon discovering any discrepancies or inequities, adjust compensation and titles accordingly.<\/li>\n<\/ul>\n

              Action Area Four: Individual Accountability & Action<\/u><\/p>\n

                \n
              • Do not assume that training will help dismantle racism within systems. Research shows that training to eliminate bias can be detrimental to the advancement of people of color and women.<\/li>\n
              • . If training to eliminate discrimination and bias is provided, keep track of training type and analyze potential impacts in terms of hiring and other institutional and behavioral changes.<\/li>\n
              • Establish an employee-led group (Employee Resource Group, or ERG) on diversity and inclusion. ERGs are volunteer, employee-led programs to provide a forum for employees to discuss issues .<\/li>\n
              • Solicit feedback on diversity initiatives through an ERG. Employees must have a defined avenue through which to address concerns and give feedback.<\/li>\n
              • Ensure every diversity ERG has an executive sponsor. Executive sponsors must be senior members of the organization who support the goals of the group, and act as a channel to leaders.<\/li>\n
              • Ensure every diversity ERG is funded. Resources, training, speakers, events, and other efforts require funding. To be successful, organizations should invest in diversity and inclusion initiatives.<\/li>\n
              • Develop a more open culture better equipped to encourage constructive criticism and feedback on diversity initiatives.<\/li>\n
              • Evaluate managers on what they have done to promote diversity and inclusion with their staff.<\/li>\n
              • Institutionalize actionable commitments to diversity and inclusion as part of performance reviews and promotions. Managers should have demonstrated commitments to inclusion.<\/li>\n
              • Ensure that women and people of color are represented on panels, at events, and in publications.<\/li>\n
              • Strongly encourage that committees and panels include women, people of color, and younger professionals as presenters. All events should include a diverse group of participants.<\/li>\n
              • Although not listed in the statement, a new practice in industry is linking executive incentive awards in part to the achievement of DEI performance goals.<\/li>\n<\/ul>\n
                  \n
                • Do not assume that training will help dismantle racism within systems. Research shows that training to eliminate bias can be detrimental to the advancement of people of color and women.<\/li>\n
                • . If training to eliminate discrimination and bias is provided, keep track of training type and analyze potential impacts in terms of hiring and other institutional and behavioral changes.<\/li>\n
                • Establish an employee-led group (Employee Resource Group, or ERG) on diversity and inclusion. ERGs are volunteer, employee-led programs to provide a forum for employees to discuss issues .<\/li>\n
                • Solicit feedback on diversity initiatives through an ERG. Employees must have a defined avenue through which to address concerns and give feedback.<\/li>\n
                • Ensure every diversity ERG has an executive sponsor. Executive sponsors must be senior members of the organization who support the goals of the group, and act as a channel to leaders.<\/li>\n
                • Ensure every diversity ERG is funded. Resources, training, speakers, events, and other efforts require funding. To be successful, organizations should invest in diversity and inclusion initiatives.<\/li>\n
                • Develop a more open culture better equipped to encourage constructive criticism and feedback on diversity initiatives.<\/li>\n
                • Evaluate managers on what they have done to promote diversity and inclusion with their staff.<\/li>\n
                • Institutionalize actionable commitments to diversity and inclusion as part of performance reviews and promotions. Managers should have demonstrated commitments to inclusion.<\/li>\n
                • Ensure that women and people of color are represented on panels, at events, and in publications.<\/li>\n
                • Strongly encourage that committees and panels include women, people of color, and younger professionals as presenters. All events should include a diverse group of participants.<\/li>\n
                • Although not listed in the statement, a new practice in industry is linking executive incentive awards in part to the achievement of DEI performance goals.<\/li>\n<\/ul>\n

                  Organizing to Support the Achievement of DEI Goals<\/strong><\/h4>\n

                  DEI requires a serious organizational commitment that starts at the highest levels.\u00a0 As the evidence confirms, with success, the organization can expect to perform at higher levels.<\/p>\n

                  A recent study by the consulting firm, McKinsey, found that the \u201cdiversity winners\u201d show that \u201ca systemic, business-led approach and bold concerted action on inclusion are needed to make progress.\u201d\u00a0 That makes it important to go beyond increasing the number of women and minorities.<\/p>\n

                  Executives and managers need to be held accountable for achieving goals within their units.\u00a0 Those incentive awards in business reinforce the importance of the goals.<\/p>\n

                  It starts with naming a Chief Diversity Officer.\u00a0 His or her staff follows from the mandate and the size of the organization.\u00a0 A number of sample job descriptions are on the Internet.<\/p>\n

                  State and local public employers are complex; agencies have different missions, somewhat different civil service laws, different cultures, and are staffed with employees in diverse occupations.\u00a0 In some states unions are influential.\u00a0 Politics always plays a role.\u00a0 HR offices may not be staffed to assess practices.\u00a0 Continuing COVID restrictions are a factor.\u00a0 Budgets are tight.\u00a0 This is both the best time and the worst to initiate change but that is how DEI needs to be managed.<\/p>\n

                  \"\"<\/p>\n

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                  Simply adding women and\/or minorities can be seen as a token unless they believe they are treated equitably and gain acceptance. <\/p>\n","protected":false},"author":3346,"featured_media":38741,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","_cbd_carousel_blocks":"[]","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[13],"tags":[35],"class_list":["post-38737","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-about-gov","tag-government-trends"],"acf":[],"yoast_head":"\nCommitting to DEI Helps Organizations and Employees - Careers in Government<\/title>\n<meta name=\"description\" content=\"Simply adding women and\/or minorities can be seen as a token unless they believe they are treated equitably and gain acceptance.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/committing-to-dei-helps-organizations-and-employees\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Committing to DEI Helps Organizations and Employees - 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