the presentation - National Contract Management

Report
0
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
1
1
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)
2
2
Agenda
• Opening Remarks and Introductions
Alan J. Boykin, Panel Moderator
• Top 3 Current Initiatives
All Panelists
• Discussion Questions
Moderator
• Question & Answer Session
Audience
3
3
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)
4
4
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.
5
5
Labor Force
Demographics
2010 Workforce Projections
African-American/Black
6.1%
12.7%
Hispanic
13.3%
Caucasian/White
Asian and Other (includes
Asian, Pacific Islanders,
American Indians, and Alaska
Natives)
67.9%
6
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
7
7
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.
8
8
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?
9
9
10
10
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
11
11
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
12
12
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
13
13
Defense Contract Management
Agency (DCMA)
Top Initiatives
• Diversity Training
Compliance
Level
Diversity
1
EEO and
Affirmative Action
(e.g., race, gender,
veteran status,
disability)
Level
2
Realizing that diversity
of race and gender is
measured and reported
annually; making goodfaith efforts to address
underutilization
Level
Inclusion
3
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
Level
Acknowledging,
nurturing,
enhancing
and leveraging the
richness of diversity
4
Level
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
14
5
 Integration of D&I Best Practices
 Recognition/Reward
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
15
15
16
16
Diversity & Inclusion and EEO
National Contract Management Association
July 19, 2010
Sylvester Mendoza
Corporate Director, Diversity & Inclusion and EEO
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
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 missilePerformance
defense
Culture
18
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
Northrop Grumman Diversity & Inclusion
Sustainability
Accountability/ Integration
Strategy & Infrastructure
Creating Awareness and Building Foundation
Compliance Focus
>2007
2008
2009
2010
2011
19
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
D&I and EEO-Value
Proposition
• Engagement
• D & I and EEO
• Safety
• Environment
Performance
Culture
Customers
20
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
Diversity and Inclusion Framework
HIGH
Competitive Advantage: High
Collaboration: High
Morale: High
Engagement: High
Retention: High
DIVERSITY
Goal for
Northrop
Grumman
LOW
LOW
INCLUSION
HIGH
Adapted from the Guide for Inclusive Leaders, 2006
21
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
Engagement through Inclusive Leadership
DIVERSITY
3
1
Embed and Model
inclusive practices
into the culture
2 Identify & Transform exclusive
patterns and behaviors
1
Appreciate differences
(of self, others)
INCLUSION
22
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
Engagement through Inclusive Leadership
DIVERSITY
Partnerships, Alliances, and Acquisitions
1
3
Cross Functional Collaboration
Embed and Model
inclusive practices
into the culture
Work Teams
2
Individuals
Identify & Transform exclusive
patterns and behaviors
Appreciate differences
(of self, others)
INCLUSION
23
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
Diversity and Inclusion Strategic Components & Tools
D&I Components & Tools
Leadership &
Accountability
Commitment
Shared Need
Shared Vision
Inclusive
Leadership
Mindset &
Behaviors
D&I
Competencies
Sponsorship of
ERGs &
Conferences
Mentoring &
Coaching
Diversity
Councils
Action Plans
Communications
Staff Meetings
Leaders D&I
Toolkit
-FAQs
-Key Messages
-Strategy
-ERGs
Awareness
Education/
Training
Workplace
Assessment
Focus Groups
D&I Awareness
& Skills
-On-Line
-Classroom
Engagement
Surveys
Exit Interviews
MicroInequities
Behavioral
Assessments
Intranet/Internet
Mentoring &
Coaching
Collateral
Materials
Success Stories
24
Metrics
Sourcing
Women & POC
Career Fairs
-AIP Goals**
Research &
Search
Engagements
Diverse Slates
Diverse Slate of
Interview
Candidates
Rotation
Assignments
Mentoring &
Coaching
External
Recognition
Awards
(Surveys)
Heritage
Celebrations &
Recognition
Talent
Acquisition &
Management
Placements
Attrition
Development
OLR/Hi-Po’s
Supplier
Diversity
Efficacy
Programs
D&I Results
from
Engagement
Surveys
Succession
Plans & OLR
Work Life
Utilization
Training
AIP Goals
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
Key Goals
•
Business Case – Develop and socialize a compelling Northrop Grummanspecific 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.
25
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
NGC Female Representation 2005-2009
30%
26%26%26%
25%
25%
25%
21%
20%20%
19%
18%
20%
15%
27%27%
26%
25%
24%
17%
16%16%
15%15%
2005
16%
15%15%
15%
14%
2006
2007
2008
2009
10%
5%
0%
VP & Above
Directors
Mgrs/Supervisors
Professionals
Total Overall
26
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
NGC People of Color Representation
2005-2009
35%
32%32%
30%
29%
28%28%
26%
25%
25%
20%
19%
19%19%
18%
17%
22%
21%
20%
2005
2006
2007
15%
2008
12%
10%
9% 9% 9% 9%
10%
12%
11%11%
10%
2009
5%
0%
VP & Above
Directors
Mgrs/Supervisors
27
Professionals
Total Overall
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
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
28
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
Program Overview
29
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
DiversityInc 2010 Top 50
Companies for Diversity
30
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
31
Property of Northrop Grumman. Not intended for copying or reuse. Please contact Sylvester Mendoza for more information.
32
32
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.
25
33
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
26
34
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
27
35
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
28
36
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
29
37
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
38
30
39
39
40
41
41
42
42
43
43
44
44
45
45
46
46
47
47

similar documents