Implementation of the DoD Diversity and Inclusion Strategic Plan

Implementation of the DoD Diversity and Inclusion Strategic Plan: A Framework for Change Through Accountability

Nelson Lim
Abigail Haddad
Lindsay Daugherty
Copyright Date: 2013
Published by: RAND Corporation
Pages: 100
https://www.jstor.org/stable/10.7249/j.ctt5vjwsh
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  • Book Info
    Implementation of the DoD Diversity and Inclusion Strategic Plan
    Book Description:

    Provides a framework that the Department of Defense (DoD) can use to organize the strategic initiatives outlined in its 2012 Diversity and Inclusion Strategic Plan. The framework emphasizes the creation of an enduring accountability system and categorizes DoD’s strategic initiatives along three key dimensions—compliance, communication, and coordination (“the three Cs”)—and prioritizes them across time—short, medium, and long term.

    eISBN: 978-0-8330-8474-3
    Subjects: Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. i-ii)
  2. Preface
    (pp. iii-iv)
  3. Table of Contents
    (pp. v-viii)
  4. Figures
    (pp. ix-x)
  5. Tables
    (pp. xi-xii)
  6. Summary
    (pp. xiii-xxvi)
  7. Acknowledgments
    (pp. xxvii-xxviii)
  8. Abbreviations
    (pp. xxix-xxx)
  9. CHAPTER ONE Introduction
    (pp. 1-8)

    The past decade has seen a significant number of presidential executive orders aimed to bring about greater workplace diversity across the U.S. federal government. These includeHispanic Employment in the Federal Government(Executive Order 13171, October 2000),Increasing Federal Employment of Individuals with Disabilities(Executive Order 13548, July 2010), andEstablishing a Coordinated Government-Wide Initiative to Promote Diversity and Inclusion in the Federal Workforce(Executive Order 13583, August 2011).

    Executive Order 13583 (2011) instructs the U.S. Department of Defense (DoD) to make changes in how the department recruits, hires, develops, promotes, and retains its personnel. The executive order also urges...

  10. CHAPTER TWO A Framework for Change Through Accountability
    (pp. 9-16)

    In this chapter, we introduce a framework that uses accountability to support change toward DoD’s new vision of diversity. This framework will help DoD categorize and prioritize the 38 diversity strategic initiatives specified in the DoD Diversity and Inclusion Strategic Plan. The framework conceptualizes implementation tasks into three Cs—compliance,communication, andcoordination—and stages the tasks into three major phases—short, medium, and long term.

    To realize the vision and achieve the goals stated in the DoD Diversity and Inclusion Strategic Plan, DoD leaders must transform the ways they recruit, develop, promote, and retain their personnel.

    All organizational transformations...

  11. CHAPTER THREE Compliance
    (pp. 17-30)

    DoD efforts to improve diversity and inclusion are new, and there are few policy directives that govern these efforts. But there are well-established U.S. laws and regulations as well as DoD’s directives and policies regarding equal employment opportunity (EEO) and military equal opportunity (MEO). These requirements are about providing equal opportunity for all personnel, regardless of their background. The major federal law regarding workplace discrimination is the Civil Rights Act of 1964, which prohibits discriminatory employment decisions or actions based on a person’s race, color, religion, sex, or national origin (42 U.S.C. § 2000e-2). The U.S. Equal Employment Opportunity Commission...

  12. CHAPTER FOUR Communication
    (pp. 31-42)

    One major piece of the framework for DoD’s new diversity and inclusion policy is improving both internal and external communication. Internal communication can get the DoD workforce on the same page as the leadership in terms of the meaning and importance of diversity and inclusion, as well as provide the workforce with the tools to better manage diversity in service of mission effectiveness. The external piece consists of communicating both with outside stakeholders, such as Congress, regarding diversity efforts and with potential military recruits and civilian employees in order to improve recruiting. The MLDC made several recommendations about the need...

  13. CHAPTER FIVE Coordination
    (pp. 43-54)

    Because responsibility for personnel issues affecting diversity is both dispersed and mostly contained within offices without diversity-specific missions, coordinating efforts across DoD is an important piece of carrying out DoD’s new diversity initiatives. Coordinating the many DoD offices tasked with EO and diversity—as well as other ones making personnel decisions affecting diversity—can help lead to improved regulatory adherence across the board, as well as more generally promote DoD’s vision of diversity and inclusion. Coordination can also support accountability by improving transparency through standardized monitoring mechanisms (such as metrics for recruiting, promotion, and response time to EO complaints) throughout...

  14. CHAPTER SIX Conclusion
    (pp. 55-58)

    The framework described in this report offers DoD a way to categorize and prioritize the initiatives in the DoD Diversity Strategic plan published in 2012 and to support DoD’s vision and strategies for diversity through an accountability system. We offer the framework as a mechanism for motivating and managing change as well as focusing human and financial resources to reshape the diversity of the total workforce for the long term. ODMEO recognizes the need for an accountability system to guide the planning and implementation of diversity policy and is in the process of designing an accountability framework to guide the...

  15. Bibliography
    (pp. 59-70)