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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

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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)

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Agenda


Opening Remarks and Introductions
Alan J. Boykin, Panel Moderator


Top 3 Current Initiatives

All Panelists


Discussion Questions

Moderator


Question & Answer Session

Audience

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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)

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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.

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Labor Force
Demographics

12.7%

13.3%

67.9%

6.1%

2010 Workforce Projections

African
-
American/Black

Hispanic

Caucasian/White

Asian and Other (includes
Asian, Pacific Islanders,
American Indians, and Alaska
Natives)

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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

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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.

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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?

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10

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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


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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


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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


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Defense Contract Management
Agency (DCMA)


Tools and Resources

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

Level

1

Level

2

Level

3

Level

4

Level

5

Compliance

Diversity

Inclusion


EEO Reports


Workforce Profile/Analysis


Diversity Action Plan


Diversity Recruiting Strategy


Metrics/Measurement/Accountability


Integration of D&I Best Practices


Recognition/Reward

Top Initiatives





Diversity Training

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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



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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.

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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


C
4
ISR 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.


Northrop Grumman Diversity & Inclusion

2008

2009

2010

2011


Sustainability

Creating Awareness and Building Foundation


Accountability/
Integration

Strategy & Infrastructure

Compliance
Focus

>2007

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

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D&I and EEO
-
Value
Proposition

Performance

Culture

Customers


Engagement


D & I and EEO


Safety


Environment

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

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Diversity and Inclusion Framework

LOW

HIGH


Competitive Advantage: High

Collaboration: High

Morale: High

Engagement: High

Retention: High





LOW


HIGH


Adapted from
the Guide for Inclusive Leaders, 2006

Goal for
Northrop
Grumman

INCLUSION

DIVERSITY

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

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Engagement through Inclusive Leadership

INCLUSION

1

DIVERSITY

Appreciate

differences

(of self, others)

1

Identify & Transform
exclusive
patterns and behaviors


2

Embed and Model

inclusive practices

into the culture

3

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

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Engagement through Inclusive Leadership

INCLUSION

Appreciate

differences

(of self, others)

1

DIVERSITY

2

3

Partnerships, Alliances, and Acquisitions




Cross Functional Collaboration




Work Teams


Individuals


Embed and Model

inclusive practices

into the culture

Identify & Transform exclusive
patterns and behaviors


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


Leadership
&
Accountability



Communications



Workplace
Assessment


Awareness
Education/
Training

Talent
Acquisition &
Management


Metrics


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.

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.

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

NGC Female Representation 2005
-
2009

17%

15%

19%

25%

26%

16%

15%

21%

26%

27%

16%

14%

20%

26%

27%

15%

15%

20%

26%

25%

15%

16%

18%

25%

24%

0%
5%
10%
15%
20%
25%
30%
VP & Above
Directors
Mgrs/Supervisors
Professionals
Total Overall
2005
2006
2007
2008
2009
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

9%

12%

17%

20%

28%

9%

10%

19%

21%

28%

9%

11%

18%

22%

29%

9%

11%

19%

25%

32%

10%

12%

19%

26%

32%

0%
5%
10%
15%
20%
25%
30%
35%
VP & Above
Directors
Mgrs/Supervisors
Professionals
Total Overall
2005
2006
2007
2008
2009
27

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

Operation Impact

28

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.

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

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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.

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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.


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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


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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

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Conflict Management Program


Designed to help organizations Agency
-
wide
maintain open
and effective communication n
eeded 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


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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


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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


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