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Army Diversity

8 December 2010

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“As we continue to expand the knowledge and understanding of the diversity within our ranks, not only will our strength, versatility, and efficiency be amplified, but we will be more effective in understanding the cultures and environments where we serve.

We expect all leaders to develop and maintain an inclusive environment that will sustain the Army as a relevant and ready Force.”

Army Policy on Diversity

Senior Leader Diversity Message

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Army Definition of Diversity

The different attributes, experiences, and backgrounds of our Soldiers, Civilians and Family Members that further

enhance our global capabilities and contribute to an adaptive,

culturally astute Army.

How Diversity Is Defined

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Diversity Progression Matrix (Army Version)

Broad• Requirements-based

• Understand/value differences in

ethnicity, gender, culture, language, country of origin,

faith, generation, etc.• Inclusive culture

Narrow• Discriminated

Groups• Traditional Categories

Diversity Definition Affirmative

Action

Diversity

Inclusion

EEO&

EO

TIME

External• Law

• Societal Pressure

Internal• Readiness Imperatives

• Competitive Labor Markets

• Mission Execution

Diversity Drivers

Source: Defense Business Board Report 03/01/04(Modified for Army applications)

DRIVERS Recruiting

Development

Training

Mentorship

Retention

Leadership

Cultural Skills

Teamwork

Innovation

Performance• Equal access• Eliminate discrimination

• Eliminate effects of the past• Target underrepresented

• Organization focus• Understand differences

• High performance• Inclusive culture

Diversity & Leadership Directorate, ASA(M&RA)

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• EVOLVING DEMOGRAPHICS • COMPETITIVE LABOR

MARKET• ATTRACTING DIVERSE

TALENT • YOUTH EDUCATION• PHYSICAL FITNESS• NATIONAL EXPECTATIONS

MISSION READINESS

• HUMAN DIMENSION OF LEADERSHIP • INCLUSIVE ENVIRONMENT • HIGH PERFORMANCE• MANAGED TALENT• HUMAN RELATIONS

PERSONNELREADINESS

NATIONAL IMPLICATIONS

GLOBALENGAGEMENT

INEVITABILITY: Recruiting Talent = Recruiting Diversity

Why Diversity Matters

• HUMAN DIMENSION OF CONFLICT • CULTURALLY ASTUTE FORCE• AGILE & ADAPTIVE LEADERS• FUTURE OPERATING ENVIRONMENT

DRIVERS LINK TO MISSIONRecruiting

Development

Training

Mentorship

Retention

LeadershipCultural Skills

Teamwork

Innovation

PerformanceMis

sion

Exe

cutio

nTa

lent

Man

agem

ent

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Diversity and High Performance

A high performance organization is one that leverages the total capacity of all of its people.

CAPACITY• Attract• Recruit• Assign• Mentor• Develop• Train/Educate• Retain

PERFORMANCE• Understand• Value• Include• Empower• Inspire• Reward• Lead

Talent Management Inclusive EnvironmentTraining & Education

Leader Commitment

DOTMLPF-RORGANIZATIONAL CAPABILITY

ENDS

WAYS

MEANS

FACTORS: Individual Capacity — Individual Performance — Organizational Capability — Inclusive Leadership

Inclusive Leadership

The Business of Diversity, Innovations International, Inc.

Resources

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Army Diversity Vision The national leader in embracing the

strengths of diverse people in an inclusive environment ...investing in and managing talent, valuing individuals, and developing culturally astute Soldiers and Civilians who enhance our communities and are prepared for the human dimension of leadership and global engagements.

L D R S H I P

Where We Are Going

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How We Get There

Ensure leader commitment to diversity and inclusion practices at all levels of the Army

Institutionalize talent management processes that identify, recruit, develop, and retain Soldiers

and Civilians from diverse backgrounds

Establish and resource a structure to support the Army Diversity Roadmap

Implement diversity training & education programs that develop socio-cultural competencies to meet

the demands of the 21st-century expeditionary force

Create and maintain an inclusive environment where the value of diverse knowledge, experiences

and backgrounds enhances mission readiness

Goal 1

Goal 2

Goal 3

Goal 4

Goal 5

Leadership

People

Structure

Training & Education

Environment

Leader Commitment

High Quality Diverse Talent

Integrated Diversity and Leader Development

Enhanced Cultural Competency

Expanded Human Dimension of Leadership Skills

Army Wide Inclusive Culture

Goals Strategic OutcomesFocus

Position the all volunteer Army for success in the 21st century— given our global engagements, demographic shift in population and competing demands for high quality talent from diverse backgrounds.

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Additional Charts

10

0 5.0 10

Num

ber o

f Peo

ple

Men of Western European Descent

Women Western European Descent

All Other Cultures

U.S. Workstyle Cultural Orientation

Workstyle Characteristics

Task Orientation

Source: Innovations International, Army SEDAT September 2010 (modified)

Relationship Orientation

Band of Inclusion

Band of

InclusionExpansionResults of Diversity

Education

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Comparison of Diversity, EEO, & EO

DIVERSITY

EOEEO

Organizational Performance FocusLeader Accountability

Diversity Training & EducationInclusive Environment

Institutionalized Talent ManagementMeasurement & AssessmentAll Soldiers & Civilians

TrainingOutreachReporting

5 Protected Categories

MILITARYCIVILIAN

StatutoryMD715ComplianceCivilian Complaints(Statute)Special Emphasis(Minority College Relations Program)

RegulatoryAR 600-20

Military Complaints(Policy)

9 Protected Categories

Observances

Common to 3 Programs

ClimateAssessment

Common toEO & Diversity

Protected EO CategoriesRaceEthnicityGenderNational OriginReligion

Protected EEO CategoriesRaceColorGenderNational OriginReligionDisabilityAgeReprisalGenetics

IMPLIEDPolicy

Resourcing

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All Studen

ts

Native

American Blac

k

Hispan

icWhite

Asian

Male

Female City

Town

Rural

Suburb

-

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

70.6

50.655.3

57.8

77.681.3

67.8

75.3

60.9

71.7 74 75.3

National High School Graduation Rates, Class of 2005

Source: EPE Research Center, 2009. Analysis of data from theCommon Core of Data (U.S. Department of Education).

Grad

uatio

n Ra

te P

erce

ntag

es (2

004-

05)

HS Graduation Rates

The High School Graduation Challenge

• Obesity trends among American youth are high (approximately 3 of 10)

• Education shortcomings (math, science, technology, foreign language) are being addressed but no near term national solution

• Approximately 7 of 10 young males, ages 18-24, fail to meet military qualification standards (physical, moral, mental, intellectual)

• 70% of youth in poverty will not graduate

• 50 % of minorities will not graduate

• 30% overall will not graduate

• Females are outperforming males

• Inner city graduation rates fall as low as 24%

• High school dropouts are overrepresented among the incarcerated

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Attributes, Experiences, & Backgrounds

Personality

Cultural Factors Language Race Ethnicity National/Regional Origin Religion Other Cultural Aspects

Personality Type Learning Style Thinking Style Comprehension Speed Communication Style

EmploymentSeniority/RankOrganization/ComponentCareer Field/SpecialtyWork ExperienceEducational BackgroundCivilian/Military StatusIncome/Economic StatusEmployment StatusGeographic Location

Personal

Age Gender Physical Ability Sexual Orientation Physical Appearance

Family & Preference Recreational Habits Personal Habits Political Orientation Marital Status Parental Status Family Status

Acknowledge Differences

Understand Differences

Value Differences

RoleModels

ATTRIBUTESEXPERIENCES

& BACKGROUNDS

Silent (1925 – 1946) Baby Boomers (1946 – 1964) Generation X (1965 – 1980) Generation Y (1981 – 2001) Generation Z (2002 – ) Developmental Stages

Generational Factors*

* Birth year in parenthesis

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ACKNOWLEDGE DIFFERENCES(Accept the Notion That Differences Matter)

UNDERSTAND DIFFERENCES

VALUE DIFFERENCES

ROLEMODELS

Assessment

A Process Approach To Inclusion

Inclusive Environment: An environment that welcomes the full engagement of all Soldiers and Army Civilians—embracing the strength of differences, fostering a sense of belonging, and supporting high performance through inspired contributions from each member of our diverse Army.

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010203040

50

60

70

80

OTHER APIBLACK

WHITEAI/AN

HISPANIC

OTHER API BLACK WHITE AI/AN HISPANICU.S. Pop. 1.46 4.49 12.2 65.6 0.76 15.4U.S. Army 4.58 4.18 12.4 72.9 0.46 5.47

ARMY OFFICER DEMOGRAPHICS& U.S. POPULATION

Source: U.S. Census and DMDC, 2008

Percentage

16

0

10

20

30

40

50

60

70

OTHER APIBLACK

WHITEAI/AN

HISPANIC

OTHER API BLACK WHITE AI/AN HISPANICU.S. Pop. 1.46 4.49 12.2 65.6 0.76 15.4U.S. Army 1.7 3.35 21.1 61.1 0.94 11.9

Source: U.S. Census and DMDC, 2008

Percentage

ARMY ENLISTED DEMOGRAPHICS& U.S. POPULATION

17

0

10

20

30

40

50

60

70

80

OTHERAPI

BLACKWHITE

AI/ANHISPANIC

OTHER API BLACK WHITE AI/AN HISPANIC18-24 Year Olds 1.8 4.2 14.5 61 1 17.6U.S. Army 4.58 4.18 12.4 72.9 0.46 5.47

Sources: 1. DMDC, 2008

Percentage

2. U.S. Department of Commerce, Census Bureau, Population Estimates, retrieved August 12, 2008, from http://www.census.gov/popest/national/asrh/2007_nat_res_html.

ARMY OFFICER DEMOGRAPHICS& U.S. 18 – 24 YEAR OLD POPULATION

18

0

10

20

30

40

50

60

70

OTHER APIBLACK

WHITEAI/AN

HISPANIC

OTHER API BLACK WHITE AI/AN HISPANIC18-24 Year Olds 1.8 4.2 14.5 61 1 17.6U.S. Army 1.7 3.35 21.1 61.1 0.94 11.9

Sources: 1. DMDC, 2008

Percentage

2. U.S. Department of Commerce, Census Bureau, Population Estimates, retrieved August 12, 2008, from http://www.census.gov/popest/national/asrh/2007_nat_res_html.

ARMY ENLISTED DEMOGRAPHICS& U.S. 18 – 24 YEAR OLD POPULATION

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Communication StyleComprehension Speed

Thinking StyleLearning Style

Personality Type

Functional Level/ Classification

Geographic Location

Age

Work Location/Duty

StationSeniority/Rank

Division/Dept./Unit/

Group

Career Fieldor

Specialty

UnionAffiliation

ManagementStatus

Marital &ParentalStatusFamily

Status

Appearance

EducationalBackground

WorkExperience

NationalOrigin

Income

PersonalHabits

Religion

RecreationalHabits

Ethnicity

FirstLanguage

SexualOrientation

Gender

PhysicalAbility

Race

FOURLAYERS

OF DIVERSITY

SOURCE: Taken from L. Gardenswartz and A. Rowe, Diversity Teams at Work: Capitalizing on the Power of Diversity (2003).Some terms modified for Army Application.

“This is important—not to advantage anyone, but to cause a better understanding of everyone.” -GEN Ward, 1 Apr 08

Attributes, Experiences, & Backgrounds

Diversity-Related Milestones

1978

Workforce 2000 (Hudson Institute)1987

Regents of the University of California v. Bakke (University of CA-Davis)

2008 First State Chief Diversity Officer (PA)

2042 Projected Transition To Racial Plurality

1977 “Diversity” Used In Reference to Workforce Demographics (Pope & Associates)

2003 Grutter v. Bollinger (University of Michigan)

DiversityInc Founded1998

Initial DiversityInc Top 50 Companies for Diversity2001

Workforce 2020 (Hudson Institute)1997

Employee Resource Groups Expanded (Affinity Groups)1990s

Diversity Metrics/Score Card Emphasis (Accountability)2000s

2005 Diversity Management Study (GAO)

“Valuing Diversity” Terminology Used (Lewis Griggs)1980s