Strengthening Diversity to Gain a Global Competitive Advantage

1. Strengthening Diversity to Gain a Global Competitive Advantage Diversity: A Key Component to Organization Success

2. 2 Overview Intelligence Community and Diversity Changing US and Workforce Demographics Leadership Commitment and Accountability Strategic and Implementation Planning Framework for Implementation Diversity Programs Measuring the Impact of Diversity Management Programs Mentoring: Collaborations for Organizational Success Employee Involvement: Affinity Network Groups

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4. 4 DIVERSITY in the IC workforce Diversity in its broadest context�including language proficiency, cultural backgrounds, experience, expertise Alternative Dispute Resolution/Early Resolution DISCRIMINATION on basis of� Race Sex (Gender) Color National Origin (Ethnicity) Religion Age Disability Sexual Orientation Parental Status Genetics Reprisal/Retaliation

5. 5 �Browning� and �graying� of America Multiculturalism, multiple languages Generational differences Labor shortage Gay, lesbian, bisexual and transgender issues Changing U.S. Demographics

7. 7 Leadership at the Top Makes the Difference In order for direct reports and EEO and Diversity professionals to succeed, the individual commitment of the Director is absolutely required. Beyond a general endorsement of their efforts, the agency head�s expression must be VISIBLE, SPECIFIC, PERSISTENT, and PERSONAL. � Visible: Others must see and hear the commitment. The visibility must be evident when EEOD professionals (the usual suspects) are not in the room. � Specific: The expression will be most credible when it addresses the workforce and the specific challenges in that organization. � Persistent: Most agency heads give a speech or two on special occasions (e.g., special emphasis programs, memorials, and remembrances). Persistent means just that�regularly, as routinely as budget evaluations and reports on other program results. Personal: First, those individuals who are expected to be responsible for results should know it. They should be reminded from time to time and evaluated at intervals, implying measures. Secondly, the message will be most effective if the Director discusses his or her own values with a little personal history.

8. 8 So fast forward now to diversity�what myths surround diversity in your organization? �We don�t have a problem, our numbers look good!, is one of the things we hear How satisfied are we with an average 1% increase in the representation of minorities over the 3 years that Rachel talked about, and an overall decrease for women and people with disabilities�and all of these numbers are small anyway? What other growth goal do we have where we would be satisfied with stats like this? And just because retention is the same--it doesn�t mean that the best performers are staying, and it also doesn�t mean that the people who are here are fully engaged�a new federal survey found that less than half of employees said they were fully engaged in the missions of their agencies �We�re so unique and we can�t find anyone (inside or outside) with the unique skills to come here, or do well here Don�t fall for these excuses We do have some unique areas, but for a good part of our operations, we need really bright people, from all backgrounds and generations, with a lot of energy and dedication�we can find a diverse set of people who meet these criteriaSo fast forward now to diversity�what myths surround diversity in your organization? �We don�t have a problem, our numbers look good!, is one of the things we hear How satisfied are we with an average 1% increase in the representation of minorities over the 3 years that Rachel talked about, and an overall decrease for women and people with disabilities�and all of these numbers are small anyway? What other growth goal do we have where we would be satisfied with stats like this? And just because retention is the same--it doesn�t mean that the best performers are staying, and it also doesn�t mean that the people who are here are fully engaged�a new federal survey found that less than half of employees said they were fully engaged in the missions of their agencies �We�re so unique and we can�t find anyone (inside or outside) with the unique skills to come here, or do well here Don�t fall for these excuses We do have some unique areas, but for a good part of our operations, we need really bright people, from all backgrounds and generations, with a lot of energy and dedication�we can find a diverse set of people who meet these criteria

10. Overview of IC EEO and Diversity Strategy (Five-Year Plan 2007-2012)** Leadership and Accountability: Design the organization, strategies, and programs to hold IC leaders and their subordinates accountable for excellence in EEO and diversity management. Workforce Planning: Develop plans to significantly increase diversity representation, especially in senior pay grades, senior positions, and core occupations and ensure that diversity is a critical consideration in succession and workforce planning and other human capital initiatives. Recruitment, Hiring, and Retention: Champion activities that increase the IC's ability to recruit, hire, develop, and retain the diverse workforce needed to achieve NIS mission and enterprise goals and objectives. Career Development and Advancement: Promote efforts that afford all IC employees the opportunity to realize their full potential and reduce barriers to advancement for minorities, women, and persons with disabilities. Leadership and Accountability: Design the organization, strategies, and programs to hold IC leaders and their subordinates accountable for excellence in EEO and diversity management. Workforce Planning: Develop plans to significantly increase diversity representation, especially in senior pay grades, senior positions, and core occupations and ensure that diversity is a critical consideration in succession and workforce planning and other human capital initiatives. Recruitment, Hiring, and Retention: Champion activities that increase the IC's ability to recruit, hire, develop, and retain the diverse workforce needed to achieve NIS mission and enterprise goals and objectives. Career Development and Advancement: Promote efforts that afford all IC employees the opportunity to realize their full potential and reduce barriers to advancement for minorities, women, and persons with disabilities.

11. IC EEOD Strategy Goals, Objectives

12. IC EEOD Strategy Goals, Objectives

13. IC EEOD Performance Indicators

15. IC EEOD OrganizationJanuary 2010

17. Major Programs and Initiatives

19. 19 Challenges to Measurement Absent or unclear goals and objectives Information or data problems Competing priorities Desire for �perfect� measure, having too many measures, measuring �anecdotes� Culture may not support measurement

20. 20 Benefits of Measurement Improved quality of products, services, and operations �What gets measured�gets improved� Demonstrated achievement of goals and objectives Allows for management by fact�dispels organizational myths

21. 21 Best Goals and Objectives Mission-related Unambiguous, clear Simple, easy to understand Measurable Actionable Focused In APR 2004, the DCI appointed a panel to look at the under-representation of women, minorities, and people with disabilities in the IC The panel consisted of 18-people�former senior executives from the IC, former senior military officers, and senior executives from the private sector and academia�all individuals who are extremely passionate about diversity, with substantial experience in that area The group interviewed IC agency leaders and managers, reviewed a number of written materials They completed their report, and submitted it to the DCI in DEC 2004In APR 2004, the DCI appointed a panel to look at the under-representation of women, minorities, and people with disabilities in the IC The panel consisted of 18-people�former senior executives from the IC, former senior military officers, and senior executives from the private sector and academia�all individuals who are extremely passionate about diversity, with substantial experience in that area The group interviewed IC agency leaders and managers, reviewed a number of written materials They completed their report, and submitted it to the DCI in DEC 2004

22. 22 Metrics Continuum In APR 2004, the DCI appointed a panel to look at the under-representation of women, minorities, and people with disabilities in the IC The panel consisted of 18-people�former senior executives from the IC, former senior military officers, and senior executives from the private sector and academia�all individuals who are extremely passionate about diversity, with substantial experience in that area The group interviewed IC agency leaders and managers, reviewed a number of written materials They completed their report, and submitted it to the DCI in DEC 2004In APR 2004, the DCI appointed a panel to look at the under-representation of women, minorities, and people with disabilities in the IC The panel consisted of 18-people�former senior executives from the IC, former senior military officers, and senior executives from the private sector and academia�all individuals who are extremely passionate about diversity, with substantial experience in that area The group interviewed IC agency leaders and managers, reviewed a number of written materials They completed their report, and submitted it to the DCI in DEC 2004

23. 23 External Benchmark Sources

24. 24 2007 Diversity Inc. Top 50

25. 25 Recruitment Metrics Example In APR 2004, the DCI appointed a panel to look at the under-representation of women, minorities, and people with disabilities in the IC The panel consisted of 18-people�former senior executives from the IC, former senior military officers, and senior executives from the private sector and academia�all individuals who are extremely passionate about diversity, with substantial experience in that area The group interviewed IC agency leaders and managers, reviewed a number of written materials They completed their report, and submitted it to the DCI in DEC 2004In APR 2004, the DCI appointed a panel to look at the under-representation of women, minorities, and people with disabilities in the IC The panel consisted of 18-people�former senior executives from the IC, former senior military officers, and senior executives from the private sector and academia�all individuals who are extremely passionate about diversity, with substantial experience in that area The group interviewed IC agency leaders and managers, reviewed a number of written materials They completed their report, and submitted it to the DCI in DEC 2004

26. 26 Diversity Measures So how can we measure diversity�this goes beyond the representation numbers Leadership commitment was the number one component for diversity success in a recent best practices report issued by GAO We can measure that by looking around the leadership table�how diverse is that group�look at the representation in the top 10 jobs, top 20 jobs, top 30 jobs�operations, not just support Analyze the leader�s calendar�how many meetings are related to diversity How many formal communications are issued on the subject What kinds of policies are in place for placement and advancement (for example, are vacancies advertised so that everyone gets a fair shot at applying for high-visibility jobs and projects) We don�t have to break the law to do that, in fact, the law encourages us to do that Is there a diversity management organization, where is it located in the structure, are there adequate resources assigned to the function, what�s the make-up of the folks in that office My dissertation research showed that women and minorities are more likely than others to be assigned to support and �racialized� positions How well are we doing, diversity wise, in our recruitment activities and what do we know about our success Minority recruitment is a lot more targeted and it focuses a lot more on relationships, rather than just opening the doors as wide as we possibly can Because the IC might be ready to go on campus with vacancies, doesn�t mean that the schools are ready to turn over their top minority students to us�and we don�t have to just go to minority schools to actively recruit minority candidates either So how can we measure diversity�this goes beyond the representation numbers Leadership commitment was the number one component for diversity success in a recent best practices report issued by GAO We can measure that by looking around the leadership table�how diverse is that group�look at the representation in the top 10 jobs, top 20 jobs, top 30 jobs�operations, not just support Analyze the leader�s calendar�how many meetings are related to diversity How many formal communications are issued on the subject What kinds of policies are in place for placement and advancement (for example, are vacancies advertised so that everyone gets a fair shot at applying for high-visibility jobs and projects) We don�t have to break the law to do that, in fact, the law encourages us to do that Is there a diversity management organization, where is it located in the structure, are there adequate resources assigned to the function, what�s the make-up of the folks in that office My dissertation research showed that women and minorities are more likely than others to be assigned to support and �racialized� positions How well are we doing, diversity wise, in our recruitment activities and what do we know about our success Minority recruitment is a lot more targeted and it focuses a lot more on relationships, rather than just opening the doors as wide as we possibly can Because the IC might be ready to go on campus with vacancies, doesn�t mean that the schools are ready to turn over their top minority students to us�and we don�t have to just go to minority schools to actively recruit minority candidates either

27. 27 More Diversity Measures So how can we measure diversity�this goes beyond the representation numbers Leadership commitment was the number one component for diversity success in a recent best practices report issued by GAO We can measure that by looking around the leadership table�how diverse is that group�look at the representation in the top 10 jobs, top 20 jobs, top 30 jobs�operations, not just support Analyze the leader�s calendar�how many meetings are related to diversity How many formal communications are issued on the subject What kinds of policies are in place for placement and advancement (for example, are vacancies advertised so that everyone gets a fair shot at applying for high-visibility jobs and projects) We don�t have to break the law to do that, in fact, the law encourages us to do that Is there a diversity management organization, where is it located in the structure, are there adequate resources assigned to the function, what�s the make-up of the folks in that office My dissertation research showed that women and minorities are more likely than others to be assigned to support and �racialized� positions How well are we doing, diversity wise, in our recruitment activities and what do we know about our success Minority recruitment is a lot more targeted and it focuses a lot more on relationships, rather than just opening the doors as wide as we possibly can Because the IC might be ready to go on campus with vacancies, doesn�t mean that the schools are ready to turn over their top minority students to us�and we don�t have to just go to minority schools to actively recruit minority candidates either So how can we measure diversity�this goes beyond the representation numbers Leadership commitment was the number one component for diversity success in a recent best practices report issued by GAO We can measure that by looking around the leadership table�how diverse is that group�look at the representation in the top 10 jobs, top 20 jobs, top 30 jobs�operations, not just support Analyze the leader�s calendar�how many meetings are related to diversity How many formal communications are issued on the subject What kinds of policies are in place for placement and advancement (for example, are vacancies advertised so that everyone gets a fair shot at applying for high-visibility jobs and projects) We don�t have to break the law to do that, in fact, the law encourages us to do that Is there a diversity management organization, where is it located in the structure, are there adequate resources assigned to the function, what�s the make-up of the folks in that office My dissertation research showed that women and minorities are more likely than others to be assigned to support and �racialized� positions How well are we doing, diversity wise, in our recruitment activities and what do we know about our success Minority recruitment is a lot more targeted and it focuses a lot more on relationships, rather than just opening the doors as wide as we possibly can Because the IC might be ready to go on campus with vacancies, doesn�t mean that the schools are ready to turn over their top minority students to us�and we don�t have to just go to minority schools to actively recruit minority candidates either

28. 28 Even More Diversity Measures So how can we measure diversity�this goes beyond the representation numbers Leadership commitment was the number one component for diversity success in a recent best practices report issued by GAO We can measure that by looking around the leadership table�how diverse is that group�look at the representation in the top 10 jobs, top 20 jobs, top 30 jobs�operations, not just support Analyze the leader�s calendar�how many meetings are related to diversity How many formal communications are issued on the subject What kinds of policies are in place for placement and advancement (for example, are vacancies advertised so that everyone gets a fair shot at applying for high-visibility jobs and projects) We don�t have to break the law to do that, in fact, the law encourages us to do that Is there a diversity management organization, where is it located in the structure, are there adequate resources assigned to the function, what�s the make-up of the folks in that office My dissertation research showed that women and minorities are more likely than others to be assigned to support and �racialized� positions How well are we doing, diversity wise, in our recruitment activities and what do we know about our success Minority recruitment is a lot more targeted and it focuses a lot more on relationships, rather than just opening the doors as wide as we possibly can Because the IC might be ready to go on campus with vacancies, doesn�t mean that the schools are ready to turn over their top minority students to us�and we don�t have to just go to minority schools to actively recruit minority candidates either So how can we measure diversity�this goes beyond the representation numbers Leadership commitment was the number one component for diversity success in a recent best practices report issued by GAO We can measure that by looking around the leadership table�how diverse is that group�look at the representation in the top 10 jobs, top 20 jobs, top 30 jobs�operations, not just support Analyze the leader�s calendar�how many meetings are related to diversity How many formal communications are issued on the subject What kinds of policies are in place for placement and advancement (for example, are vacancies advertised so that everyone gets a fair shot at applying for high-visibility jobs and projects) We don�t have to break the law to do that, in fact, the law encourages us to do that Is there a diversity management organization, where is it located in the structure, are there adequate resources assigned to the function, what�s the make-up of the folks in that office My dissertation research showed that women and minorities are more likely than others to be assigned to support and �racialized� positions How well are we doing, diversity wise, in our recruitment activities and what do we know about our success Minority recruitment is a lot more targeted and it focuses a lot more on relationships, rather than just opening the doors as wide as we possibly can Because the IC might be ready to go on campus with vacancies, doesn�t mean that the schools are ready to turn over their top minority students to us�and we don�t have to just go to minority schools to actively recruit minority candidates either

30. Mentoring�Then and Now The Origins of �Mentor� Formal and Informal Relationships Mentoring Organizations One-to-Many Reverse Mentoring Virtual Mentoring E-Mentoring Speed Mentoring Mentoring can take on a whole new perspective when people have a common goal but are in different physical locations. The benefits of virtual mentoring, in other words, mentoring when the mentor and mentee are not geographically co-located, and which occurs mainly by electronic communication, can be substantial. They include lowered costs, increased access to mentors, and no limitations on space, time, and location. There are also disadvantages to virtual mentoring. Notable among these is the lack of face-to-face communication, something that adds another dimension to understanding the tone and attitude of messages between mentors and mentees. This article not only defines and analyzes the concept of mentoring as performed in the virtual organization but also deals with phases of mentoring and types of mentors used in this relatively new work environment. The synthesis of the literature and the authors� experience results in a list of keys to successful mentoring in the virtual organization. These are: trust, self-motivation, flexibility, communication skills, and technological skills. Reverse Mentoring �Younger� employees mentor �veteran� executives and managers on technology, racial and/or gender diversity, generational differences�Jack Welch at General Electric Virtual and E-mentoring Mentoring through literature or publication or providing opinions, recommendations, and counsel online. Peer-to-peer Mentoring Where each person has equal, but different, things to share and learn Speed Mentoring Structured networking; lets participants interact with several mentors within short period of time; in person or via technologyMentoring can take on a whole new perspective when people have a common goal but are in different physical locations. The benefits of virtual mentoring, in other words, mentoring when the mentor and mentee are not geographically co-located, and which occurs mainly by electronic communication, can be substantial. They include lowered costs, increased access to mentors, and no limitations on space, time, and location. There are also disadvantages to virtual mentoring. Notable among these is the lack of face-to-face communication, something that adds another dimension to understanding the tone and attitude of messages between mentors and mentees. This article not only defines and analyzes the concept of mentoring as performed in the virtual organization but also deals with phases of mentoring and types of mentors used in this relatively new work environment. The synthesis of the literature and the authors� experience results in a list of keys to successful mentoring in the virtual organization. These are: trust, self-motivation, flexibility, communication skills, and technological skills. Reverse Mentoring �Younger� employees mentor �veteran� executives and managers on technology, racial and/or gender diversity, generational differences�Jack Welch at General Electric Virtual and E-mentoring Mentoring through literature or publication or providing opinions, recommendations, and counsel online. Peer-to-peer Mentoring Where each person has equal, but different, things to share and learn Speed Mentoring Structured networking; lets participants interact with several mentors within short period of time; in person or via technology

31. Positive Organizational Outcomes Increased diversity Transfer of knowledge, culture, values Higher levels of performance, efficiency Retention of intellectual capital Improved recruitment and hiring Career advancement Professional development Conflict resolution

32. A Mentor Is� A guide A role model A coach A cheerleader A reference A gauge for what is �normal� A public relations advocate Another perspective A Mentor Isn�t� The place to vent A therapist or psychologist A love connection A psychic or clairvoyant A buddy or pal A replacement for other organizational processes Your highest bar

33. What Can Go Wrong? Mentor, apprentice could be incompatible Prot�g� may outgrow relationship or need Apprentice may have ulterior motives Mentor�s career or influence may wane Frustration due to unrealistic expectations of promotion, rewards, advancement Mentor doesn�t have or make time One of the most common problems, especially with formal programs, is simply that the mentor and apprentice are incompatible. As we all know, there's no accounting for chemistry. Even the best intentions and most thorough questionnaires can't always identify what might really irritate you about the other person. Different body clocks, speaking styles, or schedules can quickly frustrate a relationship. Don't obliterate the relationship�change the intensity One of the most common problems, especially with formal programs, is simply that the mentor and apprentice are incompatible. As we all know, there's no accounting for chemistry. Even the best intentions and most thorough questionnaires can't always identify what might really irritate you about the other person. Different body clocks, speaking styles, or schedules can quickly frustrate a relationship. Don't obliterate the relationship�change the intensity

34. What to Look for in a Mentor Successful career, mentoring track record Honesty, integrity, trust, character Political savvy Communication skills A person outside your reporting chain A person inside/outside your unit, department, organization, industry, ethnicity, gender, generation Willingness to help or give back The best advice isn�t always pleasant to hear The best advice isn�t always pleasant to hear

36. Activities for Affinity Groups Mentoring Advisors to senior leadership; gauge for constituent and employee climate Onboarding, new employee sponsorship Language or cultural familiarization Outreach to outside organizations/school Developmental workshops (interviewing, career) Recruitment resource expertise Spokespeople at outreach events Diversity marketing expertise Applicant referrals for internal/external vacancies ONBOARDING/SPONSORSHIP - In the On-boarding process Affinity Group and SEPs can introduce the employee to their work area, co-workers and key leaders within the agency, facilitate access into employee networks, teach the employee about the agency�s role, mission, vision, values and how their job supports the agency mission, and they can help the employee to get settled in at work. - Sponsorship - Serve as sponsors for new employees, assisting them with transition into the organization, providing them with points of contact for services they may need such as, housing, schools, day-care, and churches or places of worship. They also can assist in introducing them to key personnel within the organization, and informing them of the office as well as organizational structure. MENTORING - Assist new employees by providing insight into the organizational culture, norms, and expectations, guide the employee�s career development, provide advice, help them to establish personal and professional goals, and can introduce employees into key organizational networks. Mentoring has been proven to be linked to career enhancement/development and improve retention. Employees who feel like they are a part of the mission and the team are more likely to stay, plant roots, and build a career. OUTREACH TO OUTSIDE ORGANIZATIONS/SCHOOL - Serve as liaison between the agency and community organizations that have a vested interest in the social, economical, and educational status of their particular minority or ethnic group, attend career fairs with Human Resource and Recruitment professionals to provide information about the various career opportunities within the IC DEVELOPMENTAL WORKSHOPS Identify and or participate as presenters in workshops that focus on career development issues pertinent to their minority or ethnic group ADVISORS TO LEADERSHIP - Keep leadership abreast of the current workforce issues, and barriers to communication - Provide out-of-the box solutions to existing minority or ethnic group issues - Must be able to answer the question(s): How you are contributing to the �bottom line�, what is the value added in establishing Affinity Groups within the agency? RECRUITMENT RESOURCE EXPERTISE - Utilize expertise to provide direct and indirect access to different segments of potential hires through interactions with community, professional, and student groups SPOKESMAN AT OUTREACH EVENTS - Share their personal experience as an IC employee with other minorities that may have an interest in working for the IC MINORITY MARKETING EXPERTISE - Utilize current knowledge of constituents needs and wants to Identify best sources for and locations to advertise and market information about the IC to their minority or ethnic group APPLICANT REFERRALS FOR INTERNAL AND EXTERNAL VACANCIES - Utilize knowledge and social and professional contacts to identify �best in class� employees for referrals to internal and external IC vacancies - Participate in succession planning to increase the candidate pool and ensure leadership continuity ONBOARDING/SPONSORSHIP - In the On-boarding process Affinity Group and SEPs can introduce the employee to their work area, co-workers and key leaders within the agency, facilitate access into employee networks, teach the employee about the agency�s role, mission, vision, values and how their job supports the agency mission, and they can help the employee to get settled in at work. - Sponsorship - Serve as sponsors for new employees, assisting them with transition into the organization, providing them with points of contact for services they may need such as, housing, schools, day-care, and churches or places of worship. They also can assist in introducing them to key personnel within the organization, and informing them of the office as well as organizational structure. MENTORING - Assist new employees by providing insight into the organizational culture, norms, and expectations, guide the employee�s career development, provide advice, help them to establish personal and professional goals, and can introduce employees into key organizational networks. Mentoring has been proven to be linked to career enhancement/development and improve retention. Employees who feel like they are a part of the mission and the team are more likely to stay, plant roots, and build a career. OUTREACH TO OUTSIDE ORGANIZATIONS/SCHOOL - Serve as liaison between the agency and community organizations that have a vested interest in the social, economical, and educational status of their particular minority or ethnic group, attend career fairs with Human Resource and Recruitment professionals to provide information about the various career opportunities within the IC DEVELOPMENTAL WORKSHOPS Identify and or participate as presenters in workshops that focus on career development issues pertinent to their minority or ethnic group ADVISORS TO LEADERSHIP - Keep leadership abreast of the current workforce issues, and barriers to communication - Provide out-of-the box solutions to existing minority or ethnic group issues - Must be able to answer the question(s): How you are contributing to the �bottom line�, what is the value added in establishing Affinity Groups within the agency? RECRUITMENT RESOURCE EXPERTISE - Utilize expertise to provide direct and indirect access to different segments of potential hires through interactions with community, professional, and student groups SPOKESMAN AT OUTREACH EVENTS - Share their personal experience as an IC employee with other minorities that may have an interest in working for the IC MINORITY MARKETING EXPERTISE - Utilize current knowledge of constituents needs and wants to Identify best sources for and locations to advertise and market information about the IC to their minority or ethnic group APPLICANT REFERRALS FOR INTERNAL AND EXTERNAL VACANCIES - Utilize knowledge and social and professional contacts to identify �best in class� employees for referrals to internal and external IC vacancies - Participate in succession planning to increase the candidate pool and ensure leadership continuity

37. How to Measure the Success of Affinity Group Activities Develop SMART (specific, measurable, accurate, reliable, timely) metrics Increases in promotion or �readiness� rates, satisfaction scores, participation in development activities by Affinity Group members Increase in number of candidate referrals (internal and external) and hires from Affinity Groups Increase in Affinity Group participation in Career Fairs and outreach to local high schools, colleges and universities Increase in Senior leadership participation in Affinity Group activities Satisfaction of senior leaders re usefulness, reliability, assistance Participation of Affinity Group members in mentoring, onboarding ONBOARDING/SPONSORSHIP - In the On-boarding process Affinity Group and SEPs can introduce the employee to their work area, co-workers and key leaders within the agency, facilitate access into employee networks, teach the employee about the agency�s role, mission, vision, values and how their job supports the agency mission, and they can help the employee to get settled in at work. - Sponsorship - Serve as sponsors for new employees, assisting them with transition into the organization, providing them with points of contact for services they may need such as, housing, schools, day-care, and churches or places of worship. They also can assist in introducing them to key personnel within the organization, and informing them of the office as well as organizational structure. MENTORING - Assist new employees by providing insight into the organizational culture, norms, and expectations, guide the employee�s career development, provide advice, help them to establish personal and professional goals, and can introduce employees into key organizational networks. Mentoring has been proven to be linked to career enhancement/development and improve retention. Employees who feel like they are a part of the mission and the team are more likely to stay, plant roots, and build a career. OUTREACH TO OUTSIDE ORGANIZATIONS/SCHOOL - Serve as liaison between the agency and community organizations that have a vested interest in the social, economical, and educational status of their particular minority or ethnic group, attend career fairs with Human Resource and Recruitment professionals to provide information about the various career opportunities within the IC DEVELOPMENTAL WORKSHOPS Identify and or participate as presenters in workshops that focus on career development issues pertinent to their minority or ethnic group ADVISORS TO LEADERSHIP - Keep leadership abreast of the current workforce issues, and barriers to communication - Provide out-of-the box solutions to existing minority or ethnic group issues RECRUITMENT RESOURCE EXPERTISE - Utilize expertise to provide direct and indirect access to different segments of potential hires through interactions with community, professional, and student groups SPOKESMAN AT OUTREACH EVENTS - Share their personal experience as an IC employee with other minorities that may have an interest in working for the IC MINORITY MARKETING EXPERTISE - Utilize current knowledge of constituents needs and wants to Identify best sources for and locations to advertise and market information about the IC to their minority or ethnic group APPLICANT REFERRALS FOR INTERNAL AND EXTERNAL VACANCIES - Utilize knowledge and social and professional contacts to identify �best in class� employees for referrals to internal and external IC vacancies ONBOARDING/SPONSORSHIP - In the On-boarding process Affinity Group and SEPs can introduce the employee to their work area, co-workers and key leaders within the agency, facilitate access into employee networks, teach the employee about the agency�s role, mission, vision, values and how their job supports the agency mission, and they can help the employee to get settled in at work. - Sponsorship - Serve as sponsors for new employees, assisting them with transition into the organization, providing them with points of contact for services they may need such as, housing, schools, day-care, and churches or places of worship. They also can assist in introducing them to key personnel within the organization, and informing them of the office as well as organizational structure. MENTORING - Assist new employees by providing insight into the organizational culture, norms, and expectations, guide the employee�s career development, provide advice, help them to establish personal and professional goals, and can introduce employees into key organizational networks. Mentoring has been proven to be linked to career enhancement/development and improve retention. Employees who feel like they are a part of the mission and the team are more likely to stay, plant roots, and build a career. OUTREACH TO OUTSIDE ORGANIZATIONS/SCHOOL - Serve as liaison between the agency and community organizations that have a vested interest in the social, economical, and educational status of their particular minority or ethnic group, attend career fairs with Human Resource and Recruitment professionals to provide information about the various career opportunities within the IC DEVELOPMENTAL WORKSHOPS Identify and or participate as presenters in workshops that focus on career development issues pertinent to their minority or ethnic group ADVISORS TO LEADERSHIP - Keep leadership abreast of the current workforce issues, and barriers to communication - Provide out-of-the box solutions to existing minority or ethnic group issues RECRUITMENT RESOURCE EXPERTISE - Utilize expertise to provide direct and indirect access to different segments of potential hires through interactions with community, professional, and student groups SPOKESMAN AT OUTREACH EVENTS - Share their personal experience as an IC employee with other minorities that may have an interest in working for the IC MINORITY MARKETING EXPERTISE - Utilize current knowledge of constituents needs and wants to Identify best sources for and locations to advertise and market information about the IC to their minority or ethnic group APPLICANT REFERRALS FOR INTERNAL AND EXTERNAL VACANCIES - Utilize knowledge and social and professional contacts to identify �best in class� employees for referrals to internal and external IC vacancies

38. 38

39. 39 References A new measurement mandate: Leveraging HR and organizational metrics to enhance corporate performance. (2001). Corporate Executive Board, Corporate Leadership Council. Brown, M.G. (1996). Keeping score: Using the right metric to drive world-class performance. Quality Resources. New York, NY. Carr-Ruffino, N. (2007). Managing Diversity, People Skills for a Multicultural Workplace. Pearson Custom Publishing. New York, NY. Hubbard, E.E. (2001). Measuring diversity results. Global Insights Publishing. Petaluma, CA.