United States Department of the Interior



The Department of the Interior (DOI) is submitting this Diversity and Inclusion Plan (Plan) pursuant to the Office of Personnel Management’s 2016 Government-Wide Inclusive Diversity Strategic Plan. The Plan meets President Obama’s Executive Order 13583 on Establishing a Coordinated Government-Wide Initiative to Promote Diversity and Inclusion in the Federal Workforce. We are focusing on long-term organizational success and sustainability, the Secretary instructed leadership to maximize their efforts to recruit and hire exceptional individuals from every background and every community, and to employ America’s best talent in DOI. The efforts to date to implement the inclusive workplace concept are creating a workplace in which everyone is fully engaged and their skills and talents are fully utilized; our focus is on encouraging participation and creating an environment deemed welcoming and fair. Diversity training and education programs are being transformed, moving the focus from traditional anti-discrimination compliance, to a broader dialog about organizational development and talent management. The DOI Strategy is being implemented, and DOI’s leaders are proving they can meet and exceed the challenge of delivering on the inclusive workplace vision. The transformation is being embraced internally and externally with stakeholders, particularly since President Obama issued Executive Order 13583. DOI leaders are seeing inclusivity as an advantage and have been given the responsibility and the autonomy to develop sensible and sustainable approaches for building and retaining a diverse workforce. They are communicating—in word and deed—their commitment to institutionalizing recruiting, hiring and promotion procedures that are based on merit, and do not deliberately or inadvertently exclude anyone from competing. The DOI Strategic Plan aims at making DOI the best place to work in America, where all of our employees are respected, quality of work life is valued, and everyone achieves their potential. The performance criterion in the DOI Strategic Plan fits within the strategic lenses of the Executive Order and incorporates the goals and priorities established by the 2016 Government-Wide Inclusive Diversity Strategic Plan. GOAL 1 – DIVERSIFY THE FEDERAL WORKFORCE THROUGH ACTIVE ENGAGEMENT OF LEADERSHIP: Agency leaders shall continue their efforts to attract, retain, and cultivate diverse leaders by frequently communicating, accounting for, and modeling inclusive diversity behaviors that attract and reflect the broad diversity of American society.Priority 1.1: Leaders shall emphasize the importance of their inclusive diversity efforts by utilizing a wide range of communication strategies and tools that demonstrate their support for these initiativesAction Required by OPMDOI Strategic ActivitiesResponsible Official(s)Target Completion/StatusProvide resources and support to identify and overcome the cognitive, motivational, and structural barriers that inhibit inclusive diversity effortsRequire each bureau to develop diversity and inclusion plans, and implement the plans by working together across programs and offices in an intersection of common goals.Reaffirm commitment to diversity and inclusion (D&I) via email, video clip, and webpage messages.Review and update D&I goals and objectives.Recognize bureaus and individuals who champion the ideals embodied in the Secretary’s diversity and inclusion goals and objectives.Director of Civil RightsDirector of Human ResourcesBureau DirectorsChief Diversity OfficerSecretaryAssistant SecretariesBureau DirectorsDirector of Civil RightsDirector of Human ResourcesChief Diversity OfficerSecretaryAssistant SecretariesBureau DirectorsOngoingTarget 2017OngoingTarget 2017Priority 1.2: Leaders shall review the wide range of current policies, programs, systems, and techniques currently in use and in order to determine specific initiatives that should be enhanced and improvedAction Required by OPMDOI Strategic ActivitiesResponsible Official(s)Target Completion/StatusEvaluate diversity, inclusion, and engagement elements in performance plans Hold Senior Executives accountable for diversity and inclusion goals and objectives.Institute monthly diversity performance briefings to the Secretary.Secretary Deputy SecretaryExecutive Resources BoardDeputy SecretaryChief of StaffTarget 2017Target 2017Evaluate the effectiveness of employee resource groupsEvaluate Employee Resource Groups (ERG) via Quarterly Meetings with the Deputy Secretary.Assess Federal Employee Viewpoint Survey.Assign the Barrier Analysis Team to review and evaluate the effectiveness of employee resource groups in assisting the Department to advance diversity and inclusiveness.Deputy SecretaryDirector of Human ResourcesDirector of Human ResourcesBureau DirectorsChief Diversity OfficerBarrier Analysis TeamTarget 2018Target 2017Target 2018Assess mentoring and coaching programsInstitute formal and informal mentoring programs that encompass guided mentoring opportunities and self-directed mentoring options.Director of Strategic Employee and Organization DevelopmentBureau Training CoordinatorsTarget 2018Assess inclusive diversity trainingEstablish performance measures to determine effective training and recommend improvement.Assess impact of the Diversity Change Agent (DCA), Dignity & Respect Campaign, New Inclusion Quotient (New IQ) and recommend improvement.Director of Civil RightsBureau DirectorsChief DiversityChief DiversityTarget 2017OngoingGOAL 1 – DIVERSIFY THE FEDERAL WORKFORCE THROUGH ACTIVE ENGAGEMENT OF LEADERSHIPPriority 1.3: Leaders shall develop and implement broad outreach strategies to attract leaders from diverse sources, to the organization consistent with merit system principles, through strategic partnerships with affinity organizations, diverse postsecondary educational institutions, professional associations, and public, private, and non-profit sectorsAction Required by OPMDOI Strategic ActivitiesResponsible Official(s)Target Completion/StatusImplement strategic partnerships with affinity organizationsExpand education and outreach with under-represented educational communities to foster early talent detection in K-12 students and engage students from previously unexplored schools.Assess current partnerships and practices to identify opportunities to improve efficiency and effectiveness and work more collaboratively around recruiting top talent from every background and community.Bureau DirectorsBureau Youth Program CoordinatorsDirector of Civil RightsDirector of Human ResourcesChief Diversity OfficerOngoingOngoingEngage in strategic partnerships with diverse postsecondary educational institutions, professional associations, and public, private and non-profit sectorsEncourage managers and supervisors to engage in strategic partnerships with affinity organizations, diverse post-secondary educational institutions, professional associations, and public, private and non-profit sectors.Bureau DirectorsDirector of Civil RightsDirector of Human ResourcesOngoingGOAL 2 – INCLUDE AND ENGAGE EVERYONE IN THE WORKPLACE: Intensify efforts to foster cultures that encourage employees to feel valued for their unique qualities and experience a sense of belonging, engagement, and connection to the mission of the agency.Priority 2.1: Foster a culture of inclusion and engagement by employing culture change strategiesAction Required by OPMDOI Strategic ActivitiesResponsible Official(s)Target Completion/Status1. Provide training and education on cultural competency, implicit bias awareness, and inclusion learning for all employeesContinue conducting several training sessions to all employees throughout each year on New Inclusion Quotient (New IQ). Civil Treatment, Unconscious Bias, Diversity Tips/Moments/ Special Emphasis/Observance Events.Cultivate a supportive, safe, welcoming and inclusive work environment that fosters respect for individuals and work/life balance.Director of Strategic Employee and Organization DevelopmentBureau Training CoordinatorsDirector of Civil RightsChief Diversity OfficerBureau DirectorsSupervisors/ManagersDiversity Change AgentsOngoingOngoingPriority 2.2: Assess, redesign, and reengineer organizational structures and business processes Action Required by OPMDOI Strategic ActivitiesResponsible Official(s)Target Completion/Status1. Promote teamwork, collaboration, cross-functional operations, and transparency Develop strategies to institutionalize the value of teamwork, collaboration, cross-functional operations, and transparency.Bureau DirectorsDirector of Civil RightsDirector of Human ResourcesChief Diversity OfficerDirector of Strategic Employee and Organization DevelopmentBureau Training CoordinatorsOngoingGOAL 2 – INCLUDE AND ENGAGE EVERYONE IN THE WORKPLACE:Priority 2.2: Assess, redesign, and reengineer organizational structures and business processes Action Required by OPMDOI Strategic ActivitiesResponsible Official(s)Target Completion/Status2. Assess and deconstruct organizational silos that lead to exclusive culturesA Department-wide Barrier Analysis Team will be established to engage in sustained and systematic inquiry into triggers as they relate to workplace policies, procedures, and practices -with a focus on identifying barriers to diversity and inclusion in the workplace and devising plans to eliminate them.Assess and improve Department of Interior’s organizational climate and culture.Interpret the Employee Viewpoint Survey results and develop action plans.Director of Civil RightsDirector of Human ResourcesBureau DirectorsChief Diversity OfficerAssistant SecretariesBureau DirectorsDirector of Civil RightsDirector of Human ResourcesChief Diversity OfficerDirector of Human ResourcesBureau DirectorsChief Diversity OfficerTarget 2018Target 2018Target 2017 GOAL 3 – OPTIMIZE INCLUSIVE DIVERSITY EFFORTS USING DATA-DRIVEN APPROACHES: Federal agencies shall intensify efforts to create and foster diverse, high-performing workforces, utilizing data-driven approaches and optimizing policies, processes, and programs to drive inclusive diversity efforts and accomplish agencies’ missionsPriority 3.1: Create a diverse, high-performing workforce, utilizing data-driven approaches to recruitmentAction Required by OPMDOI Strategic ActivitiesResponsible Official(s)Target Completion/StatusAnalyze applicant flow dataDevelop capability to collect and analyze applicant flow data.Director of Human ResourcesDirector of Civil RightsTarget 2018Educate hiring managersEducate supervisors/hiring managers through training opportunities, focus group sessions, and information on the roles, responsibilities and how to build collaboration in the recruitment and hiring process.Director of Human ResourcesDirector of Civil RightsOngoingDesign fair and effective recruitment strategies that casts the broadest net possible and apply merit principlesDevelop a Hiring Excellence Dashboard that integrates applicant flow data, Federal Personnel/Payroll System (FPPS), Management Directive (MD) 715, HRStat, and other relevant information to provide clear, consistent, and usable information to hiring managers, HR Professionals and leadership that drives improved planning and utilization of hiring authorities/flexibilities.Continue the use of strategic diversity meetings during the staffing process between HR, Hiring Managers and EEO.Director of Human ResourcesDirector of Human ResourcesDirector of Civil RightsChief Diversity OfficerOngoingOngoingGOAL 3 – OPTIMIZE INCLUSIVE DIVERSITY EFFORTS USING DATA-DRIVEN APPROACHESAction Required by OPMDOI Strategic ActivitiesResponsible Official(s)Target Completion/Status Utilize applicable special hiring authorities as supplements to competitive hiring processesTrain managers on all hiring tools available which can be used to supplement the competitive hiring process.Promote the utilization of hiring flexibilities/authorities as part of a multi-tiered recruitment approach.Director of Human ResourcesChief Diversity OfficerDirector of Human ResourcesOngoingOngoing5. Partner with diverse organizations to help recruitment draw from all segments of societyExpand external outreach to increase visibility and marketability of D&I programs across the Department.Coordinate the formation of a Diversity Joint Venture to more effectively collaborate with other Federal agencies, Non-governmental organizations (NGO), State and non-profit organizations, and academia to collaborate on diversity and inclusion initiatives.Director of Civil RightsDirector of Human ResourcesDiversity Change AgentsDirector of Civil RightsChief Diversity OfficerDiversity Change AgentsOngoingOngoing6. Conduct a review of potential implicit biases within the organizationConduct a review of potential implicit biases within the organization.Conduct several training sessions to all employees throughout each year on New Inclusion Quotient (New IQ). Civil Treatment, Unconscious Bias, Diversity Tips/Moments/ Special Emphasis/Observance Events.Director of Civil Rights Diversity Change AgentsDirector of Strategic Employee and Organization DevelopmentDirector of Civil Rights Bureau Training CoordinatorsDiversity Change AgentsOngoingOngoingGOAL 3 – OPTIMIZE INCLUSIVE DIVERSITY EFFORTS USING DATA-DRIVEN APPROACHESPriority 3.2: Foster a diverse, high-performing workforce by utilizing data-driven approaches to promotion opportunities and career developmentAction Required by OPMDOI Strategic ActivitiesResponsible Official(s)Target Completion/StatusDevelop career enhancement opportunitiesExamine current career enhancement opportunities and evaluate whether improvements can be implemented.Director of Strategic Employee and Organization DevelopmentBureau Training CoordinatorsManagers and SupervisorsDirector of Human ResourcesOngoingUtilize appropriate collaborative practices and social media technologiesWork with Office of Communications and HR to assess current social media usage for outreach and recruitment activities.Director of CommunicationsDirector of Human ResourcesDiversity Change AgentsOngoingCollaborate with Special Emphasis Program Managers, affinity groups, and employee resource groupsEstablish monthly meetings between Special Emphasis Program Managers (SEPM), and employee resource groups to share best practices for achieving a diverse and inclusive workplace.Director of Human ResourcesDirector of Civil RightsSpecial Emphasis Program ManagersEmployee Resource GroupsDiversity Change AgentsOngoingGOAL 3 – OPTIMIZE INCLUSIVE DIVERSITY EFFORTS USING DATA-DRIVEN APPROACHESPriority 3.3: Collect relevant performance data to establish a business case for diversity and inclusion for the agencyAction Required by OPMDOI Strategic ActivitiesResponsible Official(s)Target Completion/StatusCollaborate with other agencies and the Diversity and Inclusion in Government (DIG) Council to create models for analyzing performance metrics in correlation with diversity and inclusion metricsBenchmark DOI bureaus, other Agencies, and the DIG Council to create models for analyzing performance metrics in correlation with diversity and inclusion metrics.Implement Diversity Metrics (other than Federal Employee Viewpoint Survey).Director of Civil RightsDirector of Human ResourcesDiversity Change AgentsChief Diversity OfficerAssistant SecretariesBureau DirectorsDirector of Civil RightsDirector of Human ResourcesChief Diversity OfficerTarget September 2017/OngoingTarget September 2017 ................
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