Competency Areas

Diversity and Inclusion initiatives should be supported by cross-cutting communication messaging and support tools to involve and inform Federal employees, the military, supervisors, leaders, and external stakeholders in supporting D&I.  Diversity communication also reflects how organizations behave, perceive and think about diversity and inclusion principles.

A well-designed communication plan with support tasks clarifies the diversity message and identifies stakeholders who have an interest in growing the diversity initiative. However, agencies must be willing to identify communication needs and the methods used to reach out to constituents. Communication planning establishes channels, procedures, and expectations that will keep stakeholders informed of the status and progress of diversity and inclusion behaviors. These efforts will sustain lasting culture change which is organic and values driven.

The session will cover the following Learning Objectives:

• Engage internal and external stakeholders
• Understand how to brand the agency’s Diversity and Inclusion program
• Understand what is Active Communication
• Understand what is Passive Communication
• Advance the practice of “listening” to others and to relevant channels and sources
• Build a competitive D&I Communication Plan
• Assess the effectiveness of the D&I Communications strategy

Many organizations subscribe to a prevailing myth that when it comes to the impact of diversity on organizational performance, there’s “no way to measure this stuff.” However, forward thinking D&I experts disagree. In fact, they claim “if it moves, you can measure it!” There are sound accomplished recommendations, metrics, and statistics to prove it.

The session will cover the following Learning Objectives:

• Experience a deep dive into “big data” guided by OPM and other agencies D&I measurement requirements and outcomes
• Learn traditional and nontraditional ways of using data to more effectively implement D&I strategies and programs
• Learn how to use compelling stories accompanied with well-analyzed data for greater insights into D&I
• Understand the dynamic and successful ways to engage with others who are responsible for data driven agency performance

Without understanding the practice of Change Management, there is a significant risk of failure when implementing D&I strategies and initiatives. Successful change requires the adoption of new mindsets, processes and technologies in order to reach D& I targets and achieve benefits.

The session will cover the following Learning Objectives:

• Understand cultural orientation and its effect on managerial decisions, behaviors and expectations.
• Understand how  certain “aspects” of management behaviors can affect success with employees.
• Understand how to reframe existing practices to reach D&I goals.

Research indicates that one important behavior has a significant impact on D&I—collaboration. D&I practitioners and senior managers must work cooperatively with others to effectively lead teams and groups. In modern organizations, those charged with leading D&I efforts must work across organizational boundaries to achieve shared goals. This work requires building coalitions internally and externally to achieve common goals. Building coalitions establishes alliances, allows the sharing of best practices and breaks down barriers.

Current and future D&I practitioners and senior managers must demonstrate competencies that address barriers and resistance to and even fear of developing partnerships and collaborations. Skills for building coalitions at the strategic level is complex.

The session will cover the following Learning Objectives:

• Develop strategic partnerships and coalitions and execute D&I initiatives in a meaningful way
• Engage in dialogue and conversation with D&I partners for a “win-win”
• Evaluate self-interest, competition, lack of trust and turf issues in building coalitions
• Assess who gets in and who stays out
• Assess Who is truly in charge – Where and Why?
• Assess agency climate for building and sustaining coalitions
• Develop leveraging tools and skills to enhance pipeline development for diverse partnerships
• Appraise accountability for Diversity and Inclusion – Revisited
• Determine how to sustain the D&I Coalition, or should we?