Navy Workforce Research and Analysis Conference

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Navy Workforce Research and Analysis Conference
CAPT Ken Barrett Diversity Directorate Chief of
Naval Personnel (N134) 6 May 2008
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CNO Diversity Policy
The Navy must- --empower and inspire all to
attain the most senior levels of
leadership --foster and support an environment
that respects each individuals
worth --anticipate and embrace demographic
changes CNO G. Roughead U.S. Navy Diversity
Policy March 2008
As the Chief of Naval Operations, I will lead
diversity initiatives in the Navy. I challenge
all who serve to do the same through leadership,
mentorship, service, and example. -- CNO G.
Roughead
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Implement Strategies for the Future From Words
to Action

• Leadership Accountability
• Accountability Reviews
• NAE, SWE, USE, NECE

• Drastically Improve Outreach
• Flags at affinity group events
• CNO at BEYA and NSBE
• VCNO at SHPE and ANSO
• Junior Officer Participation

• Implement Mentoring
• Instruction in Chain of Command Review
• Fleet / Force Master Chiefs
• 3 Star

• Revamp Training
• Diversity GMT issued
• Coherent, Consistent, Compelling message from E-1
  to O-10

• Communicating the Message
• Rhumb Lines
• CNO Diversity Policy
• Strategic Communications Plan

Desired End State Institutional Framework which
maintains a diverse Total Force, through
enduring effects-based assessments
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Phase 1 AssessmentConclusions

• Significant findings
• Navy-wide snapshot of diversity strengths /
  weaknesses
• Focused on recruiting, retention, and promotion
• Identified improvement was required in
• Leadership accountability
• Mentoring
• Training
• Outreach
• Communications

Took a fix
Three discrete, parallel lines of effort,
including reviews of recruitment, retention and
promotion guidelines
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Phase 2 Decisive ActionEnterprise /
Community engagement

• Problem areas
• No leadership accountability
• Inadequate outreach
• Unproductive mentoring
• Disjointed training
• Ineffective communications

Weekly Strategic Working Group teleconferences
engage the Enterprises / Communities and solicit
their input / feedback
Evaluated each area to determine root causes
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We Built the TargetThe officer benchmark
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Where we sitMuch more to do
Results after one year of the CONOPS
2008 Progress
?
OCS Accessions are also being considered
HBCU Scholarships offered 2006 57 2007 117
What were shooting for
Third largest NAPS class in 2007 with 59 minority
NAPS Minority Enrollment 2006 114 2007 144
Progressbut more needed
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Phase 4Prompt Jump to a New Normal
Assessment
Enlightened Expansion
The New Norm
Sustainment and Accountability
The Old Norm
Decisive Action
Assessment
Phase 1
Phase2
Phase 3
Phase 4
Phase 5
Enlightened Expansion to the New Normal
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FY08 Focus AreasThe Way Ahead
MOVING THE NEEDLES DIVERSITY ACCESSIONS
DEVELOPING A MENTORING CULTURE
ESTABLISHING NAVY AS THE EMPLOYER OF CHOICE
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From Fishing to TrawlingSaturating the market
recruiting today.

• Pooling resources and efforts
• CNRC - recruiting - NRD - recruiting
• NOSC - reserves - NSTC - training
• PNS/NROTC - JROTC
• BUMED - medical - CHINFO - public affairs

Joe Kilkenny
Recruiting in the past

• The Lone Ranger
• CNRC Recruiters doing all the work
• Targets of opportunity
• Sporadic outreach

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Getting Engagement Right

• How do we tie it together?

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Strategic Players
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Operational Players
NETC / NSTC
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Tactical Players
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Synchronizing the Strategy
MPTE
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Game Changers

• Game Changers
• 1) VCNO is lead for diversity (N13)
• 2) Assign Flag/SES to lead the Diversity
  Directorate (N13)
• 3) Increase number of NROTC units (NETC/NSTC)
• 4) Increase number of NJROTC units (NETC/NSTC)
• 5) Assign one officer per NRD solely as a
  diversity recruiter - provide OCS targets (CNRC)
• 6) Flex drill credit for reservists
  participating in outreach events (N13)
• 7) Invite participation of retired / former
  Naval Officers (CNRC)
• 8) Have Fleets coordinate outreach efforts of
  Enterprise / Communities including Flag officer
  event participation, hometown visits, JO
  attendance (all)
• 9) Fully fund SEMINAR (PERS/CNRC)
• 10) Just Do It
• 11) Cross-functional team items
• Board process
• 5 year scholarships benefits
• Prep school for ROTC

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Your Mentoring ContinuumDiversity
Voluntary / Mandatory
Hybrid Program
Command Sponsor Program Career Development
Boards Command Career Counselor
Flags Commodores FLTCM/FORCM Detailers
Rank Designator or Rate Age Gender
YOU
Mentoring Variety
Formal / Informal
NNOA ANSO SSLA Tailhook SNA
Online Telcon Face to Face
Mentoring is a leadership issue that affects the
career health of every Sailor
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Task Force Life/WorkMission, Vision, and Roadshow
TFLW Mission Vision Examine initiatives Navy
can influence through policy change Identify
efforts that require DoD/Congressional
engagement Solicit Fleet feedback for ideas and
recommendations
Education Opportunities Increased OPTEMPO Pater
nity Leave
Education Opportunities Thrift Savings Plan
Matching Shore Tour Opportunities
Extended Hours Childcare Arduous Training
Requirements Montgomery GI Bill Expansion
Extended Hours Childcare Improved Education
Opportunities for Children
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Charting a Course for Action

• Pregnancy Parenthood Policy
• -12 months operational deferment
• - 3 weeks admin leave for adopting parents
• Telecommuting Policy
• - 1-2 days per week telecommuting Off-On
• Career Intermission Pilot Program
• - Off-ramp Active Duty to Reserves with full
• health care benefits for up to 3 years
• Paternity Leave
• - 21 days of admin leave for all new fathers
• Reenlistment Basket Leave
• - 5 days admin leave per year of reenlistment

• For example 4 years reenlistment 20 days of
  additional leave
• Enlisted Education Advancement
• Opportunity for Sailors to pursue Associates or
  Bachelors degree in lieu of shore tour
• Receive full pay and benefits, use Montgomery GI
  Bill to pay for degree
• Part-Time Pay for Part-Time Work
• Use Reserve members as contributors to large
  projects working on a part time basis
• For example Monday/Wednesday/Friday or Monday
  Friday 0600 to 1300 work day

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• QUESTIONS???

Let me be very clear- it is my fundamental
belief that the current way we are doing business
with our people will not work for the next
generation of Sailors. - VADM
J.C. Harvey, Chief of Navy Personnel