As a leader, do you excel at EEO and diversity management?

Home Forums Leadership and Management As a leader, do you excel at EEO and diversity management?

This topic contains 17 replies, has 3 voices, and was last updated by  David B. Grinberg 7 years, 8 months ago.

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  • #166163

    David B. Grinberg

    With today’s increasingly diverse workforce, leaders in the public and private sectors need to have a comprehensive understanding of equal employment opportunity and diversity issues to better achieve program success and mission-driven results.

    A small investment in such critically important knowledge enhancement and people skills will pay big dividends for your leadership potential and career. How? By increasing your team’s overall productivity, as well as earning you greater respect and trust as a leader — all of which further boosts employee morale and helps create model workplaces. Every employee deserves the freedom to compete and advance on a fair and level playing field.


    1) As a leader, do you excel at EEO & diversity management?

    2) If not, why? What’s holding you back?

    Check out the U.S. EEOC’s upcoming EXCEL 2012 annual training event, July 31-Aug 2 in Dallas. A small investment goes a long way in career enhancement and crucial leadership skills.

  • #166197

    David B. Grinberg

    Fostering EEO, diversity and inclusion simply makes good business sense in today’s competitive global marketplace. For more on these topics, see:

  • #166195

    David B. Grinberg

    For more on EEO issues in the federal workplace:

    The EEOC also offers a range of training courses nationwide on various technical and legal issues:

  • #166193

    David B. Grinberg

    Check out this blog by EEOC on the 15th Annual EXCEL 2012 training event:

  • #166191

    David B. Grinberg

    GovLoopers and leaders: What say you?

    Remember, ignoring equal opportunity, diversity and inclusion in the workplace will hurt your perception and reality as a leader. America is quickly becoming a minority-majority nation, which has major implications for the labor force and your specific workplace. Don’t bury your head in the sand. Rather, embrace diversity and change. You can run, but you can’t hide — at least not much longer.

    Your comments are appreciated…

  • #166189

    Hi, David,

    Every team leader, supervisor, manager, and SESer needs to hear these well-thought-out words. This sounds like a great intro blurb for the annual training that is required. With the mandatory diversity plans requirement from OPM and the EEOC stepping things up, you are right. The days of hiding on this are coming to a close. Not a day too soon, IMO.



  • #166187


    Thanks for your words of wisdom, Ted. Hopefully, most people are aware by now that understanding EEO, diversity management, and inclusion awareness issues are critically important LEADERSHIP SKILLS to recruit, attain, retain, and better manage a new generation of Government leaders in the 21st century workplace.

  • #166185


    The EEOC’s 15th Annual EXCEL training event is less than 3 weeks away.

    Are you registered?

    You don’t want to miss the EEOC’s premier annual training to EXCEL-lerate your agency in diversity management and compliance with EEO laws, rules and regulations.

    EXCEL is your opportunity to receive the latest information on best practices, updates on changes to new EEO laws for 2012, and insight information regarding successful practices of other agencies.

    Meet us in Dallas, July 31 – Aug 2, 2012.

    Register at the Sheraton Hotel in downtown Dallas before July 29, 2012 and receive a special rate for EXCEL participants.

  • #166183


    EXCEL 2012 is filled with leading professionals in employment law, equal employment opportunity, diversity/inclusion, and human resources, who will provide attendees with invaluable information to take back to their workplaces.

    Our dynamic presenters are planning information-packed workshops such as:

    * Retaliation rage and social media mania.

    * Medical exams and inquiries under ADA Amendments Act.

    * EEOC’s recent policy guidance on hiring applicants with arrest and conviction records.

    * Using Social Media to recruit, hire and train people with disabilities.

    * Management Directive (MD) 715 — which provides a roadmap to creating a model Federal workplace.

    We are also offering Counselor and Investigator Refresher Courses as pre-conference workshops on July 30, 2012.

    Knowledge is power. Register now!

  • #166181



    * EEOC CHAIR Jacqueline Barrien

    * EEOC COMMISSIONER Chai Feldblum


    Dr. Carlos Munoz, Jr.

    Professor Emeritus

    Dept. of Ethnic Studies

    University of California at Berkeley

  • #166179

    You’re welcome! One can’t lead and hide at the same time!

  • #166177

    David B. Grinberg

    Your astute and insightful comments are appreciated, Ted — as always. Thanks very much for weighing-in on this important topic. Successfully managing people is a critically important asset for any Government leader. Moreover, as the nation, labor force, and Federal workforce become increasingly more diverse, it is a business imperative for Government leaders to be able to manage all employees, regardless of their race, color, gender, religion, national origin, age or disability. The minority-majority paradigm is growing every year and is already commonplace in many major U.S. cities. EEO and diversity have always been one of America’s greatest strengths as a global leader — and one that Government leaders need to better understand and embrace in order to lead more effectively in achieving mission-driven results.

    Thanks again, Ted!


  • #166175

    David B. Grinberg

    Interesting article in the Wall Street Journal on the impact of diversity training, particulalry on white male employees, at one company.

    According to the article:

    More than 60% of white males found that just a few days of training on diversity and inclusion can dramatically change how men view their role in improving their organization on those fronts.”

    “Other findings: After the program, work groups reported less workplace gossip, which can contribute to a hostile atmosphere. Participants were also observed to take a greater interest in learning about people with different perspectives and they felt more responsibility for fostering an inclusive work environment.”

  • #166173

    You’re so welcome, David! And let’s not forget to mention “advancement,” that oft-dropped part of the diversity equation, for the numbers across the government are poor, to put it professionally and politely. In my personal experience, that has been the toughest nut to crack.

    If a thorough and honest barrier analysis is conducted in this area, you are likely to find, in most, if not all agencies, that there is an almost-bulletproof glass ceiling for persons with disabilities, especially those with targeted disabilities at the GS-14 level and above. If you are a leader and coach in the workplace who is a reasonable person with an abiding sense of integrity and fair play, who learned anything in Risk Management 101, you would seek out and give special attention (to avoid successful claims of retaliation–and it’s the right thing to do) to those who earned their federal appointment through Schedule A, are working under a reasonable accommodation, and have prevailed in an EEO case against the agency. A strong trained leader and coach knows what to do, so I won’t go into all that. If not, consult your agency diversity officer. Whether they know it–or not–how the agencies leads and coaches persons with targeted disabilities is viewed with special interest by the EEOC. How that program is going (and please be honest about it) should be reflected in the agency’s annual MD-715 report. If you have no idea what I’m speaking of, again, see your diversity officer. If you get that dreaded blank stare with some glaze thrown in for effect, then in-box me. I would be happy to bring you up to speed at no extra charge. 😉

    As we lead and coach in training sessions and in our day-to-day operations around the agency, let’s ensure that we understand that the disabled employees of today are looking for the whole package in return for their absolutely dedicated services and loyalty to the agency–recruit, hire, train, engage, retain, accommodate (if necessary), award, and advance. They indeed know what is required to advance, and they will seek it out. Because of their unique life experiences, these are some very determined people–trust me on this–because I’m one of them. They have unique perspectives that should be valued by agency leadership. They know that they need higher complexity and higher responsibility work and that it’s all about, “What have you done for me lately?”

    Finally, they mostly likely will know how to seek out a mentor and ask for help, for they have probably been asking for help, as needed (not wanted, you need to understand the difference as a person with a disability sees the difference–if you don’t know, just ask) since their disability happened or was discovered. They know how to respond to the ever-changing needs of the agency. Studies have shown that disabled employees are some of the most loyal and hard-working out there when leaders and coaches in the workplace recognize, embrace, and apply their abilities and how they help the agency achieve its vital mission for the taxpayers of this great Nation, who rightly expect nothing less.

  • #166171

    You’re welcome, David! It is my hope today that I am adding some value to your anti-discrimination and communications project here. I sincerely appreciate your kind remarks. I wish my employer felt the same way. You pose questions that need to be asked and your knowledge in this area is truly exceptional, for a nonattorney. You are a wise man who knows when to turn the conversation over to an attorney or ask for an attorney to chime in on the thread. Some people I have met in my 28 years of federal service can’t do that, and they think they have to answer in full every question or legal comment out there. In the Army, we called these folks “barrack lawyers.” They can be very harmful; that can be very dangerous behavior. Your maturity is a sign of your professionalism and your experience. That you are a Terp doesn’t hurt your qualifications, either. 😉

    To add to what is above, I would agree that it is a business imperative, but I would also add, if I may, that it is indeed a moral imperative, too. The late Senator Robert F. Kennedy said, on April 5, 1968, in a speech to the Cleveland City Club, the day after the murder of Dr. Martin Luther King, Jr., “Too often we honor swagger and bluster and the wielders of force; too often we excuse those who are willing to build their own lives on the shattered dreams of others.” When a supervisor sides with the manager on a reasonable accommodation case just so he can get that expected promotion later in the year, then we excuse those who are willing to build their own lives (and careers) on the shattered dreams of others. Those kinds of situations demand that the issue go before a third party, like the EEOC. To see the full speech, please see

    When we remember and embrace the moral element of our Oath of Office, then I think we will lead others to approach their work with honor, open minds, and diversity, and society’s anti-discrimination project will be advanced, which, as leaders, we are all charged with the responsibility of advancing. Our Oath of Office does not just ask us to show up and do our jobs. If one has taken the oath, then one has agreed to, “well and faithfully discharge the duties of the office on which I am about to enter.”

  • #166169

    David B. Grinberg

    Thanks for additonal comments, Ted. As always, you have sage advice to offer. I completely agree with most of your points. Both public and private sector employers need to recognize that people with disabilities (PWD) and people with targeted disabilities (PWTD) represent a vast pool of untapped talent. Moreover, disability does not mean inability. Every individual deserves the freedom to compete and advance in the workplace on a fair and level playing field. First, I will address the private sector (which, for EEOC purposes, includes state and local governments):

    Regarding EEOC private sector enforcement and litigation on behalf of PWD and PWTD:

    In FY 2011, the EEOC obtained a record amount of $103 MILLION in monetary benefits for PWD (including PWTD) who were victims of disability discrimination by private sector employers. This is just the pre-litigation amount recovered through administrative enforcement.

    An additional $27 MILLION — another record amount — was recovered for victims through EEOC litigation against private sector companies under the landmark Americans with Disabilities Act (ADA). Thus, in sum, EEOC obtained $130 MILLION last fiscal year alone for PWD and PWTD through the agency’s enforcement and litigation programs.

  • #166167

    David B. Grinberg

    Ted, I also completely agree with your perspective about the lack of Federal employment for people with disabilities (PWD) and people with targeted disabilities (PWTD). Federal agencies government-wide have a long way to go regarding recruitment, hiring, training, retention, awards and advancement (as you put it) for PWD and PWTD. However, I would point out some of what is already being done to move the Federal bureaucracy in the right direction:

    1) EEOC’s LEAD Initiative:

    2) Federal Sector training, education and outreach:

    3) Management Directives and Federal Sector Guidance:

    4) Special Reports:

    Thanks again, Ted, for shedding more light on a critically important EEO issue for Feds. I hope my responses are helpful. I believe we are on the same page here.

  • #166165

    David B. Grinberg

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