Workforce diversity and inclusion is also the responsibility of the line and function leaders (executives, managers and supervisors) and employees (Diversity & Inclusion, 2012). Promoting a culture of diversity and inclusion through continual learning will be the main effort towards achieving a culture change. The Department of Energy has a goal to recruit and hire from a diverse, qualified group of potential applicants to secure a high-performing workforce drawn from all segments of American society. One way the Department of Energy plans to achieve this is to proactively identify and eliminate barriers in recruitment and selection practices that tend to limit opportunities for groups or individuals for reasons unrelated to merit. Another goal of the Department of Energy is to use strategic hiring initiatives for people with disabilities and for veterans, conduct barrier analysis, and support special emphasis programs, to promote diversity within the workforce. To do this, the Department of Energy will need to promote and market student internship and fellowship programs to diverse groups, organizations and universities in order to attract candidates from all segments of society (Mission, n.d.). The Department of Energy also has a goal to use ongoing dialogue and feedback to understand employee satisfaction and commitment to diversity and inclusion. The leaders of the department hold “town halls” at various locations in the Department of Energy complex to address employee satisfaction with workplace policies and practices, work environment, and
AGENCY’S LAW AND ETHICS OF HIRING A DIVERSE WORKFORCE, PART 3 5 effectiveness of diversity and inclusion initiatives. The Department of Energy also wants to cultivate a supportive, welcoming, inclusive and equitable work environment. They also involve managers and employees as participants and responsible agents of diversity, mutual respect and inclusion (Mission, n.d.). Finally, the Department of Energy promotes diversity, inclusion and equity in leadership development programs. These leadership programs are regularly reviewed to determine if the programs are marketed to all segments of the workforce and develop strategies to eliminate barriers to participation where they exist. Existing training on mentoring and coaching is also reviewed to ensure the materials include mentoring and coaching a diverse workforce (Diversity & Inclusion, 2012).
You've reached the end of your free preview.
Want to read all 7 pages?