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Prior Service Recruiting Pool for National Guard and Reserve Selected Reserve (SelRes) Enlisted Personnel
"In the active-duty military, racial/ethnic and gender diversity starts at recruitment. This also holds true for the National Guard and Reserve. As a part of a series of issue papers (IP) that examine demographic representation in the National Guard and Reserve, this issue paper looks at the racial/ethnic and gender composition of the prior service enlisted recruitment pool and of prior service enlisted accessions for the Selected Reserve (SelRes) across all National Guard and Reserve Components. Our research shows that nearly 36 percent of SelRes enlisted accessions had prior service experience, and the vast majority of these accessions affiliated with the SelRes in pay grades above E-4. Thus, a nontrivial portion of the SelRes enlisted recruiting pool comes from the military itself rather than from the civilian population. The results also show that the recruiting pool for the National Guard and Reserve was less diverse than that of the Active Component (AC) in terms of gender and race/ethnicity. Among those in the prior service pool, women and minorities were more likely than men and whites, respectively, to join the SelRes. This indicates that the net effect, including institutional and other factors that determine whether departing active-duty members join the SelRes, was positive for women and racial/ethnic minorities. Compared with the relevant age-eligible portion of the U.S. population, women were underrepresented among prior service accessions, but racial/ethnic minorities had near representational parity. And, compared with shares of current midlevel and senior enlisted personnel, all racial/ethnic minorities except blacks were overrepresented among accessions. Thus, DoD-wide, the pool of future midgrade enlisted personnel is likely to be more diverse than the midgrade and senior personnel from FY 2008."
United States. Military Leadership Diversity Commission
2011-02
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Military Leadership Diversity Commission Decision Paper #3: Retention
"In the military's closed personnel system, the demographic diversity of leadership depends largely on the relative career progression rates of members of each demographic group: If women and racial and ethnic minorities advance at lower rates than white men, they will not be represented in the top ranks. Career progression in the military has two components: rates of retention to each promotion window and rates of promotion to each pay grade. To explore the role that retention rates play in determining the demographic profiles of senior leadership, the Military Leadership Diversity Commission (MLDC) created a subcommittee tasked with determining whether there are racial, ethnic, and gender differences in retention rates, and, if so, why such differences exist. The goal of this decision paper is to provide an overview of the subcommittee's findings and to show how they support the Commission's final recommendations related to retention."
United States. Military Leadership Diversity Commission
2011-02
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Military Leadership Diversity Commission Decision Paper #2: Branching and Assignments
"In the military's closed personnel system, the racial, ethnic, and gender diversity of leadership depends on the racial, ethnic, and gender diversity of accessions and on the subsequent relative career progression rates of members of each demographic group. For a given level of diversity among accessions, if women and racial and ethnic minorities progress at lower rates than white men, they will be underrepresented in the top ranks. [...] This decision paper describes the work of the Branching and Assignments Subcommittee and provides the facts, assumptions, and opinions that helped the Commission develop its branching and assignment recommendations."
United States. Military Leadership Diversity Commission
2011-02
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Military Leadership Diversity Commission Decision Paper #1: Outreach and Recruiting
"Unlike most other organizations, the military operates as a closed personnel system; senior leaders are not brought in from the outside but are instead brought up through the lower ranks. As a result, the demographic composition of servicemembers at accession directly influences the demographic composition of future senior leaders. Therefore, a necessary first step toward improving the demographic diversity of senior leaders within the military is to attract and recruit a demographically diverse population of qualified candidates from which future leaders can be drawn."
United States. Military Leadership Diversity Commission
2011-02
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Military Leadership Diversity Commission Decision Paper #7: Implementation and Accountability
"Based on its tasking from Congress, the Military Leadership Diversity Commission (MLDC) pursued two paths. The first was aimed at increasing the representation of racial and ethnic minorities and women in U.S. military leadership. The second was based on a definition of diversity that included yet went beyond race, ethnicity, and gender to encompass 'differences,' broadly understood: 'Diversity is all the different characteristics and attributes of individuals that are consistent with core values, integral to overall readiness and mission accomplishment, and reflective of the nation we serve.' The definition is consistent with equal opportunity (EO) policies and practices yet acknowledges that individuals come to the military not only with different cultural backgrounds but also with different skills, experiences, and talents, many of which may be operationally relevant. With proper leadership, diversity can increase military agility and responsiveness. And, if policies resulting from the new definition are properly implemented and assessed, the new concept will help to further eliminate discrimination and guide the Department of Defense (DoD) along a path of inclusion. [...] The decision paper also describes the logic and research on which the recommendations are based. It does not replicate work contained in other decision papers but refers the reader to them where appropriate."
United States. Military Leadership Diversity Commission
2011-02
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Military Leadership Diversity Commission Decision Paper #8: Metrics
"Incorporating diversity management into the critical business practices of the military in order to optimize its mission readiness requires sustained strategic leadership by the Service Secretaries and Chiefs. Top leaders must transform the military through its vision and values, culture and climate, and structure and systems, as well as through its diversity strategy. To drive this level of strategic change, the Service Secretaries and Chiefs must continuously measure and assess the military's effectiveness using a set of well-crafted metrics. Further, the Service Secretaries and Chiefs should be held accountable to the President, to Congress, and to the American public whom they have sworn to protect and serve. The recommendations presented in this decision paper focus on establishing a set of strategic metrics that would support a sustainable diversity strategy led by the Office of the Secretary of Defense (OSD) and would allow the Services to continue with their own diversity work consistent with OSD goals."
United States. Military Leadership Diversity Commission
2011-02
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Military Leadership Diversity Commission Decision Paper #9: National Guard and Reserve
"This decision paper documents the work of the Military Leadership Diversity Commission (MLDC) National Guard and Reserve Subcommittee. It presents the research, facts, assumptions, and opinions that informed the Commission in devising those recommendations that are aimed at increasing racial, ethnic, and gender diversity in the Reserve Component and at improving the integration of Reserve Component personnel into the total force."
United States. Military Leadership Diversity Commission
2011-02
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Reserve Component Enlisted Continuation Rates by Gender and Race/Ethnicity
"The MLDC [Military Leadership Diversity Commission] charter directs the commission to 'Measure the ability of current activities to increase continuation rates for ethnic- and gender-specific members of the Armed Forces.' To help with this task, this issue paper (IP) looks at continuation rates for enlisted personnel in the Reserve Component (RC). The main goal is to identify continuation differences by gender and race/ethnicity. We identify three major patterns. First, continuation rates for women are consistently lower than the rates for their male counterparts. Second, continuation rates for Hispanics and for non- Hispanic Asians and Pacific Islanders (API) are higher than rates for non-Hispanic whites. In general, API continuation rates are the highest across all race/ethnicity categories. Third, continuation rates are consistently lower for non-Hispanic blacks and for those in the 'other' category, although less consistently. This IP also reports results by Service and, to help identify patterns across enlisted personnel careers, by years of service."
United States. Military Leadership Diversity Commission
2011-02
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Reserve Component Officer Continuation Rates by Gender and Race/Ethnicity
"The Military Leadership Diversity Commission (MLDC) was tasked by Congress with measuring the ability of current programs to increase the continuation rates of women and minorities in the armed forces. To help identify possible continuation issues in the Reserve Component (RC), this issue paper (IP) examines continuation rates in the Reserve and National Guard. The main findings in this IP are that continuation rates for female officers are lower than those of men and that continuation rates for minorities are higher than those for white officers. However, while in general these results are robust across the Services, there is wide variation across officer careers."
United States. Military Leadership Diversity Commission
2011-02
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Military Occupations and Implications for Racial/Ethnic and Gender Diversity: Officers in the National Guard and Reserve
"Across the National Guard and Reserve, the majority of flag/general officers tend to advance from occupations related to tactical operations, which are closely linked to the overall mission of each Service. Tactical occupations tend to have higher concentrations of non-Hispanic white officers and male officers than do other occupations. Recent research suggests that individuals' occupational preferences at the time of initial occupational assignment play a role in this dynamic, as do the Department of Defense (DoD) and Service-specific combat exclusion policies for women. However, the potential reasons why women and racial/ ethnic minorities do not choose tactical occupations are not fully understood. If the trend of women and minorities choosing nontactical occupations continues--along with the trend of senior leadership ranks being filled by officers from tactical occupations-- racial/ethnic and gender representation at the highest levels of the U.S. military will continue to be limited."
United States. Military Leadership Diversity Commission
2011-02
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Military Leadership Diversity Commission Decision Paper #5: Defining Diversity
"Many organizations in the United States assert a commitment to diversity, but 'diversity' means different things to different people. For some, diversity means differences with respect to an individual's race, ethnicity, and sometimes gender. In this view, individuals from groups who were traditionally excluded from the work place are 'diverse,' and the challenge is to treat them equally and fairly. For others, diversity encompasses both demographic and work-related differences, including occupational specialty, organizational membership, and length of service. In this view, the workgroup is 'diverse,' and the challenge is to leverage its differences to build capability. This decision paper puts forth the Commission's recommendations for defining and using the term 'diversity' and presents the supporting logic and empirical evidence on which the recommendations are based. The recommended definition of diversity informs all Commission policy recommendations on enhancing the demographic and other diversity of military leadership presented to the Department of Defense (DoD) and military branches."
United States. Military Leadership Diversity Commission
2011-02
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Military Leadership Diversity Commission Decision Paper #4: Promotion
"In the military's closed personnel system, the demographic diversity of leadership depends largely on the relative career progression rates of members of each demographic group. For a given level of demographic diversity of accessions, if women and racial or ethnic minorities progress at lower rates than white men, they will be under-represented in the top ranks. Furthermore, career progression in the military has two components: rates of retention to each promotion window and rates of promotion to each pay grade. To explore the role that promotion rates play in determining the demographic profiles of senior leadership, the Military Leadership Diversity Commission (MLDC) created a subcommittee tasked with examining the fairness of promotion opportunities for members of all demographic groups. The goal of this decision paper is to provide an overview of the subcommittee's findings and to show how they support the Commission's final recommendations for ensuring that all race, ethnicity, and gender groups have fair opportunities to be competitive for promotion.
United States. Military Leadership Diversity Commission
2011-02
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Military Leadership Diversity Commission Decision Paper #6: Diversity Leadership
"As a concept, 'diversity management' is an umbrella with many ribs. Based on its understanding that diversity management en compasses plans, policies, and practices, the Military Leadership Diversity Commission (MLDC) assigned its charter task on diversity management to two subcommittees: One subcommittee, Implementation and Accountability, addressed diversity management plans and policies; the other subcommittee, Diversity Leadership and Diversity Leadership Training , addressed diversity management practices. This decision paper documents the work of the latter subcommittee and puts forth the Commission's recommendations regarding effective leadership practices for diverse work groups, including the need for education and training to develop appropriate leadership competencies. It also describes the logic and research on which the recommendations are based. [...] This decision paper does not address the role that top leadership plays in influencing the success or failure of diversity- related policies and programs. This is a common understanding of the term diversity leadership, but it is addressed in the Implementation and Accountability decision paper. Nor does this decision paper make the case for the positive relationship between diversity and capability in the military, as that has been done elsewhere."
United States. Military Leadership Diversity Commission
2011-02
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From Representation to Inclusion: Diversity Leadership for the 21st-Century Military (Final Report)
"This report presents the findings and recommendations of the Military Leadership Diversity Commission (MLDC). Under the provisions of the National Defense Authorization Act of 2009, Section 596, and Public Law 110-417, Congress asked the Commission to 'conduct a comprehensive evaluation and assessment of policies that provide opportunities for the promotion and advancement of minority members of the Armed Forces, including minority members who are senior officers.' Congress charged the Commission to carry out 16 interrelated tasks. The nonpartisan, deliberative of military and civilian leaders researched, reflected on, and recommended improvements to diversity-related policies supportive of the missions and goals of the Department of Defense (DoD)."
United States. Military Leadership Diversity Commission
2011
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From Representation to Inclusion: Diversity Leadership for the 21st-Century Military (Executive Summary)
"The Commission's final report, summarized here, presents the findings and recommendations of the MLDC [Military Leadership Diversity Commission]. Under the provisions of the National Defense Authorization Act for Fiscal Year 2009, Section 596, Congress asked the Commission to 'conduct a comprehensive evaluation and assessment of policies that provide opportunities for the promotion and advancement of minority members of the Armed Forces, including minority members who are senior officers.' Congress changed the Commission to carry out 16 interrelated tasks. The nonpartisan, deliberative body of military and civilian leaders researched, reflected on, and recommended improvements to existing diversity-related policies and offered new initiatives designed to be supportive of the missions and goals of the Department of Defense (DoD).
United States. Military Leadership Diversity Commission
2011
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Prior Service Recruiting Pool for National Guard and Reserve Selected Reserve (SelRes) Officers
"In the active-duty military, diversity starts at recruitment. This is also holds true for the National Guard and Reserve. As a part of a series of issue papers that examine demographic representation in the National Guard and Reserve, this issue paper examines racial/ethnic and gender composition of the prior service officer recruitment pool and of prior service officer accessions for the Selected Reserve (SelRes) across National Guard and Reserve Components. Our research shows that the majority of SelRes accessions had prior service experience and affiliated with the SelRes in pay grades O-3 and O-4. This suggests that the main SelRes recruiting pool came from the military itself rather than from the public at large. The results also show that the recruiting pool for the National Guard and Reserve was less demographically diverse than that of the Active Component (AC). Among those in the prior service pool, women and minorities, with the exception of blacks, were as likely or more likely than men and whites, respectively, to join the SelRes. This indicates that the net effect, including institutional and other factors that determine whether departing active-duty members join the SelRes, was positive for women and most minority groups."
United States. Military Leadership Diversity Commission
2010-12
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Demographic Profile of the Officer, Enlisted, and Warrant Officer Populations of the National Guard: September 2008 Snapshot
"In this issue paper, we present a consistent demographic profile of the officer, enlisted, and warrant officer populations that form the two components of the National Guard: the Air National Guard and the Army National Guard. We divide the paper into three sections. The first examines the officer corps, separating the flag/general officers from officers in grades O-1 through O-6. In the second section, we consider the enlisted ranks, comparing those in ranks E-1 through E-6 with those in ranks E-7 through E-9. In the third section, we look at the warrant officer population, comparing it with the entire enlisted force. In all cases, data are displayed in charts and tables by gender and race/ethnicity categories, and they are reported as percentages and as raw counts to facilitate comparisons and illustrate differences in magnitude. Although the data presented here are in the form of 2008 snapshots, we also provide an appendix with yearly data starting in 2000."
United States. Military Leadership Diversity Commission
2010-12
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Overview of Civil Cases Challenging Equal Opportunity Guidance to Certain Military Promotion and Retirement Boards
"This paper reviews a set of civil lawsuits in which military members challenged the results of promotion and retirement boards, claiming that the boards' selection processes violated the equal protection of the laws guaranteed under the United States Constitution. Each of the cases was filed in a federal court and alleged that Secretary-level guidance directing the boards to consider the potential effects of individual and institutional discrimination for minority and women officers resulted in discrimination against white male officers. In each case, a primary question pertained to whether the guidance given to a particular board actually involved the use of a racial or gender (protected) classification, either on the face of the guidance or in the manner it in which it was applied by the board. For any case in which a court determined that the board process employed a racial or gender classification, heightened scrutiny was directed for assessing the propriety of the government's decision. Heightened scrutiny, as used here, refers to the strict scrutiny applied to the use of racial classifications and the intermediate scrutiny applied to the use of gender classifications. In a small subset of these cases, the courts also evaluated whether the government' s justifications for considering race and gender actually met the requirements of heightened judicial scrutiny."
United States. Military Leadership Diversity Commission
2010-11
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Demographic Profiles of the Officer, Enlisted, and Warrant Officer Populations of the Reserve Components: September 2008 Snapshot
"In this issue paper, we present consistent demographic profiles of the officer, enlisted, and warrant officer populations that form five of the Reserve components: the Air Force Reserve, the Army Reserve, the Coast Guard Reserve, the Marine Corps Reserve, and the Navy Reserve. We focus on Selective Reserve members who are not in the Active National Guard and Reserve. We divide the paper into three sections. The first examines the officer corps, separating the flag/general officers from officers in grades O-1 through O-6. In the second section, we consider the enlisted ranks, comparing those in ranks E-1 through E-6 with those in ranks E-7 through E-9. In the third section, we look at the warrant officer population, comparing it with the entire enlisted force. In all cases, data are displayed in charts and tables by gender and race/ethnicity categories, and they are reported as percentages and as raw counts to facilitate comparisons and illustrate differences in magnitude. Although the data presented here are in the form of 2008 snapshots, we also provide an appendix with yearly data starting in 2000."
United States. Military Leadership Diversity Commission
2010-11
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National Guard and Reserve Manpower
"In this issue paper, we examine reserve manpower, considering both the organization and size of the seven National Guard and Reserve Components. In terms of organization, manpower for these seven components is divided into three main categories: the Ready Reserve, which includes the Selected Reserve, the most important source of augments for active forces; the Standby Reserve; and the Retired Reserve. Each of these categories is further divided into several additional subcategories. In terms of size, reserve manpower constitutes an important portion of military end strength. When we present the Selected Reserve as a percentage of Selective Reserve and active-duty manpower, reservists account for 37.2 percent; when all categories of the reserve force are considered (that is, Ready Reserve, Standby Reserve, and Retired Reserve) in comparison to the active force, that percentage jumps to 47.4 percent of the total."
United States. Military Leadership Diversity Commission
2010-11
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Racial/Ethnic and Gender Differences in Attitudinal Measures of Retention Intentions Among National Guard and Reserve Servicemembers [Version 2]
"Paralleling issue papers (IPs) on retention intentions among enlisted and officers in the active-duty component, this IP examines racial/ethnic and gender differences in retention intentions and in satisfaction with the military way of life among members of the Reserve Components of the U.S. military. Retention intentions and satisfaction with military life matter because they may indicate both potential future retention problems and underlying problems with morale and perceptions of climate. Particularly important for the MLDC [Military Leadership Diversity Commission] is whether minority members of the National Guard and the Reserve express either a desire to leave the military or low levels of satisfaction in greater proportions than their majority peers. The results of this analysis suggest that, across components, women and racial/ethnic minorities in the National Guard and the Reserve components are as likely as their white male counterparts to be satisfied with the military way of life and to report positive intentions to remain in the military. Thus, there is no indication that future retention will differ in a way that will keep women and minorities from reaching the top ranks."
United States. Military Leadership Diversity Commission
2010-11
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Knowledge and Perceptions of Promotion Within the Services [Version 3]
"Underlying some of the MLDC [Military Leadership Diversity Commission] charter tasks is concern about the fairness of the Services' promotion systems in terms of gender and race/ethnicity. Fairness of promotion systems can relate to a host of factors, including a lack of bias in performance reviews and the provision of adequate information about how the promotion system works. After presenting information on some of the common ways in which the Services try to educate servicemembers about promotion, this issue paper presents findings on servicemembers' knowledge about and perceptions of promotion within their Service. Survey results indicate that there are no large or important racial/ethnic or gender differences in servicemembers' self-reported knowledge about how their Service's promotion system works, perceptions regarding the fairness of their performance evaluations, or their satisfaction with opportunities for advancement in their Service."
United States. Military Leadership Diversity Commission
2010-11
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Active-Duty Officer Promotion and Command Selection Processes: Considerations for Race/Ethnicity and Gender [Version 3]
"Two MLDC [Military Leadership Diversity Commission] charter tasks directed the commissioners to evaluate whether the officer promotion and command selection systems provide fair opportunities to both men and women and members of all race/ethnicity groups. Using Service briefings and other information provided to the MLDC, this Issue Paper (IP) describes key features of the promotion and command selection processes and discusses how they may accentuate or mitigate the potential for bias in the selection of officers for promotion or command. Overall, the promotion and command selection board processes include a number of features that attempt to impart fairness and to mitigate the impact of bias on the part of an individual board member. For example, selections are made not by a single individual but by multi-member boards that are, to the extent possible, demographically representative of the pool of candidates. Furthermore, the guidance to these boards-- which can be in the form of precepts, instructions, or actual laws--requires that selections be made based on the needs of the Services and the best and fully qualified criterion, without regard to race, ethnicity or gender. No matter how carefully designed, however, the board processes cannot address the impact of unfairness that occurs before they begin. Specifically, the competitiveness of an officer's record depends on his or her career and assignment history and on supervisors' assessments of his or her performance in each position."
United States. Military Leadership Diversity Commission
2010-11
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Women in Combat: Legislation and Policy, Perceptions, and the Current Operational Environment
"Restrictions on the roles of women in combat have a long history in the U.S. military. However, opportunities for women to serve in combat roles have increased over time, reaching a critical juncture with the recent operations in Iraq and Afghanistan. In light of female servicemembers' success in these recent operations, the application of DoD and Service assignment polices for women -- often referred to as 'combat exclusion' policies -- have received increased interest by Congress and other groups. This issue paper (IP) provides some historical background of the current DoD and Army assignment policies for women and discusses the confusion about their meaning and application, and identifies some of their possible impacts on women's career opportunities, mission-readiness factors like unit cohesion, and women's abilities to physically and mentally perform in combat roles. Regarding the latter, the research evidence has not shown that women lack the physical ability to perform in combat roles or that gender integration has a negative effect on unit cohesion or other readiness factors. Research has also not revealed that women are necessarily more likely than men to develop mental health problems from combat exposure. However, some research suggests that the assignment policies contribute to women's reduced career opportunities, particularly in the officer corps and more so in the Army and Marine Corps."
United States. Military Leadership Diversity Commission
2010-11
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Recent Enlisted Promotion Rates by Race, Ethnicity, and Gender
"The MLDC [Military Leadership Diversity Commission] has been tasked with assessing promotion opportunities by race, ethnicity, and gender. To that end, this issue paper presents recent raw promotion rates to the grades of E-7, E-8, and E-9 for female and minority personnel in the Navy, the Air Force, the Army, and the Marine Corps. Comparing minority rates with average rates for each Service and each pay grade, the data show the following instances of minority groups having substantially below-average rates: black marines at all grades, female marines at promotion to E-9, and 'other' airman at promotion to E-9. Because the promotion data presented here do not control for factors other than race/ethnicity or gender, these large differences call for further investigation rather than an immediate policy response."
United States. Military Leadership Diversity Commission
2010-06
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Religious Diversity in the U.S. Military [Version 2]
"American youth are more religiously diverse than their elders in terms of both nontraditional religions and nonbelieving, and religious diversity in the U.S military reflects the youthful composition of the forces. This issue paper (1) examines the variety of religious identifications reported by servicemembers by two different sources of data and (2) compares the diversity of religion found in the military with that found in the U.S. civilian population. It also considers the interaction between religious diversity and other demographic attributes of concern to the MLDC [Military Leadership Diversity Commission] and reflects on policy regarding accommodation of religious requests."
United States. Military Leadership Diversity Commission
2010-06
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Department of Defense Directive 1020.02: A Foundation for Effective, Accountable Diversity Management?
"The MLDC [Military Leadership Diversity Commission] was tasked with assessing the abilities of DoD and the Services to ensure 'effective and accountable' diversity management. On February 5, 2009, DoD issued DoD Directive (DoDD) 1020.02, its primary policy statement about diversity and diversity management. This issue paper describes DoDD 1020.02 and considers the extent to which it establishes a foundation for effective and accountable diversity management. Based on an analysis of the diversity- and diversity management-related sections of the directive, we conclude that it is a good first step because it effectively distinguishes diversity and diversity management from military equal opportunity (MEO) and civilian equal employment opportunity (EEO) by tying the definitions of diversity and diversity management and the diversity management program goals to improved readiness and capability, not to fairness and the prevention of illegal discrimination. We also note, however, that the directive's internal tensions may undermine the establishment of diversity management as a separate effort. In particular, the purpose statement of the directive ties diversity management to the prevention of unlawful discrimination, but the overarching policy statement ties MEO and EEO to capability enhancement. The directive also provides only a little information on implementation specifics. This is where the MLDC may make its most valuable contribution by providing informed recommendations for how to put diversity management into practice. An important area on which to focus is measuring outcomes because the ability to tie diversity management to the stated goal of enhanced mission readiness may be the ultimate determinant of the success and credibility of the DoD diversity management program."
United States. Military Leadership Diversity Commission
2010-06
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Demographic Diversity Management Policies, Practices, and Metrics Used in Private Sector Organizations: Individual Leader Initiatives and Internal Company Initiatives
"This is the second of two issue papers (IPs) that describe the programs, policies, and practices used by private-sector organizations to manage diversity and the metrics used to gauge their effectiveness. This IP adopts an internal focus, examining corporate efforts falling within organizations, such as various initiatives adopted by individual leaders and companies. To manage diversity, managers and executives may act as diversity champions and develop strategies for selecting and retaining diverse groups. Also described are practices undertaken by organizations, such as holding leaders accountable for diversity, developing a diversity-friendly corporate culture, providing diversity training, developing the talents of all employees, promoting employee involvement, and working to retain demographically diverse talent. A variety of metrics are used to assess the effectiveness of these initiatives. These include objective measures (e.g., retention rates of minorities) and subjective measures related in rating scales (e.g., those that measure organizational commitment). Survey findings reveal that 47--59 percent of the American workforce believes these practices to be very important or extremely important."
United States. Military Leadership Diversity Commission
2010-06
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Demographic Diversity Management Policies, Practices, and Metrics Used in Private Sector Organizations: External Initiatives
"This is the first of two issue papers (IPs) that describe the policies, programs, and practices used by private-sector organizations to manage diversity and the metrics used to gauge their effectiveness. This IP identifies and describes a subset of such activities that are externally oriented (i.e., directed outside the organization). Among these are efforts to recruit demographically diverse talent, increase the demographic diversity of suppliers, and improve the well-being of members of minority communities through outreach and community involvement. A variety of metrics are used to assess the effectiveness of these initiatives. These include objective measures (e.g., percentages of minorities hired) and subjective measures relayed in rating scales (e.g., those that measure organizational reputation). Survey findings reveal that 49--63 percent of the American workforce believes these practices to be very important or extremely important."
United States. Military Leadership Diversity Commission
2010-06
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Recent Officer Promotion Rates by Race, Ethnicity, and Gender
"The MLDC [Military Leadership Diversity Commission] has been tasked with assessing promotion opportunities by race, ethnicity, and gender. To that end, in this issue paper, we present statistics that describe the promotion rates of female and minority officers. Recent data show that black, Hispanic, and other minority line officers had lower-than- average promotion rates to O-4 and O-5 in several Services. Female officers in the Navy, the Army, and the Coast Guard also had lower than-average-promotion rates to these grades. Several of the differences are large enough to merit further investigation. In addition, the differences in recent promotion rates between minority and majority officers were not very different from differences in promotion rates between minority and majority officers ten or more years ago."
United States. Military Leadership Diversity Commission
2010-06
