Navy Seeks Diverse Talent Across Nation; Aims to Retain Brightest By Lt. Karen E. Eifert Chief of Naval Personnel - Diversity Directorate
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The Navy’s Strategic Diversity Working Group (SDWG) recently held its third biannual conference to discuss an aggressive plan to meet challenges facing the Navy in assessing, retaining and developing Sailors from diverse backgrounds.
said. “We know we need to build an influencer base with teachers, parents, government officials, business leaders and Navy-friendly groups, and that’s what we’re doing. In return, we believe they will help us by referring applicants our way.”
“Working together as a group to pursue diversity across the total force is much more effective than individual enterprises or communities pursuing their own initiatives,” said Captain Ken Barrett, head of the diversity directorate and host of the conference. “I’m pleased at the progress we’ve made, and this conference multiplies our effectiveness.”
Involvement in community and educational outreach events helps promote Navy retention, recruiting and awareness.
Meeting presenters and discussion offered fresh thinking and alternative perspectives with respect to how to further Navy diversity and reach a sustainable force structure. The working group detailed a plan to more aggressively promote awareness about the Navy in communities throughout the nation to create earlier positive awareness. “We’re actively moving from episodic to sustained engagement,” Barrett
Also discussed was the Navy’s current demographics and how these numbers affect recruiting efforts since 55 percent of the Navy is from Generation X members, and 43 percent are Millennials. Only 2 percent of the Navy is made up of Baby Boomers. Barrett acknowledged generational differences during the conference, and stated that the number-one priority of Millennials continues to be the desire to maintain a balance between personal and professional lives. “N1 and Navy’s Task Force Life/Work have listened and continue to listen to what our Sailors are saying is important to them. Supporting healthy Navy families with Life/Work incentives continues to be a top Navy priority,” he said.
the Surface Navy must leverage a mentoring culture to groom our future leaders by guiding them into appropriate education programs and challenging career assignments to develop the executive skills required for the future.
How is the Navy increasing the participation of talented diverse officers and senior enlisted personnel in high-visibility billets and executive ranks? Developing the future flag-pool must begin today with new accession Ensigns. Commanders must take the time to identify and prepare these future leaders with the right skill sets as they progress up the “career ladder.” Offering key billets to an officer provides unique insight into executive decision-making. Nominating the best and most qualified personnel to serve these key career development billets is critical to the success of these programs. Examples of these key billets include advanced/joint education opportunities, nominative billets such as Chiefs of Staff, Executive Assistants, Flag Secretaries/Lieutenants, and key OPNAV/JCS/COCOM/Fleet/TYCOM billets.
Alongside incentives and benefits, the presenters stressed that, while recruiting is important to a diverse force, an equally important part is mentorship. Participants commented on the rising popularity of affinity groups like the National Naval Officers Association, the Association of Naval Services Officers and other sea service leadership associations that offer mentorship and professional development opportunities. They expressed the need to support and expand mentoring opportunities across the Navy. At the conference conclusion, general agreement existed among enterprise communities, recruiting and outreach coordinators on efforts designed to showcase the Navy and emphasize the role it plays in defending the nation. “The (Chief of Naval Operations) has challenged us all to lead diversity initiatives through leadership, mentorship, service and example. This working group has aligned all our Navy efforts to do just that,” said Barrett.
EMPLOYEE INCLUSIVENESS How does the Navy bring women officers into the fabric of the organization? What programs are in place or on the drawing board to help them advance? Retention of female Surface Warfare Officers is critical to the health of the SWO community. Today, females make up 15.6% of the Navy’s Surface Force. However, women make up approximately 54% of all college students. This percentage is expected to grow steadily in the coming years. The Surface community must implement effective programs that retain this valuable segment of our workforce if we are to succeed in the future. Retention starts with command programs that foster a work environment where every Sailor’s contribution is welcomed. These commands must understand the unique role women play in our society, and adapt the work processes to allow this population of Americans to serve the Navy. Task Force Life/ Work Balance (TFLW) is addressing some of these issues, but Commands must lead this effort. PDJ
Prof iles in Div er s it y Jou r na l
March/April 2009
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