Two recent policy documents lay out a new vision for diversity in the U.S. Department of Defense (DoD): the Military Leadership Diversity Commission's From Representation to Inclusion: Diversity Leadership for the 21st-Century Military and the Department of Defense Diversity and Inclusion Strategic Plan, 2012-2017. These documents define the mission, set goals for diversity, and provide a general strategic framework for achieving these goals. The purpose of this report is to provide a framework to support DoD in the implementation of its strategic plan and to ensure that the resources devoted to these efforts are targeted for long-term success. The framework emphasizes the creation of an enduring accountability system; categorizes the strategic initiatives specified in DoD's strategic plan along three key dimensions -- compliance, communication, and coordination ("the three Cs"); and prioritizes them across time -- short, medium, and long term. The framework can help all DoD components work toward the vision described in the strategic plan in a deliberate, synchronized effort by complying with current laws, regulations, and directives; communicating effectively to internal as well as external stakeholders; and coordinating efforts to ensure continuing change.

This edited book examines the management of diversity and inclusion in the military. Owing to the rise of asymmetric warfare, a shift in demographics and labor shortfalls, the US Department of Defense (DoD) has prioritized diversity and inclusion in its workforce management philosophy. In pursuing this objective, it must ensure the attractiveness of a military career by providing an inclusive environment for all personnel (active and reserve military, civilian, and contractors) to reach their potential and maximize their contributions to the organization. Research and practice alike provide substantial evidence of the benefits associated with diversity and inclusion in the workplace. Diversity and inclusion programs are more strategic in focus than equal opportunity programs and strive to capitalize on the strengths of the workforce, while minimizing the weaknesses that inhibit optimal organizational performance. This new book provides vital clarification on these distinct concepts, in addition to offering concrete best practices for the successful management of diversity and inclusion in the workplace. Written by scholars and practitioners, each chapter addresses major areas, raises crucial issues, and comments on future trends concerning diversity and inclusion in the workplace. The book will be of great interest to students of military studies, war and conflict studies, business management/HRM, psychology and politics in general, as well as to military professionals and leaders.

This study identifies the knowledge, skills, abilities, and other personal characteristics needed in individuals who will be responsible for implementing strategic diversity plans in the Department of Defense (DoD). The authors interviewed more than 60 diversity leaders in industry, the public sector (including DoD), and academia and reviewed relevant scientific literature, education programs, and advertised job requirements.

In 2010, Attitudes Aren't Free: Thinking Deeply About Diversity in the US Armed Forces was published. In 2017, it was placed on the Air Force Chief of Staff's Reading List. Now, more than a decade later, with tens of thousands of copies in circulation across government, industry and academia, it has become celebrated as a model for engaging in critical discussions on social policy topics that span the spectrum of perspectives on religious expression, race, gender and sexuality with contributions from the brightest voices within the US. Since publication, the long-standing debates have continued on the proper role of religious expression within military units. We have seen increasing levels of racial and gender diversity in the senior leadership ranks. "Don't Ask, Don't Tell" was repealed by Congress. Transgender military members have since been allowed to serve openly. Today, we continue to engage the traditional ongoing dialogues but with a new focus on the #MeToo and #BlackLivesMatter movements within society that have ultimately resulted in the transition of power between the 45th and 46th Presidents of the United States. Tomorrow's leaders must not only understand the changing landscape of societal attitudes of the citizens in which they serve, the mandates of our elected leaders that will serve as the Commander-in-Chief of the US Armed Services, but also to best prepare to lead the men and women of the armed services in the most effective manner possible. Volume I of tAtitudes Aren't Free: Thinking Deeply About Diversity in the Armed Forces (2010) offered a framework for improving social policy in the areas of religious expression, sexuality, race and gender by showcasing the complexity through the use of opposing perspectives. Volume II reflects on the progress made over the decade since, but instead of laying the groundwork of a plurality of perspective as in Volume I, Volume II relies on the realities of the national, institutional and personal levels using service members' lived experiences to develop a more robust understanding of life in the military for individuals from increasingly more diverse backgrounds. Ultimately, though reflective dialogue, Volume II seeks to explore and contrast the current social policies of the US Armed Services with the rhetoric that military institutions continue to espouse around the same topical areas addressed in the first volume. This is a Call to Action.

Reviews the Los Angeles Fire Department’s hiring practices as of June 2014 and outlines a recommended new firefighter hiring process that is intended to increase efficiency of the hiring process, bolster the evidence supporting the validity of it, and make it more transparent and inclusive.