All managers and supervisors are required to demonstrate the ability to lead a diverse workforce and create a culture that maximizes every employee's contributions.  Leadership accountability should ensure that all work place conduct supports a diverse work environment.

 The DOT Diversity Action Plan, Sharing the Challenge was approved by Secretary Mineta as a supplement to strengthen the DOT Diversity Order and clarify expectations for senior executives, mid-level managers, first-line supervisors and employees. The Action Plan

sets a corporate standard for leadership accountability on diversity management and provides guidance for the required diversity management plans for all the Operating Administrations (OAs) and Departmental offices at the Department. You can access the Action Plan at http://dothr.ost.dot.gov/Diversity_Action_Plan.pdf.

 Improving diversity management at DOT will ensure a work environment where every employee's unique talents and perspectives are valued and used to further DOT's mission.  At DOT, managing diversity effectively is a strategic business choice because we simply cannot meet the challenges before us if we overlook or underutilize any population group.  Supervisors and managers in particular have a critical role to play as we develop and implement the strategies to promote and leverage diversity in our day-to-day business decisions.  This Action Planis intended to clarify the steps each OA and Departmental offices will take to identify measurable goals and objectives and ensure leadership accountability for effective diversity management.

• Managers & Supervisors Role in Diversity Management
• Implementing Diversity Initiatives
• Diversity Recruiting Tool

MANAGERS AND SUPERVISORS ROLE IN DIVERSITY MANAGEMENT

Managing diversity effectively requires consistent organizational strategies on transformation or change management.  As with any other initiative in organizational development, the ultimate responsibility for implementation lies with the management team. Below are three levels of management responsible for diversity.

Executive Responsibilities

• Incorporate the business case for diversity when implementing all your modal programs.
• Frequently and consistently, outline the desired organizational outcomes and benefits for managing diversity.
• Establish a message for your OA that demonstrates, recognizes and supports a diverse work environment.
• Promote a long-range perspective that supports diversity.
• As an executive, participate in learning and development programs for managing a diverse workforce.

Supervisory Responsibilities

• Provide leadership when problems arise by developing consensus on all required tasks and projects that you delegate. 
• Assess and evaluate the task or project to ensure the appropriate resources are available for a positive outcome.
• Reward change agents who create successes as well as those who take risks and learn from their mistakes.

Administrative Responsibilities

• Identify and ensure that appropriate resources are allocated to implement diversity management in all your modal projects.
• Identify external or internal resources that can support the organizational change process that arises from a diverse workforce.
• Establish or expand on existing inter-agency networks.
• Identify and support multiple change agents on diversity at all levels of the organization.

IMPLEMENTING DIVERSITY INITIATIVES

Managing diversity is a comprehensive managerial process that supports an inclusive work environment for everyone.  Consider the following organizational initiatives that can assist you when implementing diversity management efforts.

1.      Inclusive Work Environment.  An inclusive work environment includes, but is not limited to recruitment, hiring, retention, promotion patterns, subscription to professional journals, and interior design such as photographs on the walls that depicts your diverse stakeholders, customers and employees. In addition, a manager should consider the every day language and attitudes that are allowed in the workplace that describes women, minorities or People with Disabilities.

2.      Valuing Diversity through Learning and Development.  Valuing diversity should be a consistent part of every employee, supervisor/manager and senior executive's ongoing professional development.  Valuing diversity should be a staff development initiative, used as a change agent that assists individuals understand and shift their feelings and attitudes around differences.

·       Skill Development for Managing Diversity.  Any organizational strategy that is implemented for managing diversity requires skill building techniques. Effectively implementing any task or program with diversity in mind requires the ability to work with complexity, multiple dimensions such as human resources, internal and external programs, or various levels of management. A manager's ability to manage diversity effectively offers consensus building, develops conflict resolution skills and promotes intercultural communication skills.

DIVERSITY RECRUITING TOOL

 Four recruiting principles that emphasize the benefits of working at DOT for such targeted groups as women, People with Disabilities, and minorities:

• Awareness - Make women, People with Disabilities and minorities aware of the different opportunities in your OAs. Advertise in media such as magazines and newspapers for targeted applicants. Provide mechanisms that allow your OA to maintain open communications with targeted groups.
• Interest - Raise the awareness of targeted groups by outlining the services that a given community can benefit from the mission of your OA. In your mission statement, identify the various communities that your OA offers services to and consistently address the needs and concerns of those communities in every program development.
• Desire - Stimulate a desire for targeted groups to work for your OA by focusing on the skills, rewards and benefits of working as a public servant. Emphasize the federal government's mission to serve the community at large.
• Action - Help a targeted applicant take action and get to your OA by offering an applicant-friendly process. Establish a system for your OA to follow through when collecting employment applications at such events as a special emphasis conference or meeting.