1.4: Work Force Development and Diversity

Develop and effectively manage a diverse analytic work force

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If we are to retain our capability to provide our customers with a decisive information advantage, we must, according to the DCI, “learn to recognize diversity as the valuable asset that it is.” The corporate world has already determined that diversity means profits, and we can also realize intellectual dividends if we know how to get the most out of a diverse work force. This means not only intensively recruiting women, minorities, and the disabled, but also ensuring that we have policies, practices, and procedures in place to ensure that all employees achieve their full potential. We cannot afford to waste the talent of even one employee—much less entire groups of analysts. Our training, career development, and staffing strategies must be optimized to ensure that we use the talents of all members of the work force to their fullest extent. Managers and leaders must be held accountable for the growth, development, and progression of all analysts. We must ensure that analysts with different views and perspectives are full players in the analytic process at all levels. Implementing Actions: • ADCI/AP sponsor a review conducted by outside experts to determine causes of under-representation. • Develop specific strategies to address causes and barriers and establish accountability for fixing them. • Establish goals and define measures of success. • ADCI/AP conduct an annual review to monitor progress on: representation, training, education, compensation, assignments, promotions, etc.

Indicator(s):

Indicator:1

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