My topic is Value Creation & Impact Only need to be a quick 300-500 words Purpose This Unit 5 Team Assignment aims to develop a DEI plan for a large organization (several hundred employees o

Section 1 – Intro & Organizational Context - Kaya

Diversity, equity, and inclusion (DEI) are three related but distinct organizational goals. Diversity denotes the presence of varied identities and perspectives in a workforce. This includes demographic characteristics such as race, gender, age, and disability. It also includes cognitive differences such as education, experience, and problem-solving style (Roberson, 2006). Equity means that systems and policies enable fair access to resources, assignments, and advancement. Equity focuses on removing structural barriers and designing processes that produce comparable outcomes for diverse groups. Inclusion refers to the day-to-day practices and climates that make people feel they belong and can contribute uniquely. Inclusion combines belongingness with recognition of distinct contributions (Shore et al., 2011).

Together, DEI is not merely a headcount exercise; it links representation to organizational processes when implemented effectively. That requires targeted practices such as equitable hiring and promotion protocols, bias-aware performance reviews, mentorship and sponsorship programs, and continuous data collection on outcomes. DEI also demands leadership commitment, integration into mission goals, and measurement frameworks that track both procedural change and behavioral outcomes. Training alone is insufficient. Recent systematic reviews find that short, one-off trainings rarely change behavior. Sustained effects come from multi-component interventions that alter incentives, workflows, and accountability systems (Wang et al., 2024). In short, DEI is a set of deliberate organizational choices that combine structural reform, managerial practices, and cultural change to convert diverse representation into real influence and improved performance. Unit 5 Team Assignment: Developing a DEI Plan

The Department of War (DoW) operates in the national security and defense industry. It is the largest U.S. federal agency by budget and personnel. The DoW comprises uniformed services, a civilian workforce, and contractor support across global combatant commands and supporting agencies. Its population includes more than one million active-duty service members and several hundred thousand civilian employees and contractors, creating a wide mix of ranks, occupational specialties, gender, race, and cultural backgrounds (Office of the Under Secretary of Defense for Personnel and Readiness, n.d.; Department of Defense, 2023). This scale creates both opportunity and complexity for DEI policy.

DEI is strategically important to the DoW for three clear reasons. First, cognitive diversity enhances operational effectiveness. Diverse teams surface blind spots, adapt faster and generate more creative solutions in complex missions (Wang, 2024). Second, equity supports talent readiness and retention. Systemic barriers to recruitment or promotion undermine force readiness and increase turnover costs (GAO, 2023). Third, inclusion and representative demographics support legitimacy and civil confidence in the military. A force that reflects the nation it defends strengthens civil-military relations and democratic oversight (Congressional Research Service, 2024).

Section 2 – Gaps & Impact Rebekah

DEI Gaps & Organizational Impact Despite these strategic imperatives, the Department of Defense (DoD) continues to confront significant gaps in diversity, equity, and inclusion (DEI) that undermine its institutional Unit 5 Team Assignment: Developing a DEI Plan

strengths. Representation provides an initial point of analysis. On the surface, aggregate figures appear promising, with active-duty forces reflecting greater diversity than in previous decades and drawing from a wide cross-section of American society. However, a closer examination reveals persistent disparities. As of late 2023, women only made up approximately 17.5% of active-duty personnel—a modest increase over time, yet one that remains markedly underrepresented in senior leadership positions (Office of the Under Secretary of Defense for Personnel and Readiness, n.d.). In a - somewhat surprising - policy development this year, the White House issued an executive action aimed at curtailing certain DEI initiatives across government agencies (Trump, 2025).

Hiring and promotion processes further exacerbate these issues through implicit biases that perpetuate the status quo. Recruitment channels and selection boards frequently rely on subjective evaluations of "cultural fit" or physical standards that may not fully correspond to contemporary operational requirements. Reports from the U.S. Government Accountability Office (GAO) in 2023 indicate that such practices contribute to diminished promotion rates among underrepresented groups, thereby reinforcing a cycle in which diversity diminishes at higher echelons (U.S. Government Accountability Office, 2023). Although mentorship initiatives are in place, their implementation varies considerably; women and racial/ethnic minorities often lack access to influential sponsors who facilitate advancement to critical roles (GAO, 2023).

Challenges related to inclusion manifest more acutely in daily operations. Routine workplace experiences within the DoD frequently fall short of fostering a supportive climate. Annual climate surveys reveal elevated incidences of sexual harassment, racial discrimination, and bullying, which alienate service members and diminish their sense of belonging (Daniel et Unit 5 Team Assignment: Developing a DEI Plan

al., 2023). Persistent racial and ethnic harassment not only erodes interpersonal trust but also compromises unit cohesion and operational readiness.

The consequences of these deficiencies extend across organizational dimensions. Morale suffers initially, as perceptions of inequity lead to disengagement and higher attrition rates. Climate assessments consistently document reduced job satisfaction among impacted demographics, fostering widespread disillusionment (Daniel et al., 2023). Retention challenges ensue, prompting individuals to exit an environment perceived as unfavorable; the DoD incurs substantial annual costs—amounting to billions—for recruiting and training replacements to offset losses of capable personnel who might otherwise have remained (Congressional Research Service, 2024). Innovation is similarly constrained, as homogenous groups tend to reiterate familiar approaches, foregoing the novel insights that diverse perspectives offer in domains such as cybersecurity and counterinsurgency operations.

From a broader standpoint, these shortcomings damage the DoD's public image. In a pluralistic society, a military that fails to reflect its populace risks losing legitimacy. Recruitment efforts are hampered, particularly among younger cohorts who value inclusivity; surveys indicate declining interest from women and minorities amid prominent accounts of workplace misconduct. This strains civil-military relations and complicates efforts to sustain congressional and public backing for defense objectives. Ultimately, DEI deficiencies represent not merely administrative concerns but strategic vulnerabilities requiring comprehensive, immediate interventions to preserve the DoD's effectiveness and unity (Department of Defense, 2023; Roberson, 2006; Shore et al., 2011; Wang, 2024).

Section 3 - DEI Goals & Strategic Recommendations - Pat Unit 5 Team Assignment: Developing a DEI Plan

Building upon the DEI gaps previously identified, several strategic initiatives can help the DoW strengthen representation, foster inclusion, and institutionalize equity across all levels of the organization. These initiatives translate the DoW’s DEI gaps into actionable goals that can be implemented through coordinated efforts.

Goal 1: Strengthen Representation and Leadership Diversity

Persistent underrepresentation of women and minorities in senior leadership positions requires a multifaceted approach. The DoW should establish standardized mentorship and sponsorship programs implemented across all service branches to ensure consistent access to career development and advancement opportunities. Research indicates structured mentorship and sponsorship programs improve retention and promotion rates among underrepresented groups by providing guidance, advocacy, and visibility in leadership pipelines (Hill et al., 2022). An example of this practice is the Military Health System (MHS) Council for Female Physician Recruitment and Retention (CFPR&R) which was formed in response to the lower rates of military women physicians in senior roles compared to their male counterparts (Nakamura & Nguyen, 2019). Expanding similar initiatives across the DoW would help ensure that diverse talent is both developed and retained. To complement these efforts in diversifying leadership positions, the DoW should conduct a comprehensive audit of promotion boards and selection criteria to identify and mitigate sources of implicit bias, particularly regarding “cultural fit” or physical standards. As Driscoll (2019) notes in the U.S. Marine Corps, both written performance evaluations and officer promotion boards can be influenced by subjective bias, limiting equitable advancement. The U.S. Air Force Officer Qualifying Test (AFOQT) has also been suggested to be biased and a barrier to officer diversity since a clear group difference was noted in a 2010 report showed a higher proportion of women, black, and Hispanic candidates were rejected for Unit 5 Team Assignment: Developing a DEI Plan

officer selection (Yeung & Lim, 2021). Auditing promotion and evaluation criteria to increase transparency and objectivity would help ensure promotions reflect merit and performance rather than perception.

Goal 2: Foster a Culture of Inclusion and Psychological Safety

Climate surveys reveal ongoing occurrences of sexual harassment, racial discrimination, and bullying, all which erode morale and discourage open communication. To address these challenges, the DoW should require annual training for both military and civilians, focusing on inclusive leadership, cultural competency, and harassment prevention. Implementation of such training would promote awareness, accountability, and respect across the DoW.

In addition, the establishment of local inclusion committees can create mechanisms for real-time feedback and localized solutions. These committees would give personnel the opportunity to identify emerging cultural or behavioral issues through reporting systems, allowing them to receive immediate support and provide immediate corrective action. By decentralizing responsibility for inclusion, the DoW can promote shared ownership of DEI objectives creating peer-driven change rather than a top-down directive. Research consistently shows that inclusive workplace climates contribute to higher engagement, morale, and team cohesion (Shore et al., 2011).

Together, these initiatives can create a foundation for equitable advancement and a more inclusive organizational culture. Implementing them effectively will require deliberate coordination, leadership engagement, effective change management, and sustained communication.

Section 4 – Implementation Steps & Framework - Nilesh Unit 5 Team Assignment: Developing a DEI Plan

Implementing diversity, equity, and inclusion (DEI) within the Department of Defense (DoD) requires a structured approach that combines governance, cultural transformation, and robust change management. The following framework outlines how these elements can work together to close existing gaps while ensuring effective stakeholder communication.

Step 1: Establish Governance and Leadership Accountability

The first step is to create a strong governance structure that signals commitment from the top. A central DEI Steering Committee should be formed under the Office of the Under Secretary for Personnel and Readiness, including representatives from all service branches and civilian sectors. This committee will set priorities, allocate resources, and monitor progress. To reinforce accountability, DEI objectives should be embedded in leadership performance evaluations, making progress on diversity and inclusion a measurable leadership responsibility (GAO, 2023). Communication plays a critical role here, leaders must consistently articulate why DEI matters for mission readiness through internal briefings and public statements (Congressional Research Service, 2024).

Step 2: Build Mentorship and Sponsorship Programs

Representation gaps, especially in senior leadership, require deliberate talent development. The DoD should implement standardized mentorship and sponsorship programs across all branches. These programs should include clear guidelines, matching protocols, and digital platforms for tracking progress. Change management principles come into play by preparing mentors and mentees through orientation sessions and providing ongoing support. Communicating success stories through newsletters and social media will help build momentum and demonstrate tangible benefits to stakeholders (Hill et al., 2022). Unit 5 Team Assignment: Developing a DEI Plan

Step 3: Reform Promotion and Selection Processes

Bias in promotion boards and qualifying tests must be addressed through comprehensive audits. Once findings are available, reforms should be communicated transparently to reduce skepticism and resistance. For example, changes to criteria such as “cultural fit” or physical standards should be explained through FAQs and leadership forums. Training for promotion boards on bias mitigation will ensure consistent application of new standards. Framing these reforms as merit-based improvements that enhance operational effectiveness will resonate with both internal and external audiences.

Step 4: Foster an Inclusive Culture and Psychological Safety

Cultural change is essential for sustaining DEI gains. Annual training on inclusive leadership, cultural competency, and harassment prevention should be mandatory for all personnel. To make this more than a compliance exercise, the DoD should position training as a readiness enabler. Local inclusion committees can serve as grassroots change agents, providing real-time feedback and solutions. Sharing quick wins and positive stories through internal communication channels will reinforce progress and encourage participation.

Step 5: Monitor Progress and Adapt Continuously

A data-driven approach ensures accountability and transparency. A DEI metrics dashboard should track representation, promotion rates, retention, and climate survey results. Quarterly reviews will allow leaders to identify trends and adjust strategies. Publishing annual DEI reports and using visual storytelling, such as infographics and videos, will make progress visible and accessible to both internal stakeholders and the public. Unit 5 Team Assignment: Developing a DEI Plan

Step 6: Implement a Comprehensive Change Management and Communication Plan

Finally, a formal change management plan should guide the entire process. This includes stakeholder mapping, clear messaging themes (e.g., fairness, mission readiness, innovation), and multi-channel communication strategies such as town halls, podcasts, and social media campaigns. Resistance should be addressed proactively through myth-busting sessions and open forums. Celebrating milestones and recognizing units that champion DEI will sustain engagement and reinforce cultural transformation.

Section 5 – Implementation Challenges & Mitigation - Kyle

There may be some resistance to implementing DEI policies in the workplace. There may be some employees that are reluctant to accept that the DEI policies are symbolic, and do not affect a team’s ability to function. These policies may be treated as a compliance issues or HR initiative, rather than a strategic objective. It is imperative that leaders within the organization allocate resources to expanding DEI and visibly champion the policies to create buy-in for the community at large. Without leadership embedding DEI into the business culture, it will remain peripheral and vulnerable to rollback. Leaders can make DEI a strategic mission through innovative market outreach to discover new avenues for revenue that align with DEI policies. Visible sponsorship is key when inspiring accountability, if the leaders are not true to their word, there may be some breakdown in organizational synergy.

Leaders must also set clear goals and metrics that include retention, promotion equity, and cultural issues. It may be easy to onboard employees of marginalized communities, but retaining and growing those employees is imperative. Qualitative measurements like an employee’s sense of belonging, inclusion on important projects, and incident trends will be important to maintain Unit 5 Team Assignment: Developing a DEI Plan

retention. Quantitative measurements like representation, pay equity, and promotion rates will show stakeholders the impact that DEI can have on the organization’s ability to generate value. Being transparent about the combination of quantitative and qualitative measurements will allow existing and new employees to see the strategic vision behind DEI policies.

DEI initiatives may wind up competing for organizational attention and budget as well, especially when it is seen as separate from the core business operations. Prioritizing and sequencing DEI initiatives by potential impact on value creation will allow for a more seamless integration of these policies. Working these policies into existing workstreams will prevent interruptions and allow the hiring process to select individuals qualified to complete the necessary work. These incremental changes will allow stakeholders to see a return on the investment of DEI initiatives and policies.

Section 6 – Value Creation & Impact – Shaneara (redoing in-progress)

Section 7 – Conclusion & Integration - Kayla Unit 5 Team Assignment: Developing a DEI Plan