2012 Diversity Management Plan Update
Executive Summary
At its core, Mecklenburg County government is people serving people. As a result, the County
recognized that managing a diverse workforce serving a diverse community requires that diversity
management be integrated throughout the organization and regarded as a fundamental way of doing
business.
In January 2006, Mecklenburg Board of County Commissioners, as part of its annual adoption of the
Community & Corporate Scorecard, established a framework for diversity management. The Board’s
vision is for Mecklenburg County to be a “model diverse organization” with the following three
measures serving as the backdrop.
•
•
•
No disparity in customer satisfaction with County services
No disparity in satisfaction among County employees
Maintaining a qualified workforce representative of the community
The County’s Diversity Management Plan, which was approved in July 2006, expanded on the Board’s
three measures for a model diverse organization and outlined seven desired results and strategies.
Desired Result 1
By 2015, Mecklenburg County’s customers and stakeholders, regardless of race, gender, age, sexual
orientation, disabilities, religion, ethnicity, and/or national origin are satisfied with County services.
Desired Result 2
Strategy: Be a model diverse organization in customer service.
By 2015, County communications reflect a diverse workforce serving a diverse community.
Desired Result 3
Strategy: Develop and implement communications that emphasize Mecklenburg County’s
commitment to diversity management.
By 2015, citizen advisory committees reflect the Mecklenburg’s diverse population.
Desired Result 4
Desired Result 5
Desired Result 6
Desired Result 7
Strategy: Proactively recruit advisory committee nominations at the department level.
By 2015, Mecklenburg County has optimal organizational performance that eliminates or minimizes
financial risk in human capital management.
Strategy: Maintain zero tolerance for unlawful discrimination and harassment.
By 2015, Mecklenburg County’s workforce is representative of the community it serves.
Strategy: Internally and externally market Mecklenburg County as a compelling place to work,
emphasizing diversity management principles and practices.
By 2015, Mecklenburg County employees are valued and respected for their contribution to the
workforce.
Strategy: Value employees as our most important resources by providing market-rate compensation
for market performance, providing flexibility for a balanced work/life, and providing opportunities for
professional development.
By 2015, Mecklenburg County employees have the knowledge, skills and abilities to implement the
organization’s diversity management plan.
Strategy: Develop and implement comprehensive, sustainable and required cross cultural competency
for supervisors and employees in diversity management to include skills training, cultural dialogue
sessions, diversity conference, recognition, and diversity celebrations; and communicate Diversity
Management Plan to organization.
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2012 Diversity Management Plan Update
Performance Results
Over the years, there have been some refinements to the overarching diversity management measures.
The Board’s emphasis has shifted from disparity to parity, that is, to achieve at least 80% customer and
employee satisfaction across demographic groups (e.g., race, gender, etc.). Similarly, although workforce
representation data is tracked, the focus is now on ensuring the County has a diverse applicant pool.
For the most part, measureable success has been achieved. Customer satisfaction parity is concluded to
be favorable based on statistical probabilities. In FY2011, 96% of the County’s surveyed customers
indicated they were satisfied with staff’s service delivery. Hence, there is a high probability that the
customer satisfaction results exceeded the 80% threshold across demographic groups. Likewise,
employee satisfaction parity has been achieved for most indicators for the past few years. The diversity
applicant pool measure is under development – the data collection methodology is being refined as a
result of limitations identified through baseline reporting.
Customer Satisfaction Parity 1
Employee Satisfaction Parity
Diverse Applicant Pool
Accomplishments
The Diversity Management Plan included tactics and action steps for each strategy. Approximately 70%
(21 of 30) of the items have been completed or initiated (highlights below).
•
Departments have tailored (or continuously assess opportunities to tailor) services to
accommodate the diverse needs of customers to include offering translation services, providing
targeted programs for specific populations and exploring alternative customer friendly service
delivery options (e.g., online services).
•
3,347 employees participated in the county-wide diversity management training.
•
Approximately 88% of County departments have implemented point of service customer
satisfaction surveys.
•
The County rolled out an internal campaign branding Diversity Makes Us Better and maintains a
diversity management website accessible to employees and the public – Diversity.Charmeck.org.
•
A task team has been convened to review recruitment related issues, and Human Resources
staff are collaborating with departments to enhance recruitment strategies.
•
Market rate studies are conducted biennially with pay adjustments made accordingly.
•
Employee perceptions of work life balance have dramatically improved from 79% in FY2005 to
91% in FY2011.
Opportunities
Although significant accomplishments have been made towards “becoming a model diverse
organization” there is still work to be done. A strategic opportunity for the County includes moving the
pendulum from general awareness and diverse representation to engagement of diverse perspectives,
both internally and externally. There also is opportunity to revisit items in the plan where action has not
occurred or been completed.
1
Performance assessment is not based on parity analyses because demographic data were limited.
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2012 Diversity Management Plan Update
Progress Report
Diversity management is a means to improve organizational performance. As a result, Mecklenburg
County’s Diversity Management Plan is intended to improve the County’s performance in achieving the
Board’s vision for this community, and in fulfilling the vision and mission of the organization.
As part of the annual adoption of the Community & Corporate Scorecard, the Mecklenburg Board of
County Commissioners established the framework for the 2006 Diversity Management Plan. The plan
includes strategies and measures related to diversity management that are reflective of the Board’s
vision that Mecklenburg County be a “model diverse organization” meaning the County wants to have a
diverse workforce that meets the needs of a diverse community.
A three-prong measurement is the backdrop for defining a model diverse organization.
•
•
•
No disparity in customer satisfaction with County services
No disparity in satisfaction among County employees
Maintaining a qualified workforce representative of the community
The desired results and strategies associated with this plan promote an inclusive and progressive
workplace, and helps position the County as an employer of choice by maximizing talent, fostering
teamwork, and tapping into the skills of an increasingly diverse work force.
Desired Result 1
By 2015, Mecklenburg County’s customers and stakeholders, regardless of race, gender, age, sexual
orientation, disabilities, religion, ethnicity, and/or national origin are satisfied with County services.
Desired Result 2
Strategy: Be a model diverse organization in customer service.
By 2015, County communications reflect a diverse workforce serving a diverse community.
Desired Result 3
Strategy: Develop and implement communications that emphasize Mecklenburg County’s
commitment to diversity management.
By 2015, citizen advisory committees reflect the Mecklenburg’s diverse population.
Desired Result 4
Desired Result 5
Desired Result 6
Desired Result 7
Strategy: Proactively recruit advisory committee nominations at the department level.
By 2015, Mecklenburg County has optimal organizational performance that eliminates or minimizes
financial risk in human capital management.
Strategy: Maintain zero tolerance for unlawful discrimination and harassment.
By 2015, Mecklenburg County’s workforce is representative of the community it serves.
Strategy: Internally and externally market Mecklenburg County as a compelling place to work,
emphasizing diversity management principles and practices.
By 2015, Mecklenburg County employees are valued and respected for their contribution to the
workforce.
Strategy: Value employees as our most important resources by providing market-rate compensation
for market performance, providing flexibility for a balanced work/life, and providing opportunities for
professional development.
By 2015, Mecklenburg County employees have the knowledge, skills and abilities to implement the
organization’s diversity management plan.
Strategy: Develop and implement comprehensive, sustainable and required cross cultural competency
for supervisors and employees in diversity management to include skills training, cultural dialogue
sessions, diversity conference, recognition, and diversity celebrations; and communicate Diversity
Management Plan to organization.
3
2012 Diversity Management Plan Update
There is value in this model, particularly for a public sector organization whose mission is to help people
and improve the community. It is important that the County organization reflects, understands,
embraces and cares about its residents. It also is important that the employees are highly motivated and
satisfied with their roles and responsibilities as public servants.
A critical driver to improved performance is how an organization values and manages its diversity.
Therefore, diversity management is focused not just on recognizing the value of diverse abilities and
perspectives but also on maximizing the positive benefits of diverse abilities and perspectives in daily
work.
Performance Results
Since the adoption of the 2006 Diversity Management Plan, there have been changes to the three-prong
measurement framework. The Board’s emphasis has shifted from disparity to parity, that is, to achieve
at least 80% customer and employee satisfaction across demographic groups (e.g., race, gender, etc.).
Workforce representation data is tracked; however, the focus is now on ensuring the organization has a
diversified applicant pool.
Based on the most recent available data, success has been achieved.
Customer Satisfaction Parity
Employee Satisfaction Parity
Diverse Applicant Pool
In FY2011, over 23,400 individuals completed a County customer satisfaction survey. However, reported
demographic data were limited, and the information provided was not representative of the customer
base. As a result, customer satisfaction parity analyses were not conducted. Notwithstanding the above,
given the surveys were completed by a broad cross section of individuals, one could conclude the results
were probably above the 80% threshold across most demographic groups, particularly given 96% of the
respondents indicated they were satisfied with service quality, timeliness, communication and courtesy
and respect of staff.
Employee parity (at least 80% satisfaction) has been achieved for most indicators for the past few years.
The only exceptions have been for persons under 25 years of age.
Data collection for measuring the diversity of the County’s applicant pool is under development. Staff
piloted the methodology used by the federal government for its selection rate, but discovered there were
limitations with the County’s current systems (e.g., MyHR) which resulted in a manual data analysis
process that was very labor intensive. Hence, an alternative approach is being explored.
Customer Satisfaction
Mecklenburg County strives to maximize the levels of customer and stakeholder satisfaction and
eliminate disparity (differences) among County services and programs. As a result, Mecklenburg County
departments and agencies are encouraged to survey and tailor services and service delivery to
accommodate the diverse needs of its customers and stakeholders.
Mecklenburg County departments and agencies utilize community and point of service surveys to
measure the level of customer and stakeholder satisfaction. Roughly 88% of County departments have
4
2012 Diversity Management Plan Update
available internal and external point of service surveys. There are some departments who are required
by state and federal mandates to survey specific groups based on service agreements and program
types. For example, Health and Human Services must use a state evaluation and must consider
demographics when surveying its customers and stakeholders in order to meet state accreditation
standards.
Mecklenburg County’s approach to tailoring services and programs validates its level of respect,
knowledge, commitment, and sensitivity to the diverse needs of the community. For example, the
Sheriff’s Office provides comprehensive services and programs for non-English speaking inmates. The
Board of Elections offers services to accommodate citizens with special physical needs such as curbside
voting and pre-registration outreach program. Park and Recreation programs are designed to reach
specific groups such as at-risk youth. In addition, Park and Recreation regularly partners with community
leaders for outreach programs such as the Korean Senior Center. The Office of the Tax Collector offers
multiple payment options to accommodate the needs of the community. Taxpayers are able to mail
their payment, pay online, in person, by telephone, or via a drop off box at three locations. The Medical
Examiner’s Office is sensitive to the cultural and religious needs of the community. The office makes
every effort to perform its duties within a timeframe that meets individual requests.
Several County departments and agencies have translation available for critical documents and signage
as well as utilize local translation services to effectively communicate with customer and stakeholders.
In response to the growing number of Latinos needing County services, Mecklenburg County has given
employees the option to attend Conversational Spanish classes. For those employees who are fluent in a
second language, Mecklenburg County offers a bilingual premium. Many departments have
bilingual/multilingual employees who speak fluent French, Spanish, Vietnamese, Italian, Wolof, and
American Sign Language. Depending on the business need, some departments, such as the Board of
Elections, have elected to hire temporary employees to address language barriers.
The County also requires new employees to attend Diversity Competency training within their first year
of employment. In addition, most departments have appointed ADA (American Disabilities Act)
coordinators. ADA coordinators are responsible for ensuring their department is knowledgeable of
federal ADA laws and regulations.
Employee Satisfaction
As a public sector organization whose mission is to help people improve their lives and the community,
it is important that Mecklenburg County strive for its employees to be highly motivated and satisfied
with their roles and responsibilities as public servants. Mecklenburg County views its employees as its
most important resource. Mecklenburg County’s workforce is diverse in its perspectives, ideas, beliefs,
and work styles. These differences and similarities influence employee satisfaction and motivation and
encourage creativity and innovation. It is critical to integrate diversity in day-to-day interactions,
decision-making, and problem solving processes in an organizational culture characterized by robust
employee satisfaction and motivation.
Based on the different and similar perspectives, ideas, beliefs, and work styles, levels of motivation and
satisfaction may vary for each department and employee. Mecklenburg County employees are given
opportunities via an employee climate survey to voice their opinions on diverse issues, such as pay,
work/life balance opportunities, and development. Mecklenburg County has made significant changes
5
2012 Diversity Management Plan Update
based on employee climate survey results. For example, Mecklenburg County has established and
implemented a market pay rate system and performance standards for each job classification.
Mecklenburg County has developed policies encouraging flexible work schedules in response to
employee concerns surrounding the need for work/life balance. However, due to the sensitivity and
nature of the business, some departments are limited in providing flexible work schedules, such as
Medical Examiner’s Office and Sheriff’s Office. Mecklenburg County also requires its managers and
supervisors to build meaningful relationships with their staff. This includes implementing developmental
tools, formal or informal, such as individual development plans and work plans to ensure all employees
have the same opportunities to succeed in their current position or in a future position.
Diverse Workforce
Mecklenburg County strives to hire and retain qualified employees who are representative of the
community. Mecklenburg County offers competitive benefit packages for its employees to include
tuition reimbursement. Reimbursement funds may be applied towards professional development,
certifications and licensures, and degreed programs.
A task team has been convened to review recruitment related issues, and Human Resource staff are
partnering with the team to determine the level of centralized support needed. The large departments
have dedicated resources to assist with recruitment and ensure a diverse applicant pool.
Opportunities
Over the years, diversity management has progressed from being focused solely on race and gender to
other dimensions to include differences in views, abilities and interests. Most importantly, diversity
management has been identified as a driver for employee engagement particularly as it relates to
fostering environments to enhance service delivery and optimize efficiencies. Mecklenburg County has
accomplished many of the tactics and action steps outlined in the 2006 Diversity Management Plan (see
Appendix A); however, there are some items that have yet to be addressed. Moreover, diversity
management is and will remain a work in progress and an ongoing way of doing business for
Mecklenburg County. As a result, the following items should be considered (or revisited) as the County
furthers its efforts of being a model diverse organization:
•
•
•
•
•
•
Implement strategies for transitioning the organization from general awareness of diversity
and a focus on the physical dimensions of individuals to engagement of diverse perspectives
emphasizing the importance of teams
Continue to offer a variety of training opportunities for developing supervisors competencies
and integrate diversity management in course curriculum
Regularly conduct a survey of local businesses and vendors to determine satisfaction with
fairness and equity of business opportunities.
Continue work focused on enhancing recruitment efforts to attract a qualified and diverse
candidate pool
Develop a mechanism for assessing diversity of candidate pools
Provide the option for individuals to include demographic information on external customer
satisfaction surveys
6
Appendix
MECKLENBURG COUNTY
DIVERSITY MANAGEMENT PLAN UPDATE
Desired Result 1
By 2015, Mecklenburg County’s customers and stakeholders, regardless of race, gender, age, sexual
orientation, disabilities, religion, ethnicity, and/or national origin are satisfied with County services.
Strategy: Be a model diverse organization in customer service.
Tactics and Action Steps
Tailor services and
service delivery to
accommodate diverse
needs.
Accountability
Department Directors
Progress
Comments

94% of the departments have activities related to
tailored services to accommodate diverse needs.
The majority of the departments have translated many
of their critical documents and signage into various
languages; many of the departments have utilized
translation services such as Choice Translations and
Fluent. Comprehensive services provided for nonEnglish speaking inmates.
The Board of Elections has services to accommodate
citizens with special physical needs for example
curbside voting, pre-registration outreach program.
Park and Recreation has programs targeted to specific
population such as at risk youth, providing facilities for
the diverse groups within the community such as
Korean Senior Center; Child Support Enforcement is
working to create a child friendly common area to
provide an option for parents; Tax Office offer several
payment options to include drop off box, online bill
pay, in person and telephone.
Department efforts are ongoing.
Develop and implement
diversity management
training for County
employees, beginning
with front-line
employees and
supervisors.
EEG FALT
Human Resources Department
(OD)

Diversity workshops for all employees were conducted
from August 2008 to January 2010.
Approximately 3,347 employees attended the
workshops with representation across departments,
with exception of Area Mental Health and the Sheriff’s
Office which have their own diversity training; courses
are periodically conducted for new employees.
A cross functional team is working on developing
diversity learning opportunities for employees.
Identify bilingual and
multi-lingual service
levels for each County
service, and tailor
employee competencies
and recruitment.
Department Directors,
Human Resources Department

76% of departments have at least one employee
receiving bilingual premium.
The revised Bilingual Premium structure became
effective August 13, 2008. The new structure includes
three levels:
•
Required/Preferred
•
Conversational
•
Internal Capacity Builder
As of February 2011, 122 employees receive bilingual
pay. In addition, as necessary, temporary employees
are hired to meet language needs of departments such
as the Board of Elections.
Appendix
7
Tactics and Action Steps
Accountability
Progress
Comments
Offer conversational
Spanish and ADA training
to front-line employees.
Human Resources (OD),
Department Directors

71% of departments have identified an ADA
coordinator.
Continue conducting at
least a bi-annual survey
of customer and
community satisfaction.
85% of departments have provided opportunity for
staff to attend Conversational Spanish Classes.
Office of Strategic
Organizational Improvement
(SOI)

Implement point-ofservice evaluations of
customer satisfaction.
Department Directors, with
guidance from SOI and the
Customer Service Coordinating
Council.

Conduct at least biannual survey of local
businesses and vendors
to determine satisfaction
with fairness and equity
of business opportunity.
MWSBE staff, supported by SOI
In
Progress
Appendix
One County facility was designed specifically to exceed
ADA minimum code by the Department of Justice
“Standards for Accessible Design."
A County-wide community survey has been
administered annually since 2002. Beginning in
FY2012, the corporate customer satisfaction results
will be a roll-up of department customer satisfaction
data.
88% of departments have implemented internal and
external point of service evaluations.
Health and Human Services evaluations are
demographic specific and must meet state
accreditation standards.
The County’s goal is to achieve at least 80%
Business/Vendor satisfaction. A baseline survey was
conducted in 2008. An aggregate score of 64% was
attained on the Business Opportunity Index which is
comprised of five measures.
A survey was not completed in 2010 due to resource
constraints; however plans are in progress to
administer a survey in FY2012.
8
Desired Result 2
By 2015, County communications reflect a diverse workforce serving a diverse community.
Strategy: Develop and implement communications that emphasize Mecklenburg County's
commitment to diversity
Tactics and Action Steps
Develop standards for
depicting workforce
diversity serving diverse
customers.
Develop online content
communicating the
County’s diversity
management
information.
Appendix
Accountability
Progress
Comments
Public Service & Information
Department and Diversity
Council
−
No Action
Public Service & Information
Department and
Human Resources (OD)

Information is available on the diversity management
website: Diversity.Charmeck.org
Result of 2011 Employee Climate Survey on finding
County’s diversity management plan and information
easily accessible was 87% (green light).
9
Desired Result 3
By 2015, citizen advisory committees reflect the Mecklenburg’s diverse population.
Strategy: Proactively recruit advisory committee nominations at the department level
Tactics and Action Steps
Accountability
Identify areas of under
representation on
committees based on 80%
of County census data.
Clerk to the Board,
Department Directors
Proactively expand
recruitment of advisory
committee nominations to
address underrepresented areas.
Clerk to the Board
Department Directors
Appendix
Progress
Comments

In FY07, the advisory committees comprised of 27%
Blacks and 5% persons of other minority ethnicities or
racial groups.

Based on FY2011 data, the advisory committee
membership is more reflective of the County’s
demographic population.
The advisory committees
comprised of 31% Blacks and 13% persons of other
minority ethnicities or racial groups.
A report is sent to advisory board contacts on an annual
basis which details the demographics of their board.
Note: Partner with Human
Resources (OD) and PS&I on
recruitment and marketing plan
10
Desired Result 4
By 2015, Mecklenburg County has optimal organizational performance that eliminates or minimizes
financial risk in human capital management.
Strategy: Maintain zero tolerance for unlawful discrimination and harassment
Tactics and Action Steps
Accountability
Progress
Provide supervisors
training in managing a
diverse workforce.
Conduct annual risk
assessment to identify
major risk factors
regarding employee
relations.
Promote alternative
dispute resolution (ADR)
such as mediation.
Human Resources and (OD)
−
No Action specifically targeted for supervisors.
Risk Management Division
under direction of
County Attorney’s Office

County Attorney’s Office
Human Resources Department
Public Service & Information
Department

Human Resources hired an outside consultant to
conduct a diversity risk assessment. Assessment
results concluded that the data was not easily
quantifiable. Recommend conducting assessment
every 3-5 years.
In FY2010, Human Resources began mediating
alternative dispute resolutions and in the subsequent
year started tracking the percentage of employees
who entered alternative dispute resolutions.
Appendix
Comments
11
Desired Result 5
By 2015, Mecklenburg County’s workforce is representative of the community it serves.
Strategy: Internally and externally market Mecklenburg County as a compelling place to work,
emphasizing diversity management principles and practices.
Tactics and Action Steps
Accountability
Progress
Identify job groups
underrepresented based
on 80% of Mecklenburg
County census data.
Proactively expand
recruitment to include
sources of qualified
minorities, women,
seniors and people with
disabilities.
Human Resources
−
Department Directors
Human Resources
In
Progress
Human Resources Department
Department Directors
−
Human Resources Department
−
Resignation and demographic data tracked annually by
department; however, turnover among
underrepresented areas is not tracked/monitored.
Human Resources Department
and Public Services &
Information Department
In
Progress
A recruitment task team has been convened to review
recruitment related issues. HR staff is working with
that team to review the level of centralized services
that are needed to support all departments.
Incorporate workforce
diversity planning into
overall workforce
planning services.
Monitor turnover among
underrepresented areas
and identify significant
trends.
Develop recruitment
marketing materials
depicting a diverse
workplace serving a
diverse community.
Appendix
Comments
No Action
The larger departments have dedicated resources to
ensure they have a diverse applicant pool, to include
professional associations and diverse communities.
The smaller departments have the most difficult
because of the resources allocated for recruitment.
There is an overall challenge that HR support is
limited. Department directors are looking for
assistance in recruiting within the diverse
communities. The HR recruitment task team has
convened to review recruitment related issues.
Workforce Planning was eliminated in the FY2011.
12
Desired Result 6
By 2015, Mecklenburg County employees are valued and respected for their contribution to the
workforce.
Strategy: Value employees as our most importance resources by providing market-rate
compensation for market performance, providing flexibility for a balanced work/life, and providing
opportunities for professional development
Tactics and Action Steps
Accountability
Progress
Establish market rate
and market performance
standards for each job
classification.
Establish and
communicate career
paths in each job group.
Executive Team
Human Resources
Department Directors

Market rates were reviewed and adjusted rates in
FY2009, FY2010 and is planned to continue on a
biennial basis.
Executive Team
Human Resources
Department Directors
−
No enterprise wide effort; however, some
departments have initiated developing career paths
for certain jobs.
Provide flexibility for a
balanced work/life and
opportunities for
professional
development.
Executive Team
Human Resources
Department Directors

69% of departments offer flexible work schedules.
Business needs limit the flexibility of work schedules
for other departments.
Ensure annual Employee
Climate Survey
instrument includes
questions addressing key
diversity management
issues and/or conduct
separate survey as
appropriate.
Consider feasibility of
employee support
network groups.
Develop and implement
Employee &
Organizational
Development strategic
plan, emphasizing
individual development
1
plans.
Comments
EEG FALT
Diversity Council
Office of Strategic
Organizational Improvement
(SOI)

Employee perceptions of work life balance have
dramatically improved from 79% in FY05 to 91% in
FY11.
Ongoing. Diversity questions are incorporated in the
annual employee climate survey. Diversity questions
have been refined with the last revisions being
completed in FY10. Additional revisions are being
proposed for FY11.
EEG FALT
Diversity Council
−
Researched and recommended not to pursue this
because of liability to the County.
Human Resources Department
Department Directors
In
Progress
Training exists to provide assistance to employees with
creating their Individual Development Plans (IDPs).
As ePerformance rolls out, Employee Learning Services
will create training to further assist departments.
Approximately 56% of departments have formal IDPs
for staff; 69% of employees reported on 2010
employee climate survey that they had an IDP.
Most other departments have an informal process or
discussions with employees. Some departments also
note that IDPs are incorporated into employee work
plans.
Park and Recreation implemented a Leadership
Academy with 40 participants to start.
1
This tactic and action step is also included in Desired Result #7.
Appendix
13
Desired Result 7
By 2015, Mecklenburg County employees have the knowledge, skills and abilities to implement the
organization’s diversity management plan.
Strategy: Develop and implement comprehensive, sustainable and required cross cultural
competency for supervisors and employees in diversity management to include skills, training,
cultural dialogue sessions, diversity conferences, recognition and diversity celebration, and
communicate Diversity Management Plan to organization.
Tactics and Action Steps
Identify diversity
management
competencies for
employees and
supervisors, especially
supervisor
competencies.
Develop and implement
Employee &
Organizational
Development strategic
plan, emphasizing
individual development
2
plans.
Accountability
Progress
Human Resources (OD)
Diversity Council
In
Progress
The leadership competencies have been revised to
include diversity management
Comments
Human Resources Department
Department Directors
In
Progress
Training exists to provide assistance to employees with
creating their Individual Development Plans (IDPs).
As ePerformance rolls out, Employee Learning Services
will create training to further assist departments.
Approximately 56% of departments have formal IDPs
for staff; 69% of employees reported on 2010
employee climate survey that they had an IDP.
Most other departments have an informal process or
discussions with employees. Some departments also
note that IDPs are incorporated into employee work
plans.
Provide training
consistent with
development plans.
Ensure annual Employee
Climate Survey
instrument includes
questions addressing
diversity management
issues.
Establish and maintain a
diversity management
resource center for
employees (e.g., library,
online).
Create Diversity
Management Plan
awareness campaign for
employees.
2
Park and Recreation implemented a Leadership
Academy with 40 participants to start.
No action
Human Resources Department
−
Office of Strategic
Organizational Improvement
(SOI)

Ongoing. Diversity questions are incorporated in the
annual employee climate survey.
Human Resources Department
(OD) and Public Services &
Information Department

Focus is on online content. In process of revamping
the diversity management website to add more
content. It was determined that physical resource
center was not feasible/not needed
EEG FALT
Public Service & Information
Department in partnership with
Diversity Council and Human
Resources Department (OD)

Partnered with the County Diversity Council to
implement the branding/campaign for diversity
throughout the County – “Diversity Makes Us Better.”
Designed framed posters and ensured framed posters
were placed in all County facilities, near the common
areas. The brand “Diversity Makes Us Better” is on all
communications from the County Diversity Council.
This tactic and action step is also included in Desired Result #6.
Appendix
14