Reflections from the first federal CDO bootcamp

It’s been nearly two years since President Biden issued Executive Order 14035: Diversity, Equity, Inclusion and Accessibility in the Federal Workforce. Since then, agencies have made progress in diversifying their workforces – and have looked to improve representation at the executive level. Their mission is to provide a more inclusive environment and experience for employees and the public they serve. 

Yet, challenges persist. For example, a recent GAO report found that although the pay gap between men and women in the federal government is smaller than in the entire U.S. workforce, pay disparities still exist. Another recent report found that many demographics are still underrepresented in higher GS levels and the SES. 

As the government continues to address DEIA goals, the Chief Diversity Officer (CDO) role plays a critical part in continuing to cultivate an inclusive, dynamic and innovative culture for agencies.

Compared to other C-suite positions, the CDO role is comparatively new, and the skills, competencies, and practices of an effective CDO are still taking shape. Additionally, federal agencies are still working to identify the right talent to take on this leadership role and forge sustainable progress against DEIA goals. 

To help address these gaps, Accenture Federal Services collaborated with the Partnership for Public Service to launch a first-of-its-kind Chief Diversity Officer Bootcamp. As the Bootcamp's co-lead, we conducted virtual and in person sessions for 18 aspiring CDOs throughout the first few months of 2023. Here's what I learned.

Passion is important; skills matter, too.

Accenture and the Partnership for Public Service designed the program to help agencies invest in upskilling their people to meet critical talent needs. In developing the curriculum, we aligned with federal executive core qualifications (ECQs) – Leading Change, Leading People, Results Driven, Business Acumen and Building Coalitions – and sourced content from the foremost authorities in this space, including Cornell University, George Mason University and the University of South Florida. We also brought together decades of experience with Accenture talent from both federal and commercial DEIA spaces to create learnings that provide a strong foundation for aspiring CDOs to be successful.

The bootcamp covered the history and evolution of DEIA, as well as level-setting on a CDO’s responsibilities as both a practitioner and operator. As a practitioner, a CDO must model the practice of DEIA; as an operator, they must implement the policies and practices that embed DEIA principles throughout an agency.  

A key takeaway for many participants: Passion may motivate you to pursue a path to becoming a CDO, but you still need very specific skills to operate effectively in the role. That kind of “nuts and bolts” training – including coaching, project management, data-informed storytelling, organizational change management and strategic planning – was at the heart of the training. In post-session feedback, attendees acknowledged the value of building these kinds of competencies for driving and sustaining systemic change.  

For example, by adopting organizational change management best practices, federal DEIA leaders can clarify the vision they are working toward and lay out a more structured approach for attaining it. By upskilling data-driven storytelling and creating a strategic roadmap around initiatives, leaders can better build support for DEIA initiatives inside and outside their organization. 

Participants also gained training in strategic planning and roadmap development. This approach acknowledges that there will be phases of change, and having a written roadmap helps keep all stakeholders focused on progress through these phases. 

Embedding DEIA practitioners in every discipline

The type of training this bootcamp provided is a necessary accelerator. It can help ensure that DEIA leaders are equipped to foster the inclusive work environment and culture the federal government needs to best meet mission needs, today. 

When I look to what’s next, I envision a federal working environment where DEIA training and practices are embedded into every role, every day. When DEIA principles and practices are embedded into every federal role, we all win. Change is at the heart of public service, and all federal leaders and workers can become skilled DEIA practitioners to build a stronger, more inclusive nation.

For example, we can reimagine the DEIA office as a Center of Excellence that supports and elevates every federal employee’s role in creating and maintaining diverse, equitable, inclusive and accessible workplaces. 

Ultimately, we’re working toward the day when DEIA is part and parcel of every aspect of agencies’ culture and operations.