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July 2021
DIVERSITY, EQUITY
AND INCLUSION
IN STATE
GOVERNMENT
WORKFORCE
In November 2020, Accenture and
NASCA surveyed Chief Administrative
Officers (CAOs) in 32 states.
The survey included questions about
diversity, equity and inclusion—yielding
valuable insights on progress made and
challenges ahead.
2
Copyright © 2021 Accenture. All rights reserved.
Most states are actively examining policies
FINDING 01
Thinking about diversity, equity and inclusion within your workforce, how have you assessed the following
over the past three years?
Recruiting and
hiring practices
Promotion
Pay equity Unconscious/
implicit bias training
Number in leadership/
representation
66%
19% 16%
56%
16%
28%
56%
13%
31% 31%
47%
22%
60%
22% 19%
WE HAVE RECENTLY ASSESSED WE ARE CONSIDERING ASSESSING WE HAVE NOT ASSESSED
3
Copyright © 2021 Accenture. All rights reserved.
Most states have developed a DEI Strategy
FINDING 02
We asked CAOs if their leadership/administration has
developed a diversity, equity and inclusion agenda or strategy.
66%
Say YES
4
Copyright © 2021 Accenture. All rights reserved.
CAOs aren’t sure how remote work
will affect their workplace culture
FINDING 03
How does working remotely impact your organization’s
efforts to create an inclusive work environment?
IT HAS A POSITIVE IMPACT ON CREATING
AN INCLUSIVE WORK ENVIRONMENT
IT HAS A NEGATIVE IMPACT ON CREATING
AN INCLUSIVE WORK ENVIRONMENT
I’M NOT SURE
16%
6%
63%
5
Copyright © 2021 Accenture. All rights reserved.
One-third of CAOs reported perceived
inequity around remote work
FINDING 04
Was there perceived inequity based on which
positions could work remote during COVID-19
and which had to remain in the office?
34%
44%
22%
YES
NO
I’M NOT SURE
6
Copyright © 2021 Accenture. All rights reserved.
FINDING 04
How did you address perceived inequities?
“
“
“ “
Listen to the concerns. Dispel myths.
Make changes with necessary. Create an
environment with managers to accommodate
individual needs through scheduling, rotating
staff in an out of the office on a regular basis.
The push was to get as many as possible out
of the office environment and into a productive
environment that was safe and secure for
the employee and the work product.
The inequity is we have essential workers
whose job functions require them to work
at the office (custodial, mailroom, stationary
engineers, clerical/reception). If they can’t do
their jobs from home, they must work out of
the office. A disproportionate number of these
staff are people of color. That said, people have
recognized that we made these distinctions
based on job function so this has gone relatively
smoothly. It really helps that we constantly
acknowledge and thank our essential workers.
7
Copyright © 2021 Accenture. All rights reserved.
What Now?
In responses to open-ended questions, CAOs shared some of their challenges, including many staff
lacking self-awareness about their own biases; senior/executive management teams that do not reflect
the diversity of the workforce; and the need for data to help identify opportunity areas.
As states explore opportunities to change their approach to work, diversity, equity and inclusion should
be embedded in any initiative or strategy implementation. As one CAO articulated, that includes…
“
developing a deeper understanding of the
meaning of diversity, equity and inclusion
at both the macro and micro levels.
8
Copyright © 2021 Accenture. All rights reserved.
Things to consider:
Examine state policies,
practices, and data
Understand the data
including representation,
pay, leadership,
promotions as well as
perceptions of inclusion
in the workplace.
Examine policies and
practices that contribute
to the current state.
01
Identify top areas of concern
and develop objectives,
policies, and trainings
Understand and overcome
organizational barriers through
publicly shared, measurable
objectives that address systems,
policies and culture. Consider
cross-agency workgroups
tasked with specific focus
areas. Consider working
and partnering with experts.
02
Over communicate
Open lines of
communication to actively
communicate the visions,
strategies, and progress
of the work. Consider a
central message board to
house all communication
around this work.
Encourage two-way
communication.
03
Measure and
disseminate results
Consider clear
objectives that hold
leaders and team
accountable. Track
and report progress.
04
9
Copyright © 2021 Accenture. All rights reserved.
AUTHORS
Kelly Rogers
Senior Manager,
Public Service, Accenture
kelly.j.rogers@accenture.com
ABOUT NASCA
Founded in 1976, the National Association of State Chief Administrators (NASCA), is a nonprofit,
501(c)3 association representing state chief administrators—public officials in charge of departments
that provide support services to other state agencies. NASCA provides a forum to exchange
information and learn new ideas from each other and private partners. NASCA’s mission is to help
state chief administrators and their teams strategically transform state government operations through
the power of shared knowledge and thought leadership. For more information, visit www.nasca.org.
ABOUT ACCENTURE
Accenture is a global professional services company with leading capabilities in digital, cloud and
security. Combining unmatched experience and specialized skills across more than 40 industries, we
offer Strategy and Consulting, Interactive, Technology and Operations services—all powered by the
world’s largest network of Advanced Technology and Intelligent Operations centers. Our 569,000
people deliver on the promise of technology and human ingenuity every day, serving clients in more
than 120 countries. We embrace the power of change to create value and shared success for our
clients, people, shareholders, partners and communities. Visit us at www.accenture.com.
Copyright © 2021 Accenture. All rights reserved.
Accenture and its logo are registered trademarks of Accenture.
Copyright © 2021 NASCA. All Rights Reserved.
Bill Kilmartin
Senior Advisor,
Public Service, Accenture
Jenny Brodie
State and Local Government
Research Lead, Accenture
jennifer.brodie@accenture.com
Pam Goins
Executive Director, National
Association of State Chief
Administrators (NASCA)
Jamie Rodgers
Deputy Director, National
Association of State Chief
Administrators (NASCA)

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Diversity, Equity and Inclusion in Government Workforce

  • 1. July 2021 DIVERSITY, EQUITY AND INCLUSION IN STATE GOVERNMENT WORKFORCE
  • 2. In November 2020, Accenture and NASCA surveyed Chief Administrative Officers (CAOs) in 32 states. The survey included questions about diversity, equity and inclusion—yielding valuable insights on progress made and challenges ahead. 2 Copyright © 2021 Accenture. All rights reserved.
  • 3. Most states are actively examining policies FINDING 01 Thinking about diversity, equity and inclusion within your workforce, how have you assessed the following over the past three years? Recruiting and hiring practices Promotion Pay equity Unconscious/ implicit bias training Number in leadership/ representation 66% 19% 16% 56% 16% 28% 56% 13% 31% 31% 47% 22% 60% 22% 19% WE HAVE RECENTLY ASSESSED WE ARE CONSIDERING ASSESSING WE HAVE NOT ASSESSED 3 Copyright © 2021 Accenture. All rights reserved.
  • 4. Most states have developed a DEI Strategy FINDING 02 We asked CAOs if their leadership/administration has developed a diversity, equity and inclusion agenda or strategy. 66% Say YES 4 Copyright © 2021 Accenture. All rights reserved.
  • 5. CAOs aren’t sure how remote work will affect their workplace culture FINDING 03 How does working remotely impact your organization’s efforts to create an inclusive work environment? IT HAS A POSITIVE IMPACT ON CREATING AN INCLUSIVE WORK ENVIRONMENT IT HAS A NEGATIVE IMPACT ON CREATING AN INCLUSIVE WORK ENVIRONMENT I’M NOT SURE 16% 6% 63% 5 Copyright © 2021 Accenture. All rights reserved.
  • 6. One-third of CAOs reported perceived inequity around remote work FINDING 04 Was there perceived inequity based on which positions could work remote during COVID-19 and which had to remain in the office? 34% 44% 22% YES NO I’M NOT SURE 6 Copyright © 2021 Accenture. All rights reserved.
  • 7. FINDING 04 How did you address perceived inequities? “ “ “ “ Listen to the concerns. Dispel myths. Make changes with necessary. Create an environment with managers to accommodate individual needs through scheduling, rotating staff in an out of the office on a regular basis. The push was to get as many as possible out of the office environment and into a productive environment that was safe and secure for the employee and the work product. The inequity is we have essential workers whose job functions require them to work at the office (custodial, mailroom, stationary engineers, clerical/reception). If they can’t do their jobs from home, they must work out of the office. A disproportionate number of these staff are people of color. That said, people have recognized that we made these distinctions based on job function so this has gone relatively smoothly. It really helps that we constantly acknowledge and thank our essential workers. 7 Copyright © 2021 Accenture. All rights reserved.
  • 8. What Now? In responses to open-ended questions, CAOs shared some of their challenges, including many staff lacking self-awareness about their own biases; senior/executive management teams that do not reflect the diversity of the workforce; and the need for data to help identify opportunity areas. As states explore opportunities to change their approach to work, diversity, equity and inclusion should be embedded in any initiative or strategy implementation. As one CAO articulated, that includes… “ developing a deeper understanding of the meaning of diversity, equity and inclusion at both the macro and micro levels. 8 Copyright © 2021 Accenture. All rights reserved.
  • 9. Things to consider: Examine state policies, practices, and data Understand the data including representation, pay, leadership, promotions as well as perceptions of inclusion in the workplace. Examine policies and practices that contribute to the current state. 01 Identify top areas of concern and develop objectives, policies, and trainings Understand and overcome organizational barriers through publicly shared, measurable objectives that address systems, policies and culture. Consider cross-agency workgroups tasked with specific focus areas. Consider working and partnering with experts. 02 Over communicate Open lines of communication to actively communicate the visions, strategies, and progress of the work. Consider a central message board to house all communication around this work. Encourage two-way communication. 03 Measure and disseminate results Consider clear objectives that hold leaders and team accountable. Track and report progress. 04 9 Copyright © 2021 Accenture. All rights reserved.
  • 10. AUTHORS Kelly Rogers Senior Manager, Public Service, Accenture kelly.j.rogers@accenture.com ABOUT NASCA Founded in 1976, the National Association of State Chief Administrators (NASCA), is a nonprofit, 501(c)3 association representing state chief administrators—public officials in charge of departments that provide support services to other state agencies. NASCA provides a forum to exchange information and learn new ideas from each other and private partners. NASCA’s mission is to help state chief administrators and their teams strategically transform state government operations through the power of shared knowledge and thought leadership. For more information, visit www.nasca.org. ABOUT ACCENTURE Accenture is a global professional services company with leading capabilities in digital, cloud and security. Combining unmatched experience and specialized skills across more than 40 industries, we offer Strategy and Consulting, Interactive, Technology and Operations services—all powered by the world’s largest network of Advanced Technology and Intelligent Operations centers. Our 569,000 people deliver on the promise of technology and human ingenuity every day, serving clients in more than 120 countries. We embrace the power of change to create value and shared success for our clients, people, shareholders, partners and communities. Visit us at www.accenture.com. Copyright © 2021 Accenture. All rights reserved. Accenture and its logo are registered trademarks of Accenture. Copyright © 2021 NASCA. All Rights Reserved. Bill Kilmartin Senior Advisor, Public Service, Accenture Jenny Brodie State and Local Government Research Lead, Accenture jennifer.brodie@accenture.com Pam Goins Executive Director, National Association of State Chief Administrators (NASCA) Jamie Rodgers Deputy Director, National Association of State Chief Administrators (NASCA)