FDIC DIVERSITY AND INCLUSION 

2018-19 STRATEGIC PLAN
FEDERAL DEPOSIT INSURANCE CORPORATION

Message from the Chairman

 

 

Federal Deposit Insurance Corporation

Washington, DC 20429 Office of the Chairman

February 2018

To: All FDIC Employees

From: Chairman Gruenberg

 FDIC 2018-19 Diversity and Inclusion Strategic Plan

I am pleased to share with you the FDIC’s 2018-19 Diversity and Inclusion Strategic Plan.

In 2012, we established performance goals to update the FDIC’s Diversity Strategic Plan 

and asked each division and office to develop strategic plans that identify steps to promote 

increased diversity through the FDIC’s recruiting and hiring processes. The following year, 

we committed to regularly reviewing and updating the plan to ensure that it remains 

current and relevant, and the plan has been updated annually.

Last year we had a number of key accomplishments. In particular, the FDIC:

• Recognized its sixth Employee Resource Group, the Corporate Advocacy Network 

 for Disability Opportunities (CAN DO);

• Hired six student interns through the Workforce Recruitment Program for College 

 Students with Disabilities; 

• Leveraged Chairman’s Diversity Advisory Council (CDAC) activities to expand awareness 

 of diversity and inclusion through 85 separate events at Headquarters, Regional, Area, 

 and Field Office locations; and 

• Raised awareness and engaged employees in discussions about diversity and inclusion 

 through the presentation of 10 national Diversity and Inclusion Education Series events. 

I am also pleased to say that implementation of the 2017 Diversity and Inclusion Strategic Plan 

resulted in the FDIC continuing its progress in creating and maintaining a diverse workforce and 

inclusive work environment. This is evidenced by the fact that our inclusion score from the 

Federal Employee Viewpoint Survey increased to 72 percent in 2017, well above the federal 

government average of 60 percent. The FDIC also ranked in the top five mid-sized agencies 

in the category of Support for Diversity with a score of 73.6, up from 72.0 in 2016. 

While our sustained success is certainly encouraging, we must always strive to improve. The 

2018-19 Diversity and Inclusion Strategic Plan continues our efforts in this important 

area and includes numerous specific steps to further enhance diversity and inclusion at 

the FDIC. 

The FDIC’s Diversity and Inclusion Executive Advisory Council (EAC) will continue to 

oversee the implementation of the plan and ensure that our commitment to diversity and 

inclusion remains an important priority.  While this is a two-year plan, the EAC will review 

the plan at its midpoint to determine if any changes are necessary. I encourage all FDIC 

employees to take an active role in implementing the plan.

By valuing the unique talents, ideas, and experiences of all employees, we will foster 

inclusion and employee engagement and continue to serve the public at the highest level.

Martin J. Gruenberg

Chairman
FEDERAL DEPOSIT INSURANCE CORPORATION

Table of Contents

2018-19 Diversity and Inclusion Strategic Plan

2 Vision and Definitions and Plan Implementation

3 Workforce Diversity

5 Workplace Inclusion

9 Sustainability
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Vision Dedication to diversity and inclusion is embedded in the FDIC’s core values, which are 

integrated throughout the organization and work environment to help the FDIC continue 

to effectively achieve its mission of preserving and promoting public confidence in the 

U.S. financial system.

Diversity Diversity is defined by who we are as individuals. The FDIC recognizes that its strength 

comes from the dedication, experience, talents, and perspectives of every employee. 

Diversity encompasses the range of similarities and differences each individual brings 

to the workplace, including but not limited to national origin, language, race, color, 

disability, ethnicity, gender, age, religion, sexual orientation, gender identity, 

socioeconomic status, veteran status, and family structures.

Inclusion Inclusion is the process of creating and maintaining a work culture and environment 

that recognizes, appreciates, and effectively utilizes the talents, skills, and perspectives 

of every employee in the achievement of the agency’s objectives and mission; connects 

each employee to the organization; and encourages collaboration, flexibility, and fairness.

Implementation The strategies contained in this plan will be implemented in 2018 and 2019. The FDIC’s 

Diversity and Inclusion Executive Advisory Council will oversee the implementation of 

the plan to promote leadership engagement on diversity and inclusion issues. OMWI, 

as advisor to FDIC leadership on issues related to diversity and inclusion, will provide 

actionable analytics and reporting on diversity and inclusion topics, and increase 

organizational awareness and engagement about diversity and inclusion throughout 

the agency on an ongoing basis.

Vision and Definitions and Plan Implementation

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Goal 1 The FDIC will recruit from a diverse, qualified group of potential applicants to secure and 

maintain a high-performing workforce drawn from all segments of U.S. society.

Strategy 1 Ensure the FDIC’s recruitment process reaches and appeals to a diverse and highly 

qualified pool of candidates.

Actions A. Formalize procedures for recruitment and outreach to emphasize diversity with a focus 

 on high school seniors, college students and recent college graduates, and students 

 in advanced degree and continuing education programs.

B. Establish, broaden, and/or strengthen relationships with organizations that support 

 diverse populations and provide recruitment opportunities for the Corporate Employee 

 Program, Diversity Outreach Student Intern Program, Financial Management Scholars 

 Program, Pathways Program, Legal Honors Program, mission critical occupations, 

 management, and executive level positions, including:

 1. Historically Black Colleges and Universities, Hispanic-Serving Institutions, Asian 

 American and Pacific Islander-Serving Institutions, and Tribal Colleges and Universities;

 2. Women’s colleges and universities;

 3. Veterans organizations;

 4. Organizations that support employment for individuals with disabilities;

 5. Local, national, and professional organizations comprised of individuals with 

 backgrounds for FDIC major occupations; and

 6. Other appropriate institutions and organizations that support the employment 

 of diverse populations.

C. Continue to develop corporate recruiters who are skilled at reaching qualified applicants 

 across all dimensions of diversity; recognizing and avoiding cultural bias during outreach 

 and recruitment activities; and promoting the FDIC as an employer of choice on college 

 campuses when attending career fairs and other outreach events.

D. Implement the use of social media in outreach and recruitment activities to target 

 demographically diverse audiences.

E. Expand access to workforce and recruitment analytics to:

 1. Measure the success of recruitment and outreach activities in reaching under-

 represented groups;

 2. Enable a representative of the Corporate Recruitment Program to utilize the 

 D&I Analytics Dashboard and other tools; and

 3. Assess progress and provide advice on recruitment, hiring, and promotion trends.

Workforce Diversity

Goal 1

Strategy 1

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Strategy 2 Employ flexibilities and best practices that promote fair and consistent treatment 

and equal opportunity.

Actions A. Ensure that vacancies available to internal candidates are advertised to the widest 

 or most practical audience within the FDIC to promote and encourage open and fair 

 competition.

B. Use structured interview questions and, to the extent possible, diverse interview panel 

 members.

C. Use Subject Matter Experts (SMEs), as needed, to review job applications and, to the 

 extent possible, ensure the use of diverse SMEs.

D. Offer training to selecting officials, interviewers, and SMEs on the impact of unconscious 

 bias in the hiring process. 

 

Workforce Diversity

Goal 1

Strategy 2

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Goal 2 The FDIC will cultivate a culture that encourages collaboration, flexibility, and fairness 

to enable individuals to contribute to their full potential and to improve retention.

Strategy 1 Continue to develop succession management and career path opportunities 

to retain the FDIC’s valued and diverse workforce. 

Actions A. Continue to explore the feasibility of establishing additional opportunities for career 

 advancement across the FDIC through collaboration on position management between 

 the Division of Administration, Human Resources Branch and division and offices 

 (e.g., bridge positions, upward mobility, cross training, details, and supervisory and 

 managerial development).

B. Analyze the results of the Federal Employee Viewpoint Survey and exit surveys to 

 identify reasons employees express dissatisfaction in the workplace or choose to 

 leave the FDIC, and utilize data to enhance working conditions to promote retention 

 and an inclusive environment.

C. Continue using the D&I Analytics Dashboard and other metrics to analyze attrition 

 to determine if disparities exist and address any issues related to retention or succession 

 management efforts.

D. Continue to evaluate the FDIC’s career development and succession planning efforts 

 and develop strategies to ensure that they contribute to a diverse pipeline of candidates, 

 especially for leadership and at the executive management levels:

 1. Management Succession Planning Review;

 2. Pilot efforts to identify potential areas of focus for future succession planning 

 for corporate-graded employees; and

 3. RMS specialty examination skills.

Workplace Inclusion

Goal 2

Strategy 1

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Strategy 2 Apply career management policies and practices consistently to ensure every 

eligible employee has an equal opportunity for career advancement.

Actions A. Support transparency of developmental opportunities by posting Expression of Interest 

 (EOI) announcements, ensuring they are accessible to all eligible employees, and 

 systematically tracking applications and selections.

B. Continue OMWI’s collaboration with division and office Directors, Corporate University, 

 and the Division of Administration to identify and address barriers affecting the inclusion 

 of diverse employees in career development programs and opportunities.

C. Continue to track Leadership Development Program and Masters of Business 

 Administration (MBA) Program applications and selections to ensure diverse participation.

D. Continue to integrate coaching into Corporate University, career management, and 

 mentorship programs, specifically related to promoting diversity and inclusion.

E. Encourage participation in formal coaching, as well as informal coaching between 

 supervisors and employees.

Strategy 3 Implement an ongoing communication strategy to reinforce the commitment 

of all employees to diversity and inclusion.

Actions A. Continue to develop various channels of communication for employees to learn about 

 diversity and inclusion and engage in open dialogue (e.g., with OMWI, Chairman’s 

 Diversity Advisory Councils (CDACs), and Employee Resource Groups (ERGs)).

B. Identify potential topics and ensure that internal publications, such as the FDIC News, 

 include articles to further promote the importance and success of diversity and inclusion 

 to the FDIC.

C. Promote and share activities, events, and awards and recognition with diversity and 

 inclusion interests with the FDIC workforce via the diversity and inclusion website.

D. Raise public awareness about the FDIC’s diversity and inclusion efforts by sharing 

 relevant information on the FDIC’s external web site, at FDIC outreach events, and 

 in external reports and publications.

E. Continue to annually update and post the FDIC’s Equal Employment opportunity and 

 Non-Discrimination Policy statement on the FDIC internal and external websites along 

 with appropriate information about employee rights and responsibilities under civil 

 rights and related laws, regulations, and executive orders.

Workplace Inclusion

Goal 2

Strategies 2, 3

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Strategy 4 Nurture the acceptance of diversity and inclusion as a consistent part of the FDIC’s 

work environment through continuous learning efforts.

Actions A. Continue to promote awareness and discussion of diversity and inclusion by 

 focusing on issues that impact today’s workplace, including, but not limited to, 

 generational, gender, gender identity, and veterans’ issues, unconscious bias, 

 and misconceptions about working with individuals with disabilities. 

B. Ensure equal employment opportunity and diversity and inclusion are included in 

 developmental competencies that enhance organizational units, workgroups and 

 high-performing teams, and that they meet the needs of the FDIC and its workforce.

C. Implement online diversity and inclusion training for employees to ensure consistent 

 understanding of the FDIC’s commitment to diversity and inclusion.

D. Continue to enhance the Diversity and Inclusion Education Series in conjunction with 

 the CDACs by ensuring programs and activities support the learning experiences for 

 all employees, while continuing to recognize federal observances.

E. Continue to provide diversity and inclusion messaging in classes for new employees 

 and supervisors such as One FDIC, Leadership 101: Introduction to FDIC Leadership, 

 Essentials of Team Leadership, and Fundamentals of Supervisory Leadership.

F. Continue to provide training to managers, supervisors, and employees about the 

 prevention of unlawful discrimination, retaliation, and harassment through in-person 

 training, computer-based training, webinars, and resource information on the OMWI 

 website.

Strategy 5 Strengthen programs to increase employee engagement to support and promote 

agency-wide diversity and inclusion efforts.

Actions A. Engage the CDACs to expand awareness of diversity and inclusion at headquarters, 

 regional, area, and field locations.

B. Leverage the Workplace Excellence Program as a resource for maintaining and 

 institutionalizing positive workplace programs and policies to enhance retention.

C. Continue to support employee development of and participation in ERGs at headquarters, 

 regional, area, and field locations, and provide such groups with access to present ideas 

 and issues to OMWI, the Workplace Excellence Steering Committee and Councils, the 

 CDACs, and the Diversity & Inclusion Executive Advisory Council (D&I EAC).

Workplace Inclusion

Goal 2

Strategies 4, 5

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D. Encourage managerial support and sponsorship of ERG, CDAC, and Workplace Excellence 

 activities to the extent that the support provided will benefit the FDIC’s workforce.

E. Support and collaborate with division and office level diversity working groups. 

F. Address workplace issues and/or enhancements to support retention of diverse employees 

 as they are identified by the CDACs, Workplace Excellence Steering Committee and 

 Councils, and ERGs.

Strategy 6 Support employee inclusion by recognizing the diverse priorities and needs 

of employees in maintaining healthy career/work-life integration.

Actions A. Seek out and adopt policies, programs and benefits that support and enhance the 

 career and work-life integration of employees, including telework, wellness programs, 

 and other work-life flexibilities and benefits.

B. Encourage employees and supervisors, where appropriate, to enable flexible workplace 

 policies that support employee engagement and empowerment.

C. Educate employees on the benefits of the career and work-life programs on employee 

 retention and increased productivity.

Workplace Inclusion

Goal 2

Strategy 6

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Goal 3 The FDIC will equip leaders with the ability to manage diversity, measure results, 

refine approaches on the basis of the results, and institutionalize a culture of inclusion.

Strategy 1 Tie diversity and inclusion to FDIC business success.

Actions A. Establish FDIC annual performance goals that further promote diversity and inclusion 

 throughout the FDIC.

B. Promote accountability at all levels for cultivating a culture that encourages collaboration, 

 flexibility and fairness to enable individuals to contribute to their full potential.

C. Continue to coordinate, through OMWI collaboration, the development of diversity 

 plans by divisions and offices tailored to their respective needs and challenges, and 

 facilitate progress reporting to the D&I EAC.

D. Engage senior leadership and the D&I EAC through collaboration, consultation, and 

 communication on diversity and inclusion issues impacting the FDIC.

E. Ensure that OMWI reports progress on the effectiveness of diversity and inclusion 

 policies and programs at least quarterly to FDIC leadership through the D&I EAC.

F. Review the FDIC Diversity and Inclusion Strategic Plan annually and update, if needed, 

 to align with FDIC diversity and inclusion priorities, division and office level diversity 

 plans, performance goals, and other related human resource strategies to support 

 diversity and inclusion.

Strategy 2 Make diversity and inclusion reporting more actionable through improvements 

in data collection, presentation and reporting frequency.

Actions A. Continue to review data analytics requirements, identify new reporting techniques, 

 and incorporate external data sources to enable more comprehensive analyses of 

 recruitment, advancement, and retention.

B. Assess the effectiveness of existing controls to ensure the reliability of data on 

 workforce analytics for internal and external reporting, and revise the controls, 

 as necessary, if issues are discovered.

C. Enhance OMWI’s advisory role to the leadership of FDIC divisions and offices.

Goal 3

Strategies 1, 2

Sustainability

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Strategy 3 Create opportunities for executives to demonstrate commitment to and support 

of diversity and inclusion in the FDIC.

Actions A. Encourage executives and managers to speak at both internal and external events that 

 demonstrate their commitment and support of diversity and inclusion.

B. Collaborate with executives and managers on the Diversity and Inclusion Education 

 Series to broaden program perspectives to meet the needs of their divisions and offices.

C. Engage employees in discussions about diversity and inclusion to allow management 

 to gain insights and possible action items to pursue at the division and office levels.

D. Identify and share diversity and inclusion best practices at the division and office levels.

Goal 3

Strategy 3

Sustainability

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Design: FDIC/DOA/CSB/Graphic Design and Printing Unit

FDIC-019-2018