Why Diversity Matters in the U.S. Army: A Personnel Analysis

Introduction to Diversity in the Armed Forces

The term diversity has commonly been used to describe the variations in characteristics among two or more individuals. It can cover visible characteristics (such as age, gender, and race) as well as invisible ones (such as knowledge, values, and culture). Considering the attention paid to diversity by contemporary organizations, understanding the reason for this focus on workforce diversity and what it implies within the armed forces personnel management context is valuable (Kamarck, 2017).

Within the armed forces, the subject of diversity is complex in nature—conceptually as well as with respect to its administrative and practical implications. Diversity constitutes one of the biggest and most challenging HR management issues faced by military HR leaders over the last twenty to thirty years. Increased diversity in the areas of recruitment, employment, and development has challenged conventional armed forces organizational principles, standards, outlooks, and beliefs. It has led to the modification and revision of HR models, practices, policies, and initiatives (Pinch, 2006).

Pinch (2006) notes that several entities consider diversity a core value of multicultural, egalitarian societies, and that organizations ought therefore to seek diversity irrespective of its link to performance measures. From an HR management standpoint, diversity has largely been examined in terms of how it affects factors such as group dynamics, which in turn influence organizational performance. The following two main factors have been analyzed in both military and civilian contexts:

• Cohesion: Dedication to the common goals of a group and to fellow group members.
• Effectiveness: A group's capability of fulfilling its goals efficiently.

The Importance of Diversity in the Military

The armed forces constitute a national asset and have traditionally led the way in providing opportunities to a diverse group of individuals. As a large organization with an international presence, the American armed forces' status as a diversity-focused employer affords it a competitive edge in recruiting talented personnel across cultures, ethnicities, genders, generations, experiences, and other backgrounds—particularly given today's diverse candidate pool.

The armed forces draw employees from the world's most diverse nation, yet further progress is still needed. Expected demographic shifts, together with a diminishing available talent pool, may have implications for sustaining the All-Volunteer Force (AVF). It is a well-known fact that the armed forces have a proud and long history of diversity, dating to the 1948 Presidential Executive Order on equal opportunity and treatment within the armed forces. Though the nation's pride in the level of diversity achieved through equal employment opportunity is warranted, the long-term focus must transcend these efforts.

Military leaders need to stress that diversity forms an intrinsic component of American culture, and that when adequately recognized and supported, it forms the bedrock of an inclusive Army environment. This represents one constituent of developing adaptive, responsive, and capable leaders who can operate efficiently in whatever environment they face. It is a vital component of leadership that sustains superior performance through the armed forces imperatives: Prepare, Sustain, Transform, and Reset (Judy & D'Amico, 1999).

Potential Army Diversity Outcomes

Numerous existing practices that drive effective diversity programs stem from a need for continuous improvements in business results and enhanced mission performance. Diversity programs affect the availability of highly skilled employees and an organization's ability to fully leverage those capabilities. Inclusive environments in which personnel feel valued by their organization can reduce workforce-related expenses, yield superior quality products, enhance marketing of products and services, and improve innovation. The armed forces' diversity program drivers include mission achievement, the current workforce's preparedness, national imperatives, future HR requirements, and the need to prepare soldiers and civilians for international engagements and the human dimension of leadership. A broader case for armed forces diversity incorporates the following key considerations (Judy & D'Amico, 1999):

• Accessions: Talent is a distinguishing element of organizational performance. As the United States grows more diverse, the nation's talent pool is increasingly distributed across that diversity. The military must recognize this reality and recruit accordingly to ensure talented candidates are selected. Motivated, valued personnel working within an inclusive climate can deliver positive messages to civilians, influencers, and potential recruits.
• Retention: From a diversity standpoint, recruitment and retention thrive within the same inclusive environment. Motivated, valued, and fully engaged personnel who develop professionally within a climate of ample opportunity are more inclined to remain in the Army's service and encourage fellow employees to do the same.
• Performance: High-performing organizations are composed of top performers. Following recruitment of top talent from the nation's labor market, high-performing units can be sustained by understanding those who are led and making the most of their diverse skills, abilities, and traits attributable to unique experiences and backgrounds. Integrating individual talent into mission attainment in a given area can motivate personnel to perform better across all remaining areas.
• Personnel Processes: A focus on diversity practices and principles cultivates an appreciation among leaders for the potential contributions of diverse personnel. Such appreciation will result in personnel processes and systems designed to manage talent, guarantee balanced opportunities, improve individual capabilities, and contribute to a high-performing environment.
• National Implications: Armed forces personnel represent a diverse nation that is continually evolving demographically, and the armed forces serve and protect that same diverse population. Army insights into the nation's diversity will create new opportunities for influencing diverse communities, supporting youth preparation, and establishing a brand that positively shapes the military's human capital approach. As the nation's demographics continue to evolve, the military must effectively attract and retain qualified personnel from a wide range of backgrounds.
• Education and Training: The armed forces have a strong incentive to invest in diversity education and training at all ranks, as a majority of Army personnel will likely encounter cultural competence challenges through conflict or foreign missions. Cultural understanding, however, must begin at the domestic level. The future demographics of the armed forces will introduce fresh cultural and linguistic challenges within military ranks. Understanding internal differences—whether personal, cultural, or otherwise—through education, training, and development opportunities will foster among personnel a disposition toward understanding others, whether for deployment missions or future recruitment generations.
• Global Engagement: The anticipated nature of future global engagements necessitates a diverse military prepared to address the human dimension of conflict. Present and imminent security environments demand a culturally adaptive and perceptive military capable of responding to the nation's interests in any environment. An effective, long-term diversity program will provide the armed forces with an opportunity to become a national diversity leader. Effective understanding of internal differences, including cultural disparities, will result in a tendency to respect individual differences that extends to preparations for global operations. It is naturally not easy to appreciate other cultures before first appreciating one's own, but internal success can improve the capacity to move beyond personal differences and become more sensitive to other cultures.

Together, these outcomes illustrate that a well-designed diversity strategy is not peripheral to military effectiveness but central to it. As the United States Army faces evolving demographic and geopolitical realities, the integration of diversity across all functional areas strengthens the force's ability to recruit, retain, and deploy the talent needed to fulfill its mission.

Conclusion

One need not link diversity to a straw man's trope of inferior standards. If equal opportunity and results are embraced together, the outcome can be a win-win situation. While this may take time, it is genuinely possible to improve military quality and gradually make the Army more reflective of the diverse American nation it serves (Forsling, 2015).

References

Forsling, C. (2015). Why the military needs diversity. Retrieved from https://taskandpurpose.com/why-the-military-needs-diversity/

Kamarck, K. N. (2017). Diversity, inclusion, and equal opportunity in the armed services: Background and issues for Congress. CRS Report, Congressional Research Service. Retrieved from https://fas.org/sgp/crs/natsec/R44321.pdf

Judy, R. W., & D'Amico, C. D. (1999). Workforce 2020. Hudson Institute.

Pinch, F. C. (2006). Challenge and change in the military: Gender and diversity issues. Canadian Defence Army Press.