The Foreign Service Journal, September 2020

38 SEPTEMBER 2020 | THE FOREIGN SERVICE JOURNAL These challenges isolate many minority officers. Many who ultimately decide to leave the State Department feel they are dealing with these hardships alone, on top of navigating a chal- lenging career. Fixing these issues goes well beyond increasing the number of entry-level fellows. The Diversity and Inclusion Strategic Plan takes a step in the right direction, but its execu- tion must be informed by addressing some of the cultural chal- lenges we have outlined here. Retention: The Elephant in the Room The State Department is an amazing place to work for many reasons. As such, it will never have to worry about finding qualified candidates who want to join its prestigious ranks. Yet there is still very limited understanding in broader American society of what the department is and what a career with State might look like. This is one of the primary reasons the Picker- ing and Rangel Fellowship programs were created: to expose Americans who might not otherwise contemplate a career in foreign affairs to the Department of State. Given the level of investment in these programs, it seems quite strange that the department does so little to protect its investment by retaining the talent it has worked so hard to attract. While diverse officers do receive informal mentoring, there is no mechanism by which the department captures and understands their experiences and addresses them through training or other support for program alumni. In this gap, PRFA peer networking has helped foster resilience among offi- cers facing discrimination that they believe cannot be talked about in the open. But the efforts of an affinity group can- not possibly be expected to make up for State’s institutional failures. The PRFA cannot be a stand-in for the lack of diverse offi- cers in senior leadership roles who might otherwise serve as mentors and sponsors for diverse officers navigating the inter- section of discrimination and an already-opaque assignments process. Nor can PRFA establish departmentwide training to strengthen all employees’ abilities to work fairly and effectively in a multiracial professional environment. Employees of color cannot gain a firm foothold and advance successfully in an organization that does not fully recognize them or their contributions. We must be honest and take a hard look at the organization we serve. The department has failed its employees of color by not fully embracing and institutional- izing diversity and inclusion. During this watershed moment, PRFA continues to address systemic racial disparities within the department and looks forward to working with department leadership and other employee affinity groups to address these concerns. Where Do We Go from Here? Despite these shortcomings, there is space to remain hopeful. We see positive strides from our leadership. On June 8, Deputy Secretary of State Stephen Biegun met with three employee affinity groups representing Black Americans and employees of color. In this meeting PRFA shared a list of rec- ommendations to cultivate an inclusive workplace, focused on three themes: • Create accountability mechanisms to curtail toxic and discriminatory behavior. • Improve retention by institutionalizing a support system within the Global Talent Management Bureau and coun- seling services through the Office of Continuity Services to support employees of color. • Promote diverse officers’ career development to build a pipeline for mid-level officers to reach the senior ranks. The Deputy Secretary affirmed his commitment to address persistent disparities within the department, including regular engagement and partnership with these organizations and other affinity groups. This dialogue was a crucial step in a jour- ney that will involve many more steps. The department must take significant steps to shift its organizational culture and genuinely embrace diversity and inclusion. This will require adequate staffing and funding resource allocation. Yet it is not solely the State Department’s responsibil- ity or that of the affinity groups to foster a diverse, inclusive workplace. Our white colleagues also have a major role in this effort, for allyship is critical to ensure employees of color are treated equitably, with dignity and respect. Consider this your call to action. Small changes in behaviors and perspectives Given the level of investment in Pickering and Rangel Fellowships, it seems quite strange that the department does so little to protect its investment by retaining the talent it has worked so hard to attract.