CIA Press Release
1 February 1999
Statement of the Director
of Central Intelligence
George J. Tenet
On Diversity
Our country
is home to gifted people of virtually every national origin, creed
and culture. In our diversity there is tremendous strength. We must
learn to recognize this diversity as the valuable asset that it is.
If we fail to do so, we will waste an enormous amount of talent and
resources. That is a waste which our country cannot afford and which
I will not tolerate.
I regard our diversity as
a powerful tool that can help us meet the intelligence challenges of
the coming century. That is why I have made advancing diversity within
our Agency and Community an important part of my Strategic Direction
planning. I am determined to increase the diversity of our workforce
and to using the many talents of the men and women who are already with
us to optimum advantage.
The demographic trends are
unmistakable. Projections indicate that over the next twenty years,
women and people of color will constitute a growing majority of new
entrants into the American labor market. The Millennium Generation,
today's 15-to-25-year-olds, is the most racially mixed generation in
our history.
Diversity is already an
imperative for the business community. Corporate America was among the
first to recognize that diversity pays dividends. CEOs know that organizations
which value diversity and know how to use it will have
the competitive edge, not only in recruiting and retaining the best
employees, but in operating successfully worldwide.
Fortune 500 companies are
out every day aggressively targeting women and minorities for recruitment.
Their sophisticated recruiting ads prominently feature women, people
with disabilities, and a range of races, ethnicities, and ages. The
corporate slogans say it all. I will cite just a few: ''We view the
world through many different lenses.'' (Kodak) ''Working together to
change the world.'' (Raytheon). ''It only works if we work together.''
(Citibank) ''Equal Opportunity Empowerer.'' (First USA). The ads aren't
merely slick public relations tools, they are genuinely representative
of a corporate population that is more diverse than ever before and
growing more so every day.
Our Intelligence Community
is competing with the private sector for the best and the brightest
of the rising generation. CIA is now engaged in the biggest recruiting
drive since the establishment of our Agency and I have made it a priority
to strengthen our recruitment capabilities.
But we simply will not be
able to attract and retain the people we need unless we
can show them that they have a rewarding future with us. Today's best
and brightest know their worth, they are in high demand, and they are
selective. We may not be able to match the monetary rewards of the corporate
world, but we can offer patriotic Americans of all stripes something
that the private sector cannot: a compelling mission of service to our
country. Our case will be strongest, however, if we can show potential
recruits that people who they can identify with and relate to are represented
at all levels, that they are excited about their jobs, that they enjoy
a good quality of life, and that they have a fair shot at the top positions
- particularly mission-critical positions.
Not only do we need to do
better bringing talented people in, we need to provide incentives for
them to stay and build long-term careers here. If we don't, and talent
walks out the door, all the time and money we spend on recruiting, and
on background investigations and medical and polygraph examinations
and specialized intelligence training once they arrive - tens of thousands
of dollars every year will be squandered. Minorities, women and
people with disabilities still are underrepresented in the Agency's
mid-level and senior officer positions.
Our Agency and our Community
must do a better job of cultivating diverse talent. It is the right
thing to do and it is the wise thing to do. The time to shape Workforce
2020 is now. To combat the threats our country will be
facing in the decades ahead, we will need collectors from diverse ethnic
backgrounds and with a wide range of expertise who can think and communicate
like our targets and pierce their human and technical networks. We will
also need analysts whose deep knowledge of other societies, cultures
and languages can bring important perspectives to intelligence assessments,
and help us red- team more effectively. And we will need technical specialists
from a wide variety of fields and backgrounds, not only for collection
and all-source analysis, but also to protect and sustain our critical
information infrastructures.
Having a more diverse workforce
will help us serve our customers better. The business community knows
that in the future both its workforce and its customer bases will be
much more diverse. The same applies to our intelligence community. The
consumers of our intelligence products will come from more diverse backgrounds
as American society continues to shift demographically. Our customers
will have a wider variety of perspectives and they will demand intelligence
products that take a wide range of views into account. We are often
asked by policymakers whether we have considered all factors and options
in arriving at our assessments or in planning operations. Having a diverse
workforce can deepen our insights and widen our frames of reference.
That said, it is not enough just to employ a diverse workforce. We must
also ensure that those with different perspectives have a seat at the
table and a meaningful voice in the discussion.
I challenge each and every
one of you to join me in increasing and nurturing diversity within our
Agency and Community. Each and every one of us - staff, contractors,
detailees and students alike can find ways to help make our offices
vibrant places where diversity is welcome, where a variety of views
is sought and heard, where equal opportunities for training and advancement
are afforded, where people are valued for the content of their characters
and rewarded for the quality of their work.
We need to do a better job
of training our supervisors and managers to mentor and lead a diverse
workforce and to marshal strengths across directorates and across the
community. I regard diversity as a precious resource and I expect all
supervisors and managers to do the same. The higher your rank, the more
accountable you will be for ensuring that this Agency and Community
are inclusive institutions, that everyone counts and contributes to
the fullest, that differences are regarded as organizational assets
rather than liabilities, and that every employee is treated with fairness
and dignity.
In a commencement address
at American University in 1963, President John F. Kennedy drew a connection
between building peace with the Soviet Union and advancing civil rights
at home. He said: ''So let us not be blind to our differences - but
let us also direct attention to our common interests and to the means
by which those differences can be resolved. And if we cannot end now
our differences, at least we can help make the world safe for diversity.''
Four decades later, as we
the most diverse country on Earth engage a world that
is growing ever more complex and interconnected, our very diversity
will be one of the most powerful tools we have to help make the world
a safer place.
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