Eliminate systemic unconscious bias Review all HR programs and practices to remove systemic biases Include people from diverse backgrounds in the review and design of HR processes Investigate options for unconscious bias or diversity and inclusive work practices training Ensure all recruitment panel members have undertaken unconscious bias or similar training Undertake regular staff surveys to test efficacy of culture change initiatives Staff are supportive of revised HR processes Publish outcomes by gender and other diversity measures Monitor participation rates in relevant training programs Increase representation of women from diverse backgrounds in the workforce by identifying talent from diverse recruitment pools Proactively engage stakeholder groups in recruitment activities to encourage a diverse pool of applicants Workforce dashboard report provided to Executive Board, People Committee and Inclusion and Diversity Committee for monitoring Retention and Promotion Encourage a range of work styles Develop a framework for Group Action Plans that specifically highlights the need for a broad range of work styles People Branch report to the Executive Board or Inclusion and Diversity Committee on ways to encourage and manage diverse work styles Undertake regular staff surveys to test efficacy of culture change initiatives People Branch report on outcomes through People Committee to the Executive Board Invest in PM&C data analytics capability to focus on gender equality and broader inclusion and diversity measurements Create a data analytics framework that analyses and reports on gender equality and other diversity measurements Publish information within the Department relating to recruitment outcomes, performance data, and high profile opportunities that include gender and other workforce metrics Quarterly reports through the People Committee to the Inclusion and Diversity Committee that are published on the Department’s intranet Data informs reporting to the Secretaries’ Equality and Diversity Council Reporting informs the development and implementation of workforce plans and other people strategies
Increase representation of women from diverse backgrounds in the SES Implement tailored training and development programs with a particular focus at the EL2 level to enhance opportunities an promote talent Leverage off existing and emerging opportunities such as the APS Indigenous Talent Council, CEW Exchange and the PM&C Diversity Exchange Program. Provide mentoring to high performing staff. Organise seminars/presentations from SES women describing their own experiences and roles. Consciously consider diversity when forming task forces or deciding on opportunities for high profile roles Consider the development of a formal women’s sponsorship project Workforce dashboard report provided to the Inclusivity and Diversity Committee through the People Committee Build inclusion of staff from all backgrounds by raising the status of Diversity Networks Clarify the roles and responsibilities of networks, People Branch and Diversity Champions Support the establishment of a Disability Network Support the establishment of a Culturally and Linguistically Diverse Network PM&C recognises the important role of employee Networks and actively supports staff participation Ensure PM&C events are planned with due consideration of cultural sensitivities and with Work with Networks to develop guidance regarding event scheduling Whenever possible, events are not held at times that exclude people from diverse
state and territory, and local prioritise gender equality in public sector leadership across Australia. Agencies will seek out opportunities to promote the principles and practices of the Strategy across all levels of government Provide access to information about training and events (as appropriate) Agencies will work with the Office for Women to develop individual action plans for achievement of the Government's Board representation target and apply the target when appointing to internal boards, committees and panels Develop action plan for women’s representation on boards Women’s representation on Boards reaches 50/50 by 2019 STRATEGY FOCUS ACTION MEASUREMENT Innovation to Embed Equality in Employment Practices Gender equality will form an explicit part of agencies' innovation agendas. Each agency will develop a tailored program of personnel practices, appropriate to the particular agency's needs, to promote gender equality and ensure the aims of the strategy are met People Branch to discuss with innovation leaders within the Department Gender equality is incorporated into the PM&C innovation agenda The Innovation Champions Group will incorporate gender equality into its priorities and actions People Branch to commence discussion with Innovation Champions Group Gender equality is referenced in our innovation communications Agencies will review their recruitment, retention, and performance management practices to drive gender equality. This includes building organisational capability to address unconscious bias, committing to appropriate gender balance on selection panels, all panels asking '50/50—if not, why not?' for gender balance in shortlisting processes, and ensuring learning and development opportunities are appropriate and equitable Review recruitment systems with reference to the publication In the Eye of the Beholder: Avoiding The Merit Trap and input from the BETA team Report progress to People Committee Application pools and selection outcomes reflect diversity of background and experience Agencies will work towards meeting the criteria of the Workplace Gender Equality Agency 'Employer of Choice for Gender Equality' citation Review PM&C readiness to meet WGEA’s citation criteria Report provided to the Inclusivity and Diversity Committee
for consideration and action STRATEGY FOCUS ACTION MEASUREMENT Increased Take-Up of Flexible Work By Men Agencies are to review current roles and adopt a 'flexible by default' approach. This includes managers challenging assumptions about how work should be done and how jobs are designed. Agencies are to put in place steps to ensure flexible work arrangements are not detrimental to employees' career progression Continue All Roles Flex trial, modify, review and implement policy in line with staff feedback All Roles Flex implemented with measures of success identified for reporting to the Inclusion and Diversity Committee Leaders must put mechanisms in place to improve the take-up of flexible work arrangements by men Include feedback from men in the implementation of All Roles Flex Trial PM&C Staff Census STRATEGY FOCUS ACTION MEASUREMENT Measurement and Evaluation Agencies must evaluate their current gender balance across classifications and work areas. This includes appraising organisational culture and reviewing programs, policies, guidance and training to address unconscious bias See PM&C specific actions PM&C Staff Census Annual Group reporting to the Inclusion and Diversity Committee Agencies will review performance assessment processes and performance indicators across all levels of management to ensure a range of skills are valued and rewarded See PM&C specific actions Undertake regular staff surveys to test efficacy of culture change initiatives Where targets are not being met, leaders, managers and supervisors will engage in honest conversations with their staff about progress towards gender equality and workplace flexibility Regularly review implementation progress at the Inclusivity and Diversity Committee Action plan refined as necessary Inclusivity and Diversity Committee to task People Committee to ensure interventions take place to address missing targets with