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Australian Government Department of Families, Housing, Community Services and Indigenous Affairs

About FaHCSIA

FaHCSIA Diversity Plan 2006-2009

Secretary's foreword

No two people in FaHCSIA, in Australia, in the world are the same. We are all different and FaHCSIA values the diverse skills, knowledge and experience that staff bring to the department. I am proud to endorse and support the FaHCSIA Diversity Plan 2006-2009 - making it real, and I look forward to promoting and celebrating diversity in the workplace.

I'm a big supporter of workplace diversity, and a principle that I believe always holds true is that teams are most effective when input comes from people with lots of different perspectives. Teams achieve the best outcomes and results when staff draw upon their different views and backgrounds.

Diverse ideas, creativity and forward thinking can come from different work approaches, differences in age, religious affiliations, lifestyle preferences or countries of origin. We are all different and should be accepted and respected for our differences.

In my view, workplace productivity is always improved when we have diversity in our workplace and we have the capacity to understand different views, perspectives and strengths.

FaHCSIA plays a critical role in improving the lives of Australians. We are responsible for a quarter of the budget, we have 80 programs and deal with 16,000 organisations, therefore it is our responsibility to ensure that we are able to reflect and consider broad perspectives across the community within our workforce.

FaHCSIA has a vast reach. We impact on many lives, and it is our role to ensure that the department's workforce mirrors the Australian community, enabling us to continue to provide accurate and effective social policy advice and efficient programmes.

The FaHCSIA Diversity Plan - making it real, is our plan of action for creating and supporting a workplace that values, embraces and reaps the benefits of the diversity of our people. I urge you all to join me in working together in the One FaHCSIA way and celebrating and encouraging the diverse ideas, abilities, wisdom and unique approaches of your teammates.

Jeff Harmer
Secretary

Valuing diversity - making it real

What is diversity?

Diversity builds upon the concept of equal employment opportunity to encompass all of the things that make us different from one another. It covers the obvious things such as our age, gender, abilities, language, ethnicity, religion, and cultural background.

Diversity also includes other factors such as our different backgrounds, experiences and perspectives, our education level, working style, socio-economic background, personality, marital status, family and personal responsibilities, and sexual orientation. Diversity is the presence of a wide variation in the qualities or attributes contained in this Plan.

The 'business case for diversity', as it is often phrased, is that Australians are now a diverse group from a range of different backgrounds, experiences and FaHCSIA will be most effective in meeting our goals as an organisation, if FaHCSIA staff reflect the diversity of all those Australians whose lives we are trying to improve.

Our vision

FaHCSIA'S purpose is to improve the lives of Australians by helping to build the capacity and wellbeing of individuals, families and communities. Our vision is to ensure we apply these principles internally to improve the lives of our staff and allow them to achieve their potential.

The FaHCSIA Diversity Plan - making it real, is our plan of action for creating and supporting a workplace that values, embraces, and reaps the benefits of the diversity of our people. It builds on our diversity commitment made in Our Values and Leadership Model.

It's a plan for creating opportunities and developing shared values and ways of behaving to show everyone in FaHCSIA, as well as potential new staff, how we will bring workplace diversity to life over the next three years.

The issues it addresses are real issues for FaHCSIA people identified through consultations over the last 12 months.

What is workplace diversity?

In FaHCSIA, workplace diversity is a commitment to value and respect our differences and to reflect this in the way we work and treat each other. It is ensuring we have a fair, accessible, flexible and inclusive workplace. It is how we manage our responsibilities to each other in order to work to our full potential in achieving FaHCSIA' business goals. Diversity includes each of us in our varied roles at FaHCSIA, whether you are a APS Level 1 or a Senior Executive; an on-going employee or a nonongoing employee.

It also involves meeting our legislative obligations as a government agency and as an employer, and applying the principles of equity, merit and equal employment opportunity in the workplace.

Our workplace diversity objectives

Our plan is designed to address barriers to diversity and engender a culture of valuing diversity to achieve the following objectives:

The benefits of making it real

For individuals

For teams

For FaHCSIA

How FaHCSIA'S Diversity Plan - making it real works

The FaHCSIA Diversity Plan - making it real clarifies our expectations of each other; the things we'll be doing about diversity in FaHCSIA; what we will need to be able to do this; and how our success will be measured. It outlines what you and your team need to do and the things you can expect to see happening in your local workplace and across FaHCSIA as a whole.

The Plan's three objectives for diversity apply to organisational, workgroup and personal levels. Against each of these there are responsibilities which each of us must fulfil, additional responsibilities for managers, and specific organisational commitments that FaHCSIA will fulfil.

The parts of the Plan build on each other. While we all play varying roles in making diversity real in our workplace, the Plan acknowledges the supports needed to foster an environment in which this can happen, including reaffirming the rights of each of us as FaHCSIA employees.

How will we know if its working?

People Branch will report to the Executive Management Group (EMG) twice a year as part of its scheduled HR Strategies and Priorities reporting process.

Responsibilities


Individual - each of us regardless of our position or classification
As far as possible, our workforce reflects the broader Australian community. Work groups foster flexible work arrangements to meet both the individual and FaHCSIA'S needs. We all make it real by putting workplace diversity into practice.
FaHCSIA employees abide by the FaHCSIA Values and the APS Values and Code of Conduct. Get to know your team members and appreciate their differences. Understand your own role in contributing to business outcomes. Undertake development opportunities to enhance your knowledge of diversity. Take personal responsibility in your work group to achieve a supportive and harmonious workplace. Challenge your own assumptions. Don't be afraid to ask. Understand your responsibilities and rights and how to address issues in the workplace. Speak out about conduct in the workplace that is inconsistent with the FaHCSIA Values and Diversity Plan. Know who your Harassment Contact Officers are and familiarise yourself with the FaHCSIA Guide to a Workplace Free of Harassment.
Managerial - responsibilities in addition to your individual responsibilities
As far as possible, our workforce reflects the broader Australian community. Work groups foster flexible work arrangements to meet both the individual and FaHCSIA'S needs. We all make it real by putting workplace diversity into practice.
Act as a role model of expected behaviour as per the FaHCSIA Leadership model. Consider the diversity of your work team in planning work and achieving business outcomes. Act promptly and sensitively against behaviour inconsistent with FaHCSIA Values, Code of Conduct and policies.
Value and celebrate your own diversity as well as the diversity of others. Provide support to people to contribute to the best of their abilities. Be confident that your managerial practices are non-discriminatory and match the policy. Use guidelines and policy as a reference.
Build your own knowledge of legislative and policy obligations relating to Diversity - including merit in employment, equitable opportunities for advancement, Indigenous Recruitment and Retention, Reasonable Adjustment, Mature Workers Strategy, These policies will be located on STAFFnet. Use IPMS discussions to identify particular strengths and skills of your employees and yourself, and to target areas for improvement including FaHCSIA Values and Leadership Behaviour. Actively support and encourage equitable access to development opportunities for all employees.
Be creative, flexible and open minded in identifying and meeting recruitment and workforce needs. Use resources and seek expert advice when needed. Encourage and reward behaviour that sustains safe, respectful and harmonious work environments. Apply FaHCSIA Values and the guidelines for a Workplace Free of Harassment, and act promptly and sensitively against inappropriate workplace behaviour. Openly welcome the challenges and benefits that diverse views and thinking bring, and actively seek them out. Share diversity initiatives.
Share experiences and support colleagues to achieve better outcomes. Manage with discretion, sensitivity and awareness of privacy considerations. Seek support or guidance in managing your employees through peers, mentors or the EAP through the Manager Helpline on 1800 451 138.



Organisational
As far as possible, our workforce reflects the broader Australian community. Work groups foster flexible work arrangements to meet both the individual's and FaHCSIA'S needs. We all make it real by putting workplace diversity into practice.
FaHCSIA Values are promoted.   People Branch will progressively implement a program to educate and improve diversity awareness and practice over 2006 and 2007.
Diversity and management skills are assessed in recruitment and performance management.    
Employment policies and processes are non-discriminatory including recruitment and advancement. Encourage sharing of good practice. Workplaces are accessible. People Branch will lead and support the effective implementation of the actions in the FaHCSIA Diversity Plan - making it real.
Workplaces are accessible. FaHCSIA embraces diversity. Performance indicators positively assist managers to sustain safe, harmonious and non-discriminatory work environments. People Branch will report to the Executive Management Group (EMG) as part of the scheduled HR strategies and priorities reporting process twice a year.
Diversity Activities - how you can participate and make it real…
Responsibility Action Performance Indicator
Individual FaHCSIA e-Learning modules on APS Values and Code of Conduct training and Workplace Discrimination and Harassment training progressively undertaken by all FaHCSIA employees.

Incorporate and demonstrate FaHCSIA Values and Leadership Behaviours in the IPMS and daily work.

Negotiate/acknowledge the commitment to undertake corporate roles through IPMS, e.g. Harassment Contact Officer role.

Attend FaHCSIA approved forums/ events related to Diversity.

Develop and maintain stakeholder relationships. Ensure own diversity data are up to date on IMPACT ESSentials.

IPMS agreements incorporate individual and managerial responsibilities for Values and Leadership Behaviours as expressed in the FaHCSIA Integrated Capability Framework (ICF).

Raise awareness.

Data on participation rates provided from the Capability and Performance Team, People Branch.

Understanding evidence through personal conduct as discussed by supervisors routinely and included as expectations in IPMS.

Employees able to commit time to corporate roles. This commitment is reflected in their performance agreement.

FaHCSIA has strong networks in support of Diversity Plan activity.

Attendance at approved forums/ events.

Meetings with representative internal diversity groups.

Diversity data is monitored in evaluating the effectiveness of diversity strategies.

Clarity of expectations is evident through organisational health data (exit surveys, etc).

Staff you work with are aware of their roles and responsibilities under the Diversity Plan.

Managerial Understand and utilise flexible work practices and work life balance initiatives as a means of improving work performance and productivity.

Support networking with key stakeholders that represent diversity groups e.g. Disability Stakeholders Group (DSG).

IPMS agreements incorporate individual and management responsibilities for values and leadership.

Support equitable access to capability and career development opportunities.

Use the Employee Assistance Program and the Manager Helpline to support you in your management role e.g. access advice, role play scenarios and coaching 24 hr hotline -1800 451 138.

Meet managerial and personal responsibilities for the elimination of harassment and inappropriate workplace behaviour.

 FaHCSIA employee statistical data monitored and analysed:
  • Diversity survey data indicates consistency in access to these provisions
  • Exit survey data
Networks developed.

IPMS plans reflect responsibilities appropriate for level, for achievement of diversity outcomes.

Learning and development system data indicates employees are getting relevant and useful training.

Survey data - diversity exit, and staff attitude. Aggregate data provided from EAP.

Increased use of EAP Manager Helpline.

Decrease in formal grievances/ reports to Harassment Contact Officers (HCOs).

Survey data indicates satisfaction with managerial performance.

FaHCSIA employee statistical data.

Anecdotal information suggests FaHCSIA has confidence in avenues for resolution of workplace conflict.
Executive Management Group (EMG) People Branch will monitor progress against the Plan. People Branch will report to the EMG twice a year as part of its scheduled HR strategies and priorities reporting process.
People Branch FaHCSIA effectively prepares all employees to perform in current, new or changed roles through awareness raising and capability development, including:
  • Perspectives (awareness) training
  • Online diversity modules
  • Building capability of managers to supplement existing FaHCSIA Leadership
Conduct regular Diversity Climate Surveys for FaHCSIA staff to monitor perceptions of diversity issues among staff.

Maintain demographic data, monitor demographic trends by diversity.

Review of recruitment to include processes for scoping and defining jobs, approaches to marketing and selection, reasonable adjustment on employment and suitable skills and supports for managers throughout the process.

FaHCSIA'S expectations and obligations as an employer providing a safe, harmonious and harassment free work environment are clearly promoted and enforced.

Increase in representation of HCOs in FaHCSIA.

Reasonable adjustment and job design, Indigenous Recruitment and Retention Strategy and Mature Workers Strategy are all monitored and evaluated.

Commitment of FaHCSIA Executive and SES to embrace and encourage diversity in their workplace consistent with the FaHCSIA Diversity Plan - making It real.

Undertake an on-going communication and marketing campaign to promote the importance of embracing diversity and the benefits of doing so as well as the costs of failing to do so.

Any property or accommodation decisions must consider physical accessibility of premises, and facilities for caring and health requirements.

 Statistical data suggest development is making a difference.

Feedback on development activities measures its relevance to business.

Aggregate data analysed and compared with previous surveys. People Branch will report to EMG as part of its scheduled HR Strategies and Priorities reporting process.

FaHCSIA employee statistical data suggests diversity strategies are making a difference - numbers of people in part time positions, recruitment and retention, progression, climate survey results, etc. while achieving business outcomes.

Feedback through Disability Access Coordinator.

Feedback from Coordinator of Indigenous Recruitment and Retention.

Avenues for formal and informal resolution of complaints are publicised, understood and used.

Feedback from Harassment/ Diversity Contact Officer network suggests confidence in confidentiality and credibility of processes.

Review of HCO Guidelines in order to clarify HCOs role, record keeping and reporting responsibilities.

Aim for HCO to be in every Branch with representation of various diversity groups.

Policy objectives met. Indicators as per specific plans.

All SES performance agreements include these objectives.

The internal communication activities will be measured against feedback ascertained from informal research activities, such as diversity surveys/ questionnaires, focus groups, and general comments/feedback given by clients and the executive.

Reporting and monitoring is coordinated to reflect that diversity affects everyone.
Business Support Branch Review and reporting of Disability Action Plan (DAP). Performance against APS averages and relevant benchmarks.