Taking action: Examples of Good Employer initiatives

Demonstrates leadership and vision that articulates the values of the organisation and the importance of people and diversity; a structure that is supportive and equitable; managers that are accountable for providing equal employment opportunities for their staff and managing diversity; willingness to build engagement processes with employees and their representatives; opportunities for staff to participate in organisational decisions; and a learning culture which recognises and supports the aims and aspirations of all employees

High level documents i.e. values, code of conduct, strategic and operational documents, articulate the value of staff and the importance of EEO for all

Organisational acknowledgement of the different aims and aspirations, employment requirements and the need for involvement of target groups

Organisational recognition of the value of things Māori; making visible a Māori dimension in the workplace including use of Māori language, culture, practices and/or acknowledgement of the Treaty of Waitangi; and opportunity for staff to understand and contribute to the organisational approach to valuing Māori

Chief Executive champions EEO publicly and articulates its importance externally and internally

Senior management’s responsibility and accountability for EEO included in position descriptions, performance agreements and reviews, and they regularly report on results of EEO initiatives to the Chief Executive, and are rewarded for good practice

Senior managers are knowledgeable and skilled in EEO and managing a diverse workforce

Analyses are undertaken on policies and practices to identify areas of bias and discrimination that have a disproportionate impact on target groups

Implements an impartial, transparent employment process with no barriers or biases to employing the best person for the job regardless of gender, ethnicity and disability; and provides a comprehensive introduction to the organisation for all employees setting out the organisations values and employee opportunities

 

Policy addresses recruitment of target groups

Organisation encourages under-represented groups to consider study/employment in non-traditional areas through career day participation, classroom presentations, and competitions

Job advertisements indicate the value the organisation places on staff and EEO for all

Job advertisements are placed to maximise exposure to target groups eg ethnic media

Where appropriate for the job, competence in kaupapa Māori is included in job specifications and descriptions eg te reo, tikanga; and development and management competencies include the ability to develop relationships with iwi and understand Māori goals and aspirations

Build relationships and engage with Tangata Whenua (local Māori) eg Tenths Trust in middle Wellington

Interview panels have representation from target groups

Recruitment consultants and interview panels are trained on EEO and are advised to produce a gender-balanced field of appointable candidates

Names are removed from CVs before circulating to relevant departments or selection committees

There is a place for whānau and other support people in recruitment interviews, advocacy and welcomes, including powhiri/whakatau

All jobs are advertised as potential job share or part time unless there is specific reason why this would not be appropriate

The diversity of applicants, interviewees and appointments is tracked and used to measure numbers and bias at different stages of the recruitment process

Comprehensive induction procedure with welcome and in-depth programme introducing the culture of diversity, the value placed on staff within the organisation and the importance of EEO

Provides a learning environment and takes a positive, equitable approach to developing all employees through internal and external training, coaching and mentoring; develops employees in line with organisational and individual requirements; provides equal opportunities for all employees to move up, through and out of the organisation in a positive way; and provides performance management practices that are transparent and fair

Policy addresses training, development, promotion, progression, transfer and exit of target groups

People from target groups are promoted or transferred into non-traditional roles

Mentoring and coaching programmes in place with emphasis on target groups, especially when people are recruited or transferred into non-traditional work areas

Succession planning operates with high potential staff identified from target groups

Line/operational experience is provided for women and other target groups in staff roles as line experience is most likely route to senior positions

Exit interviews are regularly monitored to identify EEO reasons for staff leaving

All staff are trained in understanding of EEO and diversity, including cultural and disability awareness

Forums and dialogue occur on the aims and aspirations, employment requirements and the need for involvement of Māori, ethnic minorities, women, people with disabilities and other groups that are sometimes overlooked

There is dialogue on Māori culture, language and practices, and the opportunity to develop understanding and knowledge, for example through learning te reo and attending forums on the Treaty of Waitangi

All staff have equitable access to training and development opportunities, including part timers, and there are regular training needs analyses and audits

Career development, leadership training and challenging assignments provided to target groups

Networking is encouraged and opportunities are provided internally and externally

Performance management conversations take account of different peoples’ styles and ways of talking about themselves and their accomplishments

Performance reviews provide opportunity to discuss training and development needs and work/ life balance issues

Workplace design and organisation takes account of the need to assist employees to balance work with the rest of their lives and ensures managers relate to employees in a respectful and flexible way, considering the employment requirements of all groups including parents and other carers

Regular analyses of the needs of staff from target groups, and strategies introduced and evaluated to address their needs

Policies and practices address work/life balance, and their uptake and effectiveness is measured

Barriers to workplace participation, for example women returning after parental leave, are identified and action taken to address barriers

Policies and practices support worker participation and workplace democracy, including the role of unions and union delegates. Staff are consulted on their work life and their views are taken into account.

Work from home on a regular or occasional basis with organisation’s computers available to use

Flexible rostering and shiftwork offered in consultation with staff, including union and health and safety representatives if appropriate

Flexible work, particularly part time work, is an acceptable option for staff and managers at all levels of the organisation especially after parental leave and heading towards retirement

Employees able to request flexibility in hours of work on temporary or permanent basis and this will be considered taking business and employee’s needs into account

If an employee’s work hours reduce (ie they take up part time work), their job should be evaluated and re-designed to take account of less time available, while ensuring responsibilities and status are preserved

Has a transparent, fair, gender neutral remuneration system which is regularly reviewed; ensures equitable job opportunities and conditions; and recognises employee contributions

 

Clear policies and practices on pay, including how performance reviews, job-sizing, service and/or market relativities are taken into account in setting pay

Starting salaries set equitably and reviewed regularly

Transparent pay structures with increments documented and included in individual and collective employment agreements

Jobs evaluated to ensure they are accurately valued and ranked according to the level of knowledge, skill, understanding and problem-solving they require

Pay reflects job ranking, and historical inequities along gender and ethnic lines are addressed

Managers provide regular feedback and recognition to all staff

Carers, personal or dependant leave offered

Short-term or casual work assessed and workers consulted about permanency if they have been doing the same job for a lengthy period

Need for child care or elder-care assessed and places and/or subsidies offered to staff

Extended leave provisions offered such as career breaks, sabbaticals and 48/52, where an employee takes 8 weeks annual leave per annum in exchange for a slightly reduced fortnightly salary

Paid parental leave offered, to supplement the government-funded PPL scheme

Breaks and facilities available for breastfeeding or expressing milk at work

Pregnancy and parenting handbook developed with a keep in touch programme, and other relevant information provided

A resource and referral service contracted and offered to staff to help them balance their work and family responsibilities

A te reo allowance offered

Provides a zero-tolerance environment to all forms of harassment and bullying; takes a pro-active approach to training managers and staff on their rights and responsibilities; has a specific policy and procedure for dealing with harassment complaints and acts quickly to address complaints

Anti-harassment / anti-bullying / positive work environment policy in place, with grievance handling procedures included in induction programme

Email and intranet misuse policy which all staff are familiar with

All staff trained, and regularly re-trained or reminded on identifying and preventing sexual and racial harassment and bullying, at least every 2 years

Regular emails or computer pop-ups occur alerting staff to the organisation’s zero-acceptance and intolerance of harassment, and the promotion of a positive work environment

Anti-harassment/bullying/grievance staff members are known to all employees

Complaints are treated seriously and expeditiously according to the policy

7. Safe and Healthy Environment

Provides a healthy and safe workplace and trains all employees on their responsibilities in this respect; creates an environment that supports and encourages employee participation in health and safety; takes a pro-active approach to employee health and wellbeing in order to provide physical, cultural and psychological safety; deals with issues in a supportive way; and reduces workplace obstacles to accommodate people with disabilities

Health and safety policy is accessible to staff, with opportunities for workers to participate effectively in improving workplace health and safety

All staff are adequately trained and supervised for the work they are doing, including training in safe work practices

All staff have physical, emotional, psychological and cultural safety

Stress management policy in place which acknowledges and addresses stress as a workplace hazard

Clear process for considering and responding to stress-related complaints and concerns from employees, and for identifying and minimising hazards

All staff take annual leave on a regular basis and a reasonable proportion is taken in one uninterrupted period

Employees returning from extended sick leave are provided with support when they return to work

An employee assistance programme is available and staff are regularly reminded of it

The workplace is designed to meet the needs of those with a disability and any barriers are removed

If applicable, the organisation has a policy around changed work requirements in the case of pregnancy

The wellbeing of staff is addressed, for example anti-repetitive strain injury training, eye tests, fitness and yoga are introduced and/or staff exercise programmes are subsidised