Workforce and diversity plan

January 2021

This plan covers the following topics:

1. Introduction

2. Workforce planning

3. Company overview

4. Monitoring and review

1. Introduction

1.1 About us

Workforce planning is about having the right number of people, with the right skills, in the right jobs at the right time. It identifies the gap between current capabilities and the workforce capabilities needed to achieve the organisation’s strategic goals. It's a proactive approach to planning future staffing and skill needs.

At GESB, we're dedicated to promoting a supportive, flexible and fair work environment where differences are respected. This means a workplace that's free from all forms of discrimination and harassment and where all employees are given equal opportunities.

Like other knowledge-intensive organisations, people are vital to the effective functioning of our organisation. To develop a sustainable workforce, it's essential to have programs and processes that are adaptable and relevant. These include:

  • Recruiting strategically
  • Providing a culture that is leader driven and aimed at attracting and retaining valued staff
  • A commitment to workforce development
  • An increase of representation of people from different backgrounds at all levels across the business

In July 2020, the Public Sector Commission introduced the Workforce Diversification and Inclusion Strategy for WA Public Sector Employment 2020/25. The two goals of the strategy are to:

  • Ensure all staff in the sector experience a sense of belonging and inclusion in the work environment
  • Increase the representation of people from different backgrounds at all levels across the sector

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1.2 Our values

According to the Australian Public Service Commission, workforce planning isn’t a standalone process or system – the approach must be integrated with business practices to be effective. In response, we developed this Workforce and diversity plan that aligns with our strategic direction and company values, while maintaining the basic principles of Equal Employment Opportunity in the WA public sector.

Learn more about our purpose and values as an organisation.

1.3 Our strategy

For an overview of our strategy for the current financial year, including our operating environment, key priorities, performance targets and financial forecasts, read our Statement of Corporate Intent.

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2. Workforce planning

2.1 Our workforce plan

Our Workforce and diversity plan for 2020/21 has been developed to:

  • Build on current workforce planning, recruitment, and diversity initiatives
  • Build capability within the existing workforce to ensure we have competent and skilled employees
  • Improve retention of valued employees and the ability to attract skilled candidates
  • Promote a culture of continuous improvement that is leader driven, aligned to our values, and focused on inclusion and growth
  • Generate more awareness within GESB of the benefits of diversity in the workplace
  • Review and monitor progress annually to ensure this plan remains up to date and relevant to our needs

The key priorities of this plan include:

  • Increasing workforce representation of Aboriginal and Torres Strait Islander peoples at all levels of our organisation
  • Increasing the representation of youth (people under 25) in our workforce
  • Increasing workforce representation of people with disability at all levels
  • Support a culture that embraces multicultural access and inclusion

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2.2 Sustainable workforce

This Workforce and diversity plan has been developed to align and support the achievement of our strategic objectives. To work towards a resilient sustainable workforce, we will focus on the following areas:

3. Company overview

3.1 Full time equivalent

We recognise that all people bring different qualities, skills, qualifications, experience and attitudes to work and that valuing and making the most of these differences can improve the workplace for individuals and enhance the overall performance of our organisation. Diversity relates to gender, age, language, ethnicity, cultural background, disability, sexual orientation and religious belief. Diversity also refers to the many ways in which employees are different, such as educational level, job function, socio-economic background, personality profile, geographic location, marital status and whether or not one has family or other carer responsibilities.

Number of full time equivalent staff as at 30 June 2018, 30 June 2019 and 30 June 2020
Number of full time equivalent (FTE) staff as at: 30 June 2018 30 June 2019 30 June 2020
 FTE No. of staffFTE No. of staffFTE No. of staff

Permanent public service officers

38.0 42 40.9 45 42.83 47

Fixed term public service officers

3.0 4 3.5 4 6.8 8

State Superannuation Act employees

1.0 1 1.0 1 1.0 1

Total

42.0 47 45.4 50 50.63 56

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3.2 Our diversity profile summarised

Our diversity profile for the 2017/18, 2018/19, 2019/20, 2020/21 financial years
Diversity group 2017/18
%
2018/19
%
2019/20
%
PSC
2020/21
%
GESB target
2020/21
%
PSC target
2020/21
%

Women

57.1% 49.1% 51.7% 42.5% 51.7% 50%

Employees from culturally diverse backgrounds

14.3% 13.2% 15.5% 13.9% 15.5% 15.5%

Indigenous Australians

2% 1.9% 1.7% 2.7% 2% 3.7%

Employees with a disability

2% 3.8% 3.4% 1.5% 3.8% 5%

Youth (under 25 years)

0% 1.9% 5.2% 4.1% 6% 5.8%

Mature workers

44.9% 41.5% 48.3% 52.6% 48.3% n/a

Women in general management roles

50% 33.3% 25% n/a 25% n/a

Women in senior management roles

44.4% 33.3% 30% n/a 30% n/a

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3.3 Our diversity strategies

Future strategies:

  • Diversity is endorsed and promoted at a leadership level
    • Ensure diversity is embedded into GESB’s strategic plan
    • Model appropriate behaviours to embrace and promote a diverse workforce
    • Ensure progress towards diversity strategic goals is a standing agenda item at the leadership meeting
  • Our employees will be educated in diversity
    • Updates related to diversity are published on our staff intranet
    • Diversity events are celebrated throughout our organisation and included in the 'important dates' calendar on the intranet
    • All employees are educated on how to work effectively in a diverse workforce through unconscious bias training
    • Equal Employment Opportunity information and our Workforce and diversity plan are is included in the induction process
  • We will promote our diversity to our members and the general public
    • Our Workforce and diversity plan is published on our website
    • Employee profiles will be available on our website
  • Our recruitment requirements will include:
    • Use of easy to understand language, free of acronyms in all documentation
    • Differentiating between essential and desirable criteria (and is possible remove or change to a video answer)
    • Our diversity statement on all recruitment advertising
    • Identifying roles which are not degree qualified and simplify job descriptions and associated documentation
    • Considering specialist advertising
    • Considering interview format – instead of asking for verbal answers, have applicants show examples
    • Gaining data to understand where our applicants are coming from so they can be targeted

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3.4 Our profile

Diversity profile

Our diversity profile
Diversity Percentage of employees

Culturally and linguistically diverse

15.5%

Youth

5.2%

People with disabilities

3.4%

Aboriginal and Torres Strait Islander

1.7%  

Age profile

The bar chart shows the current age profile of GESB employees, grouped in 4-year age brackets. There is one employee under 20 years of age, 2 employees between 20 and 24 years of age, 4 employees between 25 and 29, 4 employees between 30 and 34, 8 employees between 35 and 39, 11 employees between 40 and 44, 8 employees between 45 and 49, 7 employees between 50 and 54, 7 employees between 55 and 59, 4 employees between 60 and 64 and 2 employees over the age of 65.

Our gender profile
Gender profile Female

Male

All

Gender

52% 48% 100%

Full-time

50% 92% 71%

Part-time

50% 8% 29%

Average length of service

10 years 10 years 10 years

Retirement eligibility

Retirement eligibility

Eligible retirement age

55

Percentage of employees

22.4%

Public service classification level

Public service classification level
Level Number of employees
1 2
2 0
3 2
4 5
5 9
6 9
7 11
8 13

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3.5 Youth and young professionals

Given the changing nature of the workforce – including higher levels of education for some entry level positions and staff working beyond the traditional retirement age – the relative representation of youth in public sector employment is decreasing. One of the key priorities of this Workforce and diversity plan is to increase workforce representation of youth.

We're committed to recruiting, developing and retaining youth (under 25) and young professionals (35 and under). This commitment will help create a talent pipeline for the future which will allow effective succession and workforce planning. We will also benefit from the fresh ideas, new experiences and diverse perspectives that younger people often bring to the workplace.

Achievements:

  • We participated in the Public Sector Commission’s School Based Traineeship Program in 2020
  • Recruitment policies were reviewed, and new recruitment strategies were implemented to target a diverse candidate pool – including targeting universities, Indigenous Employment Australia's website, as well as the usual Jobs WA, seek.com and internally
  • In 2019, we successfully recruited our first university graduate, Aden Dielesen, as our Communications Graduate. Aden was offered a full-time position in our Member Engagement team in 2020

Our diversity profile as at 30 June 2020

Our diversity profile for youth under 25 years
Diversity group 2017/18
%
2018/19
%
2019/20
%
Target
2020/21
%

Youth (under 25 years)

0% 1.9% 5.2% 6%

Future strategies:

  • Develop a graduate program:
    • Identify business units with staff capability gaps and target those skill areas
    • Participate in the Australian Institute of Superannuation Trustees’ SuperGrads program, providing an opportunity for one external candidate and one internal candidate
    • Create a structured learning and development program for trainees and continue to explore mentoring opportunities
  • Review recruitment procedures:
    • Review current advertising methods and assess against contemporary methods such as LinkedIn Recruiter, virtual interviews and blogging
    • Include diversity statement on all recruitment advertising
    • Ensure they target youth and young professionals and use easy to understand language, free of acronyms in all documentation
    • Provide funding for young professionals to attend relevant professional development seminars and conferences
    • Identify roles which are not degree qualified and simplify job descriptions and associated documentation

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3.6 Aboriginal and Torres Strait Islanders

One of the key priorities of this plan is to increase workforce representation of Aboriginal and Torres Strait Islander (ATSI) peoples at all levels within our organisation. We have been active participants in the Aboriginal traineeship program offered by the Public Sector Commission since 2015, and currently employ one school-based Aboriginal trainee.

Our diversity profile as at 30 June 2020

Our diversity profile for Indigenous Australians
Diversity group 2017/18
%
2018/19
%
2019/20
%
Target
2020/21
%

Indigenous Australians

2% 1.9% 1.7% 2%

Achievements:

  • Develop and promote the Reconciliation Action Plan (RAP) page on our staff intranet
  • Build support for our RAP committee by encouraging 'RAP champions'
  • Participate and celebrate National Reconciliation Week and NAIDOC week
  • Acknowledgement of Country performed by a GESB staff member at significant events
  • Display Aboriginal artwork and other culturally significant materials throughout our office
  • Create awareness of the history and cultures of ATSI peoples by recognising significant dates throughout the year
  • Cultural sensitivity training to all staff completed
  • Explore employment opportunities within our organisation and wider networks to increase the participation of ATSI peoples in the superannuation sector

We have built relationships with a number of external parties to help us create, implement and work towards achieving our Reconciliation Action Plan and related goals. Our current partners include:

  • Australian Institute of Superannuation Trustees' Indigenous Superannuation Working Group
  • AUSTRAC
  • Northern Trust
  • Indigenous Managed Services
  • Kuditj
  • Kulbardi
  • Public Sector Commission WA
  • Link Group

Future strategies:

  • We will increase the participation of ATSI peoples
    • Consult with those affected to determine what barriers currently exist and determine which barriers can be removed
    • Work with a specific ATSI recruitment agency to target advertising
    • Look at scholarship funding for ASTI students at TAFE or university
    • Look at scholarship funding for ASTI students to complete year 12
  • We will ensure our employees gain awareness and a basic understanding of the history, cultural values, beliefs and practices of ATSI people
    • Continue to develop and promote our RAP page on our staff intranet and raise internal awareness for our RAP and cultural protocols
    • Ensure all employees have attended cultural sensitivity training and acknowledge their responsibilities
    • Ensure all staff have read and understood our cultural guidelines
  • We will complete a workplace cultural diversity assessment
    • This will allow us to measure ourselves against best practice standards in workplace cultural diversity and effectively manage a culturally diverse workforce
  • We intend to develop and promote an unconscious bias training program for all staff
  • We will continuously improve and review our efforts against the RAP
    • Nominate, educate and promote 'RAP champions'
    • Continue to take guidance from the RAP committee and our RAP to action outcomes included in the plan
    • A RAP committee member will speak to new starters as part of the induction process
    • RAP surveys to be sent to all employees in relation to workforce culture and diversity. Trends from the survey will be communicated and inform future diversity programs and initiatives
  • We will seek assistance from external agencies
    • Continue to work with current ATSI peoples business providers and look for opportunities to expand our partnerships
    • Create a new partnership with an external agency or an inter-agency relationship to share knowledge and explore mentoring opportunities for ATSI employees
    • Ensure flexible work arrangements for employees to meet family / community obligations
    • Create networking / social events for inter-agency indigenous employees

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3.7 People with disability

One of the key priorities of our Workforce and diversity plan is to increase workforce representation of people with disability at all levels of our organisation. This plan outlines our disability access and inclusion priorities and plans and builds upon our achievements. It’s aligned with our Disability Access and Inclusion Plan (DAIP) for 2016-21 and meets the requirements of both the Disability Services Act 1993 and Disability Services Regulations 2004. Progress on the plan’s outcomes is reported annually to the Department of Communities - Disability Services.

GESB’s diversity profile as at 30 June 2020

Our diversity profile for employees with disabilities
Diversity group 2017/18
%
2018/19
%
2019/20
%
Target
2020/21
%

Employees with disability

2% 3.8% 3.4% 3.8%

Future strategies:

  • We will provide employment and development opportunities for people with disability
    • Continue to partner with Good Sammy Enterprises (GSE) to provide work experience to young people with disability
    • Explore other opportunities to assist GSE (for example, through volunteering in administration or stores)
  • We will introduce contemporary recruitment measures to ensure we are attracting, recruiting and developing people with disability:
    • Continue our partnership with Job Access and National Disability Recruitment Coordinator to review and amend our recruitment and selection policies and procedures
    • Continue to set up partnerships with disability employment agencies to ensure all relevant vacancies are circulated
    • Participate in the Public Sector Commission’s Disability Employment Programs for trainees every two years
  • We will ensure our employees are aware of the importance of supporting people with disabilities
  • Create a new partnership with an external agency or an inter-agency relationship to share knowledge
  • Create an internal DAIP working group at GESB

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3.8 Multicultural access plan

Our Multicultural Access Plan (MAP) for 2020/21 provides a framework to support our commitment to multicultural access and inclusion in the way we work and in the outcomes we deliver in line with our purpose and values. This MAP is guided by and fulfils our obligations under the Australian Government's Multicultural Access and Equity Policy.

The MAP is also an important way for us to fulfil some key objectives outlined in our Workforce and diversity plan to ensure that all staff have access to inclusive and flexible work practices and are assisted by structures, conditions and systems that support their professional and personal circumstances.

The MAP aims to support a culture that embraces multicultural access and inclusion and is informed by six commitments:

3.9 Equal employment opportunities

Our Workforce and diversity plan has been developed to align and support the achievement of our strategic objectives, in line with the Public Sector Commission’s Strategic Directions for the Public Sector Workforce 2009/14. To work towards a resilient sustainable workforce, we will focus on the outcomes listed below. These have been developed in consultation with relevant stakeholders.

Outcome 1: Culture - leader driven, aligned to values, focused on inclusion and growth

The initiatives, timeframe, responsibilities and the measures of success for 'Outcome 1: Culture' for the 2020/21 financial year
InitiativesTimeframeResponsible Measure of success

Diversity is endorsed and promoted at a leadership level

Ongoing

Executive Management Group (EMG)

  • Ensure diversity is embedded into our strategic plan
  • Model appropriate behaviours to embrace and promote a diverse workforce
  • Ensure progress towards diversity strategic goals is a standing agenda item at EMG meetings

Our Disability Access and Inclusion Plan (DAIP) and Reconciliation Action Plan (RAP) are current and represent best practice

Ongoing

EMG
RAP committee
People and Business Services

  • Strategies included in the DAIP are implemented as scheduled and meet the measures of success as outlined in the plan
  • Initiatives included in the RAP are implemented as scheduled and meet the measures of success as outlined in the plan
  • Develop a DAIP working group

Reports on the progress and success of the Equal Employment Opportunity and this diversity plan are provided to the EMG and published for all employees

Annually

People and Business Services

  • Our Annual Report features specific reporting on the progress of diversity targets

Work towards removing bias

Ongoing

EMG

  • Develop initiatives to remove unconscious bias in recruitment, training and workforce practices

Challenge inappropriate behaviours

Ongoing

EMG

  • Ensure senior leaders act as role models, demonstrating respectful behaviour and challenging inappropriate language and attitude

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Outcome 2: Recruitment - focus on recruitment of diverse groups, introduction of contemporary techniques, talent pipelining to balance our workforce

The initiatives, timeframe, responsibilities and the measures of success for 'Outcome 2: Recruitment' for the 2020/21 financial year
InitiativesTimeframeResponsible Measure of success

Review and update recruitment strategies to target a more diverse audience. This includes reviewing job descriptions and an annual organisational review to identify business units with staff capability gaps and target those skill areas

Annually

People and Business Services

  • Each job description is reviewed before a position is advertised to ensure it focuses on fundamental requirements of the job
  • Use of easy to understand language, free of acronyms in all documentation
  • Include our diversity statement on all recruitment advertising
  • Identify roles which are not degree qualified and simplify job descriptions and associated documentation
  • Panel members / managers have an increased understanding of unconscious bias and reasonable adjustments, and are aware of our partnerships with Job Access, NDRC, Aboriginal Workforce Development Centre and employment providers

Continue the partnership with Job Access and National Disability Recruitment Coordinator (NDRC) to assist GESB with reviewing policies and procedures to attract, develop and retain people with disability

Ongoing

People and Business Services

  • Job Access is used by the Disability Employment Services to support employees with disability in the workplace

Every relevant vacancy is sent to the disability employment agencies for circulation*
Increase in the number of people with disability applying for positions at GESB

Ongoing

People and Business Services

  • All vacant positions are promoted through publications and key contacts at Aboriginal employment agencies

Partnerships are set up with disability employment agencies to promote vacancies at GESB

Ongoing

People and Business Services

  • Every relevant vacancy is sent to the disability employment agencies for circulation
  • Increase in the number of people with disability applying for positions at GESB

Continuation of research to introduce a graduate program after the success of the Communications Graduate position in 2019

Annually

People and Business Services

  • Look to recruit new graduates each year as part of the annual organisational review completed by People and Business Services targeting business units with staff capability gaps
  • Participate in the AIST Super Grads program, providing an opportunity for one external candidate and one internal candidate

Our Workforce and diversity plan is explained and highlighted as part of the induction process

Ongoing

People and Business Services

  • The Workforce and diversity plan content is included in the induction and reviewed regularly
  • All new employees have completed an induction within three weeks of commencing

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Outcome 3: Workforce development - creation of personal development plans, structured graduate / trainee program, succession planning

The initiatives, timeframe, responsibilities and the measures of success for 'Outcome 3: Workforce development' for the 2020/21 financial year
InitiativesTimeframeResponsible Measure of success

Provide staff the opportunity to attend Equal Employment Opportunity (EEO) training

Ongoing

EMG
People and Business Services

  • Face-to-face EEO training is available to all staff as well as online through Safetrac Compliance Training

Provide staff the opportunity to attend external diversity and inclusion events

Ongoing

EMG
People and Business Services

  • Employees encouraged to attend diversity events and share knowledge across the business

Provide staff the opportunity to attend disability awareness training

Ongoing

EMG
People and Business Services

  • Employees encouraged to attend disability awareness training and share knowledge across the business

Provide staff the opportunity to participate in refresher online Aboriginal cultural awareness training

Annually

EMG
People and Business Services

  • Public Sector Commission’s online course is available or RAP committee to advise

Provide staff the opportunity to participate in unconscious bias training to improve their ability to provide services to people from diverse backgrounds

Annually

EMG
RAP committee
People and Business Services

  • Development and delivery of unconscious bias training program

Provide staff the opportunity to attend Managing mental health training

Annually

EMG
People and Business Services

  • Four one day courses are offered annually to both employees and managers
  • Increased employee understanding in how to manage mental health in the workplace

All staff have access to relevant and targeted learning and development opportunities

Ongoing

People and Business Services

  • Feedback is received on courses and programs and is shared throughout our organisation

Create inter-agency relationships to share knowledge and ideas on different Equal Employment Opportunity (EEO) programs and opportunities

Ongoing

People and Business Services
RAP committee

  • Establish one new partnership each year aligned to an EEO employment program, such as Wirra Hub

All staff are given the opportunity to attend disability awareness training to better understand and support fellow colleagues with a disability

Ongoing

People and Business Services

  • A minimum of two programs are offered
  • Increase in employee understanding of equitable access and inclusion for people with a disability

GESB provides opportunities for people with a disability to gain experience through work experience programs

Biannually

People and Business Services

  • A work experience opportunity is set up every two years within GESB

Learning and development opportunities are designed to be inclusive. Reasonable adjustments are made to programs to ensure they are all accessible and inclusive

Ongoing

People and Business Services

  • All learning and development programs are designed to be inclusive, taking into consideration the accessibility of all training content and materials
  • All attendees are asked if they require any reasonable adjustments to the learning program or environment prior to attendance

Create a structured learning and development program for new graduates and trainees

Ongoing

People and Business Services

  • Identify business units with staff capability gaps and target those skill areas
  • Participate in the Australian Institute of Superannuation Trustees' Super Grads program, providing an opportunity for one external candidate and one internal candidate
  • Create a structured learning and development program for trainees and continue to explore mentoring opportunities

Participates in the PSC’s school-based traineeship programs

Biannually

EMG
People and Business Services

  • GESB recruits one school-based trainee every two years
  • School-based trainee completes their certificate
  • We investigate the feasibility of providing long-term opportunities for the trainees once they have completed their certificate

Explores the Public Sector Commission’s (PSC) internship program and investigates the opportunities for work experience placements for students

Biannually

EMG
People and Business Services

  • GESB applies for the PSC internship program every two years if viable
  • We investigate work experience requests for high school and university students

Participates in the PSC's Aboriginal Traineeship Program

Biannually

EMG
People and Business Services

  • GESB applies for an Aboriginal trainee through the PSC every two years
  • We support the Aboriginal trainee to complete their certificate
  • We investigate the feasibility of providing long-term opportunities for trainees once they have completed their certificate

Participate in the Public sector trainee – young people with a disability program

Biannually

EMG
People and Business Services

  • We apply to the PSC to host one trainee with a disability every two years

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Outcome 4: Diversity: greater understanding of positive discrimination, education on barriers to engagement, effective decision making and education via unconscious bias

The initiatives, timeframe, responsibilities and the measures of success for 'Outcome 4: Diversity' for the 2020/21 financial year
InitiativesTimeframeResponsible Measure of success

Promote and communicate our Workforce and diversity plan

Ongoing

People and Business Services

  • Approximately four articles related to our Workforce and diversity plan are published each year

Review and update the Inclusion page on our staff intranet

Annually

People and Business Services

  • Promote and communicate to all staff any updates on the Inclusion page of the intranet
  • Initiatives included in our RAP & Disability Access and Inclusion Plan are implemented as scheduled and meet the measures of success as outlined in the plan

Publish our Workforce and diversity plan on our website

Ongoing

Member Engagement
People and Business Services

  • Workforce and diversity plan is published on our website and is accessible to the wider community
  • This plan is reviewed to ensure it is up to date and relevant

Publish employee profiles on our GESB website to showcase our workplace culture and our diverse and skilled workforce

Ongoing

Member Engagement
People and Business Services

  • Promote all GESB employee profiles on our website

Showcase our Workforce and diversity initiatives and programs by putting new stories on programs or events on our website

Quarterly

Member Engagement
People and Business Services

  • Stories are published on a regular basis highlighting our success with diversity initiatives and employment programs

Coordinate departmental celebration for significant days such as Harmony Week, Reconciliation Week, NAIDOC, International Day of People with Disability and Mental Health Week

Annually

EMG
People and Business Services

  • Four diversity events are celebrated annually

Each year, diversity events are added to the important dates calendar on our staff intranet to promote diversity days and events that are happening at GESB and in the community

Annually

People and Business Services

  • Diversity events are included in the Important Dates calendar on our intranet and are promoted to all staff monthly

Acknowledgement of Country is performed by a  staff member at significant events

Ongoing

EMG
RAP committee

  • Continue to take guidance from the RAP committee and our RAP to action outcomes included in the plan

Display Aboriginal artwork and other culturally significant materials throughout our office

Ongoing

EMG
RAP committee
People and Business Services

  • Continue to take guidance from the RAP committee and our RAP to action outcomes included in the plan

Ensure all staff have read and understood our Cultural guidelines

Ongoing

People and Business Services
RAP committee

  • A RAP committee member will speak to new starters as part of the induction process

Review policies and procedures on all Equal Employment Opportunity and diversity related topics

Annually

People and Business Services

  • Policies and procedures are reviewed and updated in line with our policy review cycle
  • Policies and procedures represent best practice and are aligned to the Public Sector Commission's guidelines and Commissioner's instructions
  • Policies and procedures are communicated to staff through our intranet and inductions

RAP surveys to be sent to all employees in relation to workforce culture and diversity

Annually

RAP committee

  • Trends from the survey will be communicated and inform future diversity programs and initiatives

Complete a workplace cultural diversity assessment on GESB

Annually

People and Business Services

  • Measure ourselves against best practice standards in workplace cultural diversity and effectively manage a culturally diverse workforce using an assessment tool

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4. Monitoring and review

An important part of our Workforce and diversity plan is monitoring and reporting on our progress towards achieving the plan’s priorities and targets. Regular progress reports will be provided to the Executive Management Group as part of the People and Business Services team’s monthly reporting. In addition, we will report on its progress and achievements in our Annual Report.

The plan will be reviewed annually to ensure it remains relevant to our needs as well as to revise and extend equity and diversity plan targets. All employees can contribute to internal and external recognition and reporting processes by reporting to our People and Business Services team on issues such as:

  • Employee acceptance of workplace diversity principles and practices
  • Whether staff are using their diverse skills to achieve corporate goals
  • Incidents that have occurred during the year and how they have been handled
  • Any initiatives, actions and opportunities undertaken during the year

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Page last updated 12 April 2021