AWM Workplace Diversity Program

Intoduction

Since the introduction of the first Equal Employment Opportunity (EEO) program in 1984, the Australian Public Service has experienced many changes in the workplace. This has occurred through the introduction of EEO legislation and policies, along with a raft of other forward-looking people management practices. Additionally, the progressive advancement of women and members of designated groups - indigenous people, people with disabilities, and people from non-English speaking backgrounds - has changed the face of the Public Service.

The Australian War Memorial, although a small government agency, has kept pace with these changes and we are now a different organisation demographically than we were 10-15 years ago. For instance, the number of women we employ has risen steadily from around 40% of total staff to over 50%. Many senior management positions are now occupied by women, significantly more in percentage terms than the APS average. We also employ percentages of staff in the other identified groups, generally in proportion to their representation in the wider community.

Some examples of initiatives that have contributed to diversity and equity are:

Increased awareness of equity and cultural issues through cross-cultural training and development activities.
Special work-related programs and equipment for staff in target groups.
Major construction works which now provide a very high standard of accessibility, signage and information for staff and visitors with disabilities across Memorial buildings.
Increased access to flexible ways of working including permanent part-time work, flextime, more flexible leave policies, and home-based work.
Effective guidelines and support for the elimination of workplace harassment.
Regular monitoring of progress to assess and adjust the program.

These initiatives have run parallel to a range of supporting legislation. The Public Service Act 1922 prohibits discrimination on the grounds of political affiliation, race, colour, ethnic origin, religion, sex, sexual preference, marital status, pregnancy, age or physical or mental disability as well as any other unjustified discrimination.

Other legislation such as the Racial Discrimination Act 1975, the Sex Discrimination Act 1984, the Human Rights and Equal Opportunity Commission Act 1986, and the Disability Discrimination Act 1992, prohibit types of direct and indirect discrimination in employment. The Workplace Relations Act 1996 also provides for workplace agreements which are responsive to the needs of the workforce with diverse work and personal life issues.

What is Workplace Diversity?

Diversity relates to gender, age, language, ethnicity, cultural background, disability, sexual orientation or religious belief. Diversity also refers to the myriad ways we are different in other respects such as educational level, job function, socio-economic background, personality profile, geographic location, marital status, etc.

Diversity of staff can be one of an organisation's greatest strengths. Managing diversity well means recognising and respecting the value of human differences, and creating an environment where all staff members' abilities and experiences - diverse as they are - can be used to their fullest.

What about EEO?

Workplace diversity in the APS maintains the basic principles of EEO. For instance, we will continue our commitment to equity in employment by ensuring that our people and those seeking employment with us receive fair treatment in recruitment, selection, conditions of employment and career development, regardless of race, colour, ethnic origin, social origin, religion, sex, sexual preference, marital status, pregnancy, age, physical or mental disability or political affiliation.

Remember, equity doesn't mean 'sameness': it means 'fairness'. The equitable treatment of people is the fair and just treatment, not the same treatment.

Workplace diversity encompasses but goes beyond the traditional view of EEO. It goes beyond the concept of rectifying disadvantage to one which emphasises the importance of valuing workplace difference as good management practice. Building on the foundation of EEO, a diversifying Memorial workforce is an important way to continue to improve our performance as an organisation.

Workplace Diversity at the AWM

Workplace diversity does not represent a separate, stand-alone program. It is already an integral part of our Corporate and Business Plans. It in no way replaces or substitutes for promotion on merit, a commitment by all to the ethos of the Memorial, and a desire to work in a happy, productive, respectful workplace where, by teamwork, we achieve the objectives in our Business Plan.

The Memorial recognises, values and supports the different skills and competencies of all staff through its employment practices, and makes use of these diffences in ways to provide challenging and rewarding work that enhances the productivity of the Memorial.

Workplace diversity builds on current EEO and Commonwealth anti-discrimination provisions. This involves the prohibition of discrimination in appointment, promotion and transfer on the basis of race, colour, sex, sexual preference, age, physical or mental disability, marital status, family responsibilities, pregnancy, religion, political opinion, national extraction, or social origin.

The elements of the workplace diversity program are to:

apply the key principles of 'a fair go for all', 'merit' and 'an harassment-free working environment' to all the Memorial's current and future people management policies and practices;
encourage all staff to accept responsibility for ensuring the principles above are an integral part of the culture of the workplace;
ensure all employees are afforded opportunities to develop their work skills and contribute to their maximum potential. It is stressed that it remains the employee's choice to take advantage of such opportunities;
implement workplace structures, systems and procedures to assist employees to balance their work and family responsibilities (eg parental leave, carer's leave, flexible working hours);
evaluate the effectiveness and outcomes of the program; and
provide information to enable the Public Service Commissioner to prepare a comparative assessment of the results of agencies' Workplace Diversity Programs and report on the findings in the annual State of the Service Report.

Attached is the AWM's program.

AWM Workplace Diversity Program 2006 - 2009
OBJECTIVE	STRATEGIES	OUTCOME	SUCCESS INDICATOR
1. Ensure relevant recruitment practices are based on merit, are open and consistent with diversity principles, and in particular recognize the four target groups: • Women • Aboriginal and Torres Strait Islander people • People with disabilities • People with different origins or cultural backgrounds	Ensure job advertising is inclusive, merit-based and supported by the appropriate information Encourage applicants to nominate any assistance needed to participate fairly in the process Monitor selection processes to ensure equity and merit Capture employee diversity data on commencement Participate in National Indigenous Cadetship Project (NICP)	Memorial is able to attract sufficiently diverse fields for advertised vacancies Applicants assisted through the process if necessary Memorial recognised as sensitive to and supportive of diversity Memorial responds to perceived employee and volunteers’ needs Target group representation meets or exceeds targets	Memorial employee profile reflects diversity of Australian community Number of requests from applicants for assistance Number of appeals against process Adjustments made to accommodate and utilise skills and abilities of people in target groups Assessed degree of self disclosure Meets or exceeds targets of: * Women - 50% * Aboriginal & Torres Strait Islander - 2% * Non-English speaking background – 15% * Disability – 5%
All staff are treated fairly by their managers and peers, regardless of their gender, disability, back-ground or cultural difference.	Principles of equity and tolerance actively promoted. Opportunities for regular two-way discussion through the Business Management & Performance Feedback Scheme (BM&PFS) AWM Workplace Harassment policy and procedures reiterated, and network of Workplace Harassment Contact Officers (WHCOs) maintained and supported. Diversity awareness training program for managers and staff run in 1999.	Memorial is a fair, tolerant, and harassment-free workplace.	Monthly statistics on grievances and the Employee Support service reflect appropriate level of staff satisfaction. Feedback from WHCO network satisfactory. Course feedback sheets show staff understanding.
People management practices are open and fair and consistent with diversity values and are applied throughout the Memorial.	Staff awareness is increased through general publicity of diversity principles and good practice. People management policies contain appropriate diversity values and practice. Internal Diversity Co-ordinator position allocated (part-time with other responsibilities) to promote diversity, and manage issues.	Diversity values are understood and applied by staff. Staff are able to contribute to their full potential. All staff accept responsibility for managing diversity.	An evaluation confirms Memorial staff are aware of workplace diversity principles and incorporate them into daily operations.
The diverse talents, skills and perspectives of staff are developed and used to their maximum potential.	Targeted training and development provided to meet identified needs of staff. Lateral mobility scheme used in conjunction with other work experience opportunities. Recognition of staff performance through the BM&PFS. Development of further initiatives via staff consultation. Project teams to contain diverse skills, talents, and perspectives.	Staff provided with challenging and rewarding work. AWM maximises talents of staff.	An evaluation confirms that the training, development and work provided to staff match their skills and talents at that level, and that opportunities are provided for all to contribute.
Maintain support for: Aboriginal & Torres Strait Islander people; people with disabilities; people from non-English speaking backgrounds.	ATSI positions are formally identified for indigenous staff to maintain levels at or around 2% of total staff. Special assistance provided to staff in the categories opposite, as required eg literacy skills, work modifications, etc Monitoring of data on these groups, and adjustments to program where necessary.	The diversity of the Memorial's workforce is at least maintained in accordance with community representation of these groups.	EEO data shows that representation of the various groups is at least generally representative of the community.
Staff have equal opportunity to achieve a better balance between their work and private lives.	Flexibilities available through AWM Teamwork & Productivity Agreement are developed and publicised.	Flexibilities in AWM Agreement utilised by staff.	An evaluation confirms that staff are able to successfully balance work & personal commitments.