This section introduces agencies and entities to the refreshed DEI focus areas and how these can be implemented. This refreshed Workforce Diversity Strategy recognises that Te Tiriti o Waitangi obligations are the foundation for achieving the aspirations of, and equitable outcomes for, Māori.
These focus areas should be considered across all groups, including women, Māori, tāngata whaikaha Māori, Pacific, ethnic, disabled employees and members of Rainbow communities.
There is a strong thread of continuity with the actions agencies and entities have already taken to close pay gaps and increase diversity and inclusion. The new focus areas reflect the progress made to date and the action that still needs to be taken.
Focus Area 1: Value diversity of thought and experience
Outcome: We value and foster diversity of thought and experience through respectful and fair workplaces
Developing a diverse workforce ensures that a full range of skills and experiences are available to contribute to high quality policy advice for the Government, decision making and service delivery. A truly diverse workforce brings together people of different educational backgrounds, cultures, identities, genders, ages, ethnicities, and a broad range of work and lived experiences.
Valuing these diverse perspectives and experiences helps agencies and entities do things differently, innovate and to foster a culture of continuous improvement, where people can challenge ideas and processes. This ensures issues are fully and properly considered and contributes to the best outcomes for all New Zealanders.
How you can implement Focus Area 1:
- agencies, entities and individual employees understand and value te reo Māori, te ao Māori, the history of Aotearoa, New Zealand and Te Tiriti o Waitangi and have the capability needed to support the Government in its Crown-Māori relationships
- all employees are encouraged and feel safe to contribute, ask questions, challenge assumptions, ideas and processes, and think differently
- agencies, entities and individual employees have the cultural competency needed to design and deliver high quality services for all New Zealanders
- all unsafe behaviours, including bullying and harassment are promptly and appropriately addressed
- workplaces are accessible to everyone
- leaders engage with a diverse range of employees, employee-led networks and unions to draw on their experiences and perspectives
- employee-led networks are supported to build workplace inclusion and are given opportunities to ensure that diverse thinking and experiences contribute to high quality policy design, decision-making and service delivery
- the full range of skills and diversity of thinking are recognised and valued as per our advice below on Focus Area 3: Applying merit principle comprehensively.
Focus Area 2: Attract and retain the widest pool of capable talent
Outcome: We ensure we have an attractive work environment open to those who have the skills and competencies needed to drive highly effective public services.
Our people are our biggest asset in our Public Service. Attracting and retaining the right people, for the right jobs, strengthens our public services now and for the future. It is also important to identify and develop talent and fresh ideas within the existing workforce.
How to implement focus area 2:
- recruitment and other human resources policies and practices value a wide range of experiences, are accessible, culturally inclusive and free from bias (see Focus Area 3 below for more detail)
- employment relations and remuneration strategies are fair, transparent and action is taken to avoid and close pay gaps
- employment relations and remuneration strategies support the delivery of high quality, trusted and accessible services that supports the attraction, retention and development of key skills
- all employees have access to professional development and career opportunities and are supported and encouraged to develop their individual skills and competencies
- people leaders look beyond existing job titles and qualifications to identify and grow transferable skills and knowledge
- there are clear and transparent growth and progression pathways at all levels, including from lower paid to higher paid occupational groups, and from management to leadership positions
- flexible working arrangements are used to make workplaces accessible to all New Zealanders, including disabled people and those living in rural areas
- reasonable accommodation should be applied across the full employment life cycle
Focus Area 3: Apply the merit principle comprehensively
Outcome: We ensure that all applicants for positions or promotions have a reasonable and fair opportunity to demonstrate merit.
Merit-based appointments are a cornerstone of our professional and politically neutral public sector. It maintains procedural fairness and public confidence in our ability to act impartially.
Applying the merit principle comprehensively means going beyond just appointments and incorporating merit into all your human resource practices across the employment lifecycle.
The merit principle and DEI are consistent and mutually reinforcing. Ensuring that everyone has a reasonable and fair opportunity to demonstrate merit will ensure preference is given to the person best suited to the role or opportunity.
Merit should be defined broadly to recognise and value a range of attributes, including lived experience, skills gained in other sectors, non-traditional career or education pathways, and familiarity with both urban and isolated environments. Requirements under the Equal Pay Act 1972 guide you in defining merit, including the skills, responsibilities, experience and effort required to perform each role.
Agencies and entities should refer to the Commission’s guidance on merit-based appointments as well as our guidance on eliminating all forms of bias and discrimination in recruitment, career progression breaks and leave.
Principles guidance: Merit-based appointments
Guidance: Eliminating bias and discrimination in recruitment
Guidance: Career progression breaks and leave
How to implement focus area 3:
- current recruitment and human resources practices, including job descriptions and job adverts are assessed to identify and remove bias
- diversity of thought and experience is valued as noted under Focus Area 1, including frequently undervalued skills, like skills related to teamwork and emotional intelligence
- decision-makers are trained and supported to understand the criteria being applied, the potential for bias to influence their decisions and how to counter bias
- recruitment, progression, development, promotion and pay processes are moderated and monitored, including through data and employee feedback
- transparency is embedded in all policies, recruitment practices and at all points of the employee life cycle
- policies are easily accessible to employees, data and feedback on progress is shared, and diverse employees and unions participate in policy reviews and monitoring processes
- the best possible conditions for prospective and current employees to demonstrate their merit are maintained, as discussed in Focus Area 1
For further guidance on achieving all the focus areas above see the guidance on our website and in Appendix 1.