Our people – we grow a diverse and capable workforce

We are committed to attracting and retaining smart, talented and driven people, motivated by the spirit of service, who work with intensity on complex issues, can see the big picture and inspire others. In 2020/2021, we developed our ‘value proposition’, and we are now engaging with our people on how we can make it real. This aims to create an environment that will attract and retain the talent we need to drive forward our ambition for the Public Service.

Our value proposition – what we offer

Work that makes a difference – We enable staff to be involved in significant and meaningful work, with system-wide impact, that makes a positive difference for New Zealand and New Zealanders.

Development and opportunity rich – We are a development- and opportunity-rich organisation. We have high expectations and will help our staff to succeed in their current job and their career.

Flexible by design – We provide flexibility, tools and equipment to help staff do their best work in a modern, vibrant and collaborative working environment.

Positive workplace culture – We embrace diversity and foster an inclusive, respectful and non-hierarchical culture, built on our kawa and public service values.

Commitment to Māori and te Tiriti – We give staff a variety of opportunities to grow their capability, understand te ao Māori perspectives, practice tikanga and use te reo Māori in our work, as part of Te Angitū – our Māori strategy.

We continue to grow a diverse workforce with an increase in 2020/2021 of 12 full-time employees (FTEs) on last year. This increase has occurred because we now host the Employee-led Networks team and the System Lead for Pay Equity and have established the Workforce Mobility Hub. Our diversity levels have also increased, and we are committed to further increasing our diversity by supporting early-in-career public servants to build their experience through:

  • summer internships, with a focus on Māori and Pacific talent through the Tupu Toa and Tupu Tai Pasifika internship programmes
  • participating in the Ethnic Communities graduate programme.

Te Angitū – growing our Māori-Crown relationship capability

Te Angitū, our Māori strategy, is building foundational cultural capability for our people and providing a greater understanding of te ao Māori. Our goal is that, by 2024, our staff will be able to confidently understand, value and participate in te ao Māori in a way that enables our organisation to support the Māori-Crown relationship.

Te Angitū draws on the work of Te Arawhiti to transform leadership through Whāinga Amorangi using their Māori-Crown Relations capability framework. It incorporates Te Mahere Reo Māori i Te Kawa Mataaho, our Māori language plan to grow a te reo Māori-confident and capable workforce. We have formed a cross-Commisson team, Te Rōpū Angitū, to help champion the strategy, organise cultural events, celebrate good practice and support wider culture change in teams.

Our progress in this space is already making a tangible difference to our way of working. Over this past year, 25 percent of staff took part in foundational te reo Māori classes, including lessons on tikanga/kawa and te Tiriti o Waitangi. This has contributed to a significant increase in te reo use and te reo Māori confidence levels across the organisation, as reported through our annual Te Angitū survey. Te reo Māori is evident in the universal use of te reo job titles and group names, as well as waiata and tikanga practised at team and organisational meeting and event. It’s also promoted as appropriate through internal and external communications.

In September 2020, Te Rōpū Angitū led the celebration of Te Wiki o te Reo Māori, resulting in the Commission winning the inaugural Public Service trophy, Te Tiki mō te Wiki 2020. Te Rōpū Angitū also co-leads Matariki celebrations each year with the Commission’s social committee.

We have developed a refreshed plan for the year ahead, with an additional focus on enhancing the capability of our leaders and increasing integration of this kaupapa into our core business, our work programmes and how we work across the organisation. This will include expanded provision of te reo Māori classes and lessons around te Tiriti, with four tranches planned throughout the coming year. Throughout the year, our people leaders will be given the opportunity to complete the LDC Māori-Crown Relations – New People Leader Development and Action Guide. Staff will be able to engage more deeply in the history of the Māori-Crown relationship through The Wall Walk®. There will be continued opportunities to engage in key cultural events such as Matariki, Te Wiki o Te Reo Māori and waiata events.

Our commitment to diversity and inclusion

In 2020/2021, there were five priority areas of focus for Papa Pounamu – the diversity and inclusion work programme for the Public Service. Papa Pounamu is committed to achieving better outcomes for all diversity groups and recognising the value and unique aspects of all diversity dimensions, such as ethnicity, Rainbow, disability and more. We have made progress against each of these actions in the past year and continue to progress them as a priority.

Spotlight on our progress

Progress against Papa Pounamu priority areas

Cultural competence

Te Angitū and our Māori Language Plan have strengthened our bicultural competence (see above for more details on our commitment to Māori). We continue to actively celebrate Pacific language weeks, which aids in building awareness of Pacific cultures. This year, we have begun piloting the Mana Āki intercultural competence learning solution, with the aim of introducing this to teams across our organisation in 2021/22.

Addressing bias

We are committed to changing our workplace structures and systems to reduce bias. All of our staff have now undertaken training on addressing bias, and learning how to address bias has been built into our enhanced induction process, with new employees completing this training in their first month of employment.

Inclusive leadership

We are committed to enhancing inclusive leadership practices by ensuring all senior leaders are developed and given the support they need to embed their learnings in their day-to-day actions as they strive to be inclusive leaders in the Public Service. Our leaders are encouraged to model inclusive leadership by delivering leader-led activities to their teams on a variety of topics. All tiers 1–3 leaders have participated in the Inclusive Leadership Conversations programme, designed by the Leadership Development Centre.

Building relationships

We are committed to encouraging and supporting our people to build positive and inclusive relationships within the workplace, underpinned by our kawa. We are Rainbow Tick accredited and continue to strengthen our inclusive culture through the Rainbow Tick programme. We use a variety of mechanisms for engaging and including all staff across the Commission, with the aim of building and enhancing relationships. These include Staff Talk, cross-Commission teams, leaders’ forums and monthly managers’ meetings. Some teams in the Commission have implemented and embedded a strengths-based approach to appreciate diverse talents and working preferences. Our Inclusive Practice Toolkit is available to all staff via our intranet.

Employee-led networks

We are committed to establishing, supporting, resourcing and engaging with our employee-led networks. We now have six internal employee-led networks active within the Commission, with two of these being newly established in the last 12 months (women, Pacific, Māori, new professionals, Rainbow and ethnic communities).

Our Rainbow network led celebrations during the Wellington Pride Festival month, with staff from the Rainbow community sharing their stories.

The Oceans Network (staff of Pacific origin) helped us all celebrate Pacific language weeks, growing our cultural intelligence.

All these employee-led networks have also been active in running language weeks and events like Pink Shirt Day, which help grow our diversity and inclusion capability. They have quickly become an essential component of the culture of our organisation.

Progress against our gender pay action plan

We continued to implement our internal gender pay action plan. Our target is to be in the top quartile (lowest pay gap) for the Public Service. We have now reduced our gender pay gap from 8.7 percent as at June 2020 to 3.7 percent as at 30 June 2021. This was done by implementing system guidance and creating a cycle for reviewing our polices to ensure they are free from bias. Key deliverables during 2020/2021 focused on embedding our enhanced recruitment policy and best practice guidelines, promoting career pathways for all staff (including business support roles) and providing all recruiting managers with training in how to address bias.

Demographic profile

A pie graph showing the Public Service Commission headcount by contract type for the 2020/2021 year. Out of a total of 198 staff, permanent staff are shown in grey-blue, at 150; fixed term staff are shown in blue, at 31; staff on secondment to the Commission are shown in green, at 13; and staff seconded out of the Commission are shown in mustard, at 4.

Includes staff on permanent and fixed term contracts, secondees out and staff who are seconded in. Staff on casual or temporary contracts are excluded.

A bar graph showing the Public Service Commission age group by gender for the 2020/2021 year. Female staff are shown on green bars, male staff are shown on grey bars.  In the 20-29 age bracket there are 20 female staff and 8 male staff. In the 30-39 age bracket there are 30 female staff and 11 male staff. In the 40-49 age bracket there are 31 female staff and 13 male staff. In the 50-59 age bracket there are 32 female staff and 12 male staff. In the 60-69 age bracket there are 17 female staff and 6 male staff. In the 70-79 age bracket there are 1 female staff and 4 male staff.

Includes staff on permanent and fixed term contracts and secondees out. Does not include staff who are seconded in or who are on casual contracts

Currently only two genders are captured.  Work is underway to provide the option of other possible genders, such as non-binary.

A horizontal bar graph with two bars showing staff gender representation by role level for the 2020/2021 year. One bar shows male staff, the other shows female staff. There are have 9 male and 26 female staff at the Business Support level (represented by blue); 4 male and 16 female staff at the Advisor level (represented by grey); 8 male and 21 female staff at the Senior Advisor level (represented by purple); 13 male and 25 female staff at Principal Advisor level (represented by green); 15 male and 33 female staff at Manager level (represented by grey-blue); 4 male and 10 female staff at Senior Leadership level (represented by pink).

Includes staff on permanent and fixed term contracts and secondees out. Staff who are seconded in or are on a casual or temporary contracts are excluded, along with Te Tumu Whakarae mō Te Kawa Mataaho | the Public Service Commissioner

A horizonal bar graph showing staff ethnicity for the 2020/2021 year, with green bars. Out of a total of 185 staff, 150 identify as European (81.1%), 16 identify as Pacific peoples (8.6%), 15 identify as Asian (8.1%), 14 identify as New Zealand Māori (7.6%), 1 identifies as Midle Easters/Latin American/African (MELAA) (0.5%), 2 identify as Other ehtnic group (1.1%) and 6 are Unknown (3.2%.)

Includes staff on permanent and fixed term contracts and secondees out. Does not include staff who are seconded in or who are on casual contracts.

Data is based on the number of staff who volunteer ethnicity information. Some people may report more than one ethnic group, which can result in numbers adding up to more than the total number of staff.

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