Workforce and diversity planning - Public Sector · PDF file• encourage thought in the...

Workforce and diversity planning

A guide for agencies

Enquiries:

Workforce Planning and Diversity Branch, Public Sector Commission Dumas House, 2 Havelock Street, West Perth 6005Locked Bag 3002, West Perth WA 6872Telephone: (08) 6552 8500 Fax: (08) 6552 8710Email: [email protected]: www.publicsector.wa.gov.au

© State of Western Australia 2012There is no objection to this publication being copied in whole or part, provided there is due acknowledgement of any material quoted or reproduced from the publication. Published by the Public Sector Commission (Western Australia), Originally published by the Public Sector Commision (Western Australia) in March 2012. This version published in July 2012. Copies of this publication are available on the Public Sector Commission website at www.publicsector.wa.gov.au.

DisclaimerThe Western Australian Government is committed to quality service to its customers and makes every attempt to ensure accuracy, currency and reliability of the data contained in these documents. However, changes in circumstances after time of publication may impact the quality of this information. Confirmation of the information may be sought from originating bodies or departments providing the information.

AccessibilityCopies of this document are available in alternative formats upon request.

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Contents

Integrated plans ................................................................................................... 5

What is workforce and diversity planning? ................................................................. 6

What is the business imperative for workforce and diversity planning? ...................... 8

Complying with Part IX of the Equal Opportunity Act 1984 ........................................ 9

Workforce and diversity planning model .................................................................. 11

A suite of workforce and diversity planning tools ..................................................... 14

How to make these resources work for you ................................................... 18

The key ingredients in an integrated workforce and diversity management plan....... 19

Leadership ..................................................................................................... 19

Communication .............................................................................................. 20

Planning and development ............................................................................. 21

Analysing performance ................................................................................... 22

Measures of success ..................................................................................... 23

Accountability ................................................................................................ 24

Monitoring and evaluation .............................................................................. 25

Sample strategies .............................................................................................. 27

Workforce and diversity planning strategies ............................................................. 28

Targeted diversity group strategies .......................................................................... 33

Workforce and diversity plan checklist ..................................................................... 35

The Public Sector Commission (PSC) has developed this guide to:

• assist agencies with workforce and diversity planning

• encourage thought in the workforce planning and diversity arena

• demonstrate examples of effective workforce and diversity planning

• provide a checklist of elements to ensure comprehensive workforce and diversity planning is undertaken.

1Integrated plans

6 What is workforce and diversity planning? Workforce and diversity planning

What is workforce and diversity planning?

Workforce and diversity planning are complementary processes that aim to achieve an optimum workforce. The processes are critical in assisting organisations to effectively plan and manage their future workforce and service delivery needs.

In the context of the public sector, workforce and diversity planning is concerned with making informed decisions about business practices, aligned to organisational goals and community needs; developing short and long term strategies to build and maintain a skilled, flexible and sustainable workforce. It is about getting the right number of people with the right skills in the right positions at the right time.

An organisation needs to be both strategic in its thinking and responsive in its actions. Strategic directions for the public sector workforce 2009-2014 identifies initiatives that respond to the challenges that organisations face. It encourages organisations to consider new strategic directions; new ways of thinking and operating; new structures and positions; and new skills and capabilities for their workforce.

Effective workforce and diversity planning employs strategies to:

• attract a skilled workforce

• retain valued employees

• build capacity in the public sector

• provide strategic leadership

• meet regional needs, and

• ensure an efficient and flexible public sector.

(Ref: Strategic directions for the public sector workforce 2009-2014)

http://www.publicsector.wa.gov.au/document/strategic-directions-public-sector-workforce-2009-2014

7Workforce and diversity planning What is workforce and diversity planning?

Diversity naturally falls within the workforce planning umbrella; it is a key component of workforce planning and goes beyond the traditional concept of equal employment opportunity (EEO) management planning.

Workforce planning

Workforce diversity

Workforce and diversity planning encourages organisations to address the holistic needs of their employees and the community. Current best practice involves aligning EEO strategies with broader workforce planning initiatives and tapping into all available sources of talent in the labour market. In the public sector, diversity groups include those historically underrepresented in the workforce:

• women in management

• Indigenous Australians

• people with a disability

• people from culturally diverse backgrounds

• youth and mature age workers.

Tailoring workforce strategies to acknowledge and include a diverse range of people facilitates a positive, dynamic, high performance and robust workforce. This is critical to ensuring the efficiency, effectiveness and sustainability of government services that meet the needs of our diverse community.

8 What is the business imperative for workforce and diversity planning?

What is the business imperative for workforce and diversity planning?

Workforce and diversity planning is a business imperative which links a range of cross-government documents, strategies and legislation, including:

1. Public Sector Management Act 1994

2. Equal Opportunity Act 1984

3. Strategic directions for the public sector workforce 2009-2014

4. Public Sector Commissioner’s Circular 2011-02: Workforce planning and diversity in the public sector

5. Director General/Chief Executive Officer Performance Agreement

6. Department of Training and Workforce Development: Skilling WA – A workforce development plan for Western Australia

The Public Sector Management Act 1994 promotes the management principles of workforce planning. Section 145 of the Equal Opportunity Act 1984 (EO Act) requires public sector agencies to prepare and implement an equal employment opportunity (EEO) management plan. Public Sector Commissioner’s Circular 2011-02 strongly encourages public sector agencies to prepare and implement a workforce plan to ensure workforce issues are identified and managed.

Integrating the requirements of diversity and EEO into a broader workforce and diversity plan ensures organisations manage the diverse backgrounds, skills, talents and perspectives of their workforce in strong economic climates or periods of downturn. As such, and conditional to s145 of the EO Act being met, agencies are encouraged to prepare and implement an integrated workforce and diversity plan, by broadening the scope of their existing EEO management plan to incorporate strategies which address other agency and sector workforce issues into a single document. (Ref: Public Sector Commissioner’s Circular 2011-02; s145(3) of the EO Act).

Workforce and diversity planning

http://www.slp.wa.gov.au/legislation/statutes.nsf/main_mrtitle_771_homepage.html

http://www.slp.wa.gov.au/legislation/statutes.nsf/main_mrtitle_305_homepage.html


http://www.publicsector.wa.gov.au/publications-resources/instructions-standards-and-circulars/public-sector-commissioners-circulars

http://www.publicsector.wa.gov.au/publications-resources/instructions-standards-and-circulars/public-sector-commissioners-circulars

http://www.dtwd.wa.gov.au

http://www.dtwd.wa.gov.au

Workforce and diversity planning Complying with Part IX of the Equal Opportunity Act 1984 9

Complying with Part IX of the Equal Opportunity Act 1984

For a range of reasons, employees belonging to diversity groups may not have experienced equitable access to public employment in the past. EEO management plans are the device established in the legislation, under s145 of the EO Act, to assist public authorities to address this.

Public authorities must lodge their EEO management plans with the Director of Equal Opportunity in Public Employment (DEOPE). While the DEOPE is an employee of the Commission, the DEOPE role remains an independent statutory position and reports directly to the Minister.

The DEOPE must be satisfied that integrated workforce and diversity plans or independent EEO management plans include initiatives to meet the following sections of the EO Act:

• Provision for policy and programme design and implementation (to meet the objects of Part IX of the EO Act) [s145(2)(a)]

• Strategies to communicate policies and programmes [s145(2)(b)]

• Collection and recording of diversity data [s145(2)(c)]

• Review of personnel practices to identify possible discriminatory practices [s145(2)(d)]

• Setting of goals and targets for success [s145(2)(e)]

• Strategies to evaluate policies and programmes [s145(2)(f)]

• A revision and amendment component [s145(2)(g)]

• Implementation and monitoring responsibility [s145(2)(h)].

10 Complying with Part IX of the Equal Opportunity Act 1984 Workforce and diversity planning

Organisations need to consider how they can most effectively achieve EEO and diversity outcomes to suit their business needs and meet the requirements of the EO Act. Initiatives within independent EEO management plans or integrated workforce and diversity plans should work toward achieving four high-level outcomes:

1. The organisation values EEO/diversity and the work environment is free from all forms of harassment.

2. Workplaces are free from employment practices that are biased or discriminate unlawfully against employees or potential employees.

3. Employment programs and practices recognise and include strategies to improve outcomes for employees from diversity groups.

4. Other strategies to manage the plan’s delivery, e.g. communication, review and amend.

Workforce and diversity planning model

Workforce and diversity planning Workforce and diversity planning model 11

The PSC has developed a four-stage workforce and diversity planning model to assist organisations to develop effective integrated plans. The framework provides a structure to ensure compliance with s145(2) of the EO Act and accountability with other cross-government business imperatives.

Workforce planning appears as a cyclic function that moves through various stages step-by-step. While it is a sequential process, you may need to revisit previous stages to ensure optimal workforce planning occurs.

Scan and understand

Monitor and evaluate

Analyse and interpret

Develop and implement

12 Workforce and diversity planning model Workforce and diversity planning

The elements within each stage guide agencies to make informed decisions about their workforce in relation to their business and the environment. The four stages in the workforce planning and diversity model are:

1. Scan and understand

In this stage of workforce planning, consider where your agency is now, where your agency aims to be in the future and whether your agency has the right workforce to get there. Also think about relationships within your agency and those with external people and organisations.

Scanning your environment, consider how internal and external factors will impact your agency and what this may mean for your current and future workforce requirements. These factors may relate to political, economic, demographic, technological and/or physical changes in your operating environment. From your environmental scan, understand how these factors influence your agency’s workforce at present and how they may affect your future workforce.

A good understanding of your agency’s strategic goals, as well as factors affecting your workforce, are crucial to informing your workforce planning process.

2. Analyse and interpret

In this stage of workforce planning, take a closer look at your workforce.

Collect and analyse a wide range of internal and external workforce, labour market and service information to make effective, evidence-based decisions about your workforce. You may review the extent to which your agency is currently addressing sector-wide and agency-specific workforce issues. You may also conduct workforce modelling and scenario planning to forecast your workforce demand and supply into the future.

After you’ve analysed your available data, interpret how it may affect your workforce and strategic direction in the future. Group your identified workforce issues and challenges into short, medium and longer-term issues.

Interpreting the data and identifying workforce issues and challenges informs the next stage of the planning process.

3. Develop and implement

This stage of workforce planning covers the development and implementation of relevant strategies for your plan. As a business imperative, workforce and diversity planning requires a whole of agency approach to implementation. A plan cannot realistically succeed as the exclusive responsibility of a human resources branch.

13Workforce and diversity planning Workforce and diversity planning model

Use your work from the previous stages to develop strategies that will address the issues you identified. To encourage shared responsibility for workforce planning and diversity across your agency, be sure to develop your plan with the support of your agency’s CEO and corporate executive, and in consultation with key business units.

Assigning a responsible officer(/s), timeframe (for completion) and performance indicator for each strategy will provide clarity for your agency when it comes to implementing them. Aim for performance indicators which are SMART (specific, measurable, achievable, relevant, time-bound) to facilitate the evaluation and continuous improvement of your strategies. Ensure flexibility within your plan and its strategies to allow your agency to be responsive to future internal or external changes in your operating environment.

Considering the above factors when developing your strategies and plan provides a good foundation from which to implement your strategies. The implementation of your plan and strategies brings together research, analysis, planning and consultation to achieve your agency’s strategic workforce goals.

4. Monitor and evaluate

The important factor within this stage of the model is to ensure that the monitoring and evaluation strategies are built into the workforce planning process from the beginning. This will provide the ability for the workforce and diversity plan to continue in a cyclical process when it is time to renew the life of the plan as this assists with Stage 1 ‘Scan and understand’. It also increases the legitimacy of the plan as the evaluation is an integrated component of the overall plan and not an afterthought.

In this stage of planning, regularly monitor the implementation of each strategy through thorough record keeping. This record keeping will assist with evaluating your strategies and plan.

Be sure to evaluate both the effectiveness of your plan’s individual strategies, against your performance indicators, as well as the effectiveness of your overall plan in achieving whole-of-sector initiatives (e.g. Strategic directions for the public sector workforce 2009-2014 priorities).

Additionally, monitor the impact of changes in your internal/external operating environment which may affect your strategies in the future.

Ongoing monitoring and structured evaluation of your strategies and plan will allow you to finetune strategies, leading to continuous improvement of workforce planning in your agency. Regular reporting of workforce performance to your corporate executive, or a workforce and diversity planning committee will assist in the overall monitoring and evaluation of your plan.



14 A suite of workforce and diversity planning tools Workforce and diversity planning

A suite of workforce and diversity planning tools

The following workforce and diversity tools and materials assist in progressing your agency’s workforce and diversity action plan or EEO management plan. These tools can be used as a guide and may be tailored to suit your agency’s specific requirements. The tools are available on the Public Sector Commission’s website.

Strategic directions for the public sector workforce (2009 –2014)

This publication provides an overview of the critical areas that are affecting the public sector workforce. The strategy identifies 38 recommendations that central and line agencies are encouraged to progress.

Workforce planning model

This webpage provides a narrative of each stage within the workforce planning model. It gives meaning to which elements contribute to each stage and what agencies should consider when undertaking workforce planning.

Workforce planning and diversity assessment tool

This checklist enables you to undertake a self-assessment of your agency’s workforce and diversity planning processes and outcomes. It is a conversation starter between your agency and the PSC, providing the PSC’s senior consultants with valuable information on how agencies are progressing in their management of workforce planning and diversity and how the PSC may be able to assist in the development and management of a workforce and diversity plan.

http://www.publicsector.wa.gov.au/

15Workforce and diversity planning A suite of workforce and diversity planning tools

Workforce and diversity ‘action plan’ template (agencies ≥ 100 employees)

This template walks larger agencies through the four stages of the workforce planning and diversity model. The template design facilitates the development of initiatives by looking at ‘what is’ to ‘what it should be’ and monitoring your progress throughout the planning process. The template can be customised to meet your agency’s needs.

A ‘sample plan’ is also available on the PSC website which shows you how to complete this document.

Workforce and diversity ‘action plan’ template (agencies ≤ 100 employees)

This template enables smaller agencies to embark upon workforce planning appropriate to their small workforce. It includes information on how agencies are progressing in their management of workforce planning and diversity. It may also highlight potential initiatives for your agency to progress in the future. The template can be customised to meet your agency’s needs.

CEO workforce dashboard reporting template

This template can be used to provide your Director General or Chief Executive Officer with a workforce report that succinctly and visually describes the status of key workforce indicators. It includes visual prompts on progress and acts as a tracking summary for executive members. This report can also be customised to meet your agency’s needs.

EEO management plan template (agencies ≥ 100 employees)

For agencies electing to maintain an independent EEO management plan, this template will provide you with the structure to ensure you meet all elements within s145(2)(a)–(h) of the EO Act.


EEO management plan template (agencies ≤ 100 employees)

For smaller agencies electing to maintain an independent EEO management plan, this template will provide you with the structure to ensure you meet all elements within s145(2)(a)–(h) of the EO Act.EEO Management Plan Evaluation Tool

EEO management plan evaluation tool

This is the evaluation tool the PSC’s Senior Consultants use when evaluating EEO management plans against sections 145(2)(a)–(h) of the EO Act. This tool will guide you around the necessary components to include in your EEO management plan.

Forward thinking (an environmental scan)

This document provides an overview of the public sector workforce profile and identifies key demographic issues. It details factors affecting the public sector in social, technological, economic, environmental and political arenas and provides a snapshot of the key issues.

17Workforce and diversity planning A suite of workforce and diversity planning tools

External data sources

This tool provides links to a number of external data sources where workforce planning statistical information can be obtained.

Skilling WA – A workforce development plan for Western Australia

A response to the increasing demand for skills and labour by Western Australia’s industries, which recognises the impact the major resources and infrastructure projects have on the State’s labour market. The plan is aimed at building, attracting and retaining a skilled workforce to meet Western Australia’s economic needs.


How to make these resources work for you

As workforce and diversity planning forms part of a process, so does completing the tools and templates. It may appear there is overlap between some items in the suite of tools. This is a deliberate mechanism to establish cohesive planning and development, building upon each aspect of the workforce and diversity planning process to tell a continuing story.

Assessment tool

• Inviting senior management to complete the assessment tool enables a holistic view to be represented for workforce and diversity planning. This may involve consolidation of key input from invited parties.

• Items within the assessment tool encourage thought around current workforce planning issues for your agency. Consultation with the PSC will occur from this document, continuing throughout the development and implementation stages of the action plan.

Action plan

• Building on the assessment tool, this template examines the current environment from a strategic perspective, determining the most appropriate change improvement strategies.

• The action plan template is designed to be used as a living document, providing commentary and visual indicators on target performance during the life of the plan.

• Ongoing consultation with the PSC will occur throughout the development and implementation phases, largely focusing on strategy outcomes.

Dashboard

• The dashboard becomes a pivotal instrument in the monitoring and evaluation phase of your agency’s plan.

• Using the information directly from the action plan and its monitoring, the dashboard provides a high level executive summary in relation to workforce management.

• Visual indicators draw corporate executive attention to key strategic areas and action required to re-align direction or focus on systemic issues associated with workforce and diversity planning.

Workforce and diversity planning 19

Some agencies may elect to combine their workforce plan with their EEO management plan as strategies within both plans can be easily aligned and are complementary to each other. This section outlines the components that should be addressed when completing an integrated workforce and diversity management plan.

Leadership

The best way to promote change is to give change a voice.

Agency leadership should promote the workforce and diversity action plan as a way of improving workforce capability and capacity within the organisation. Leadership statements should communicate to all staff their personal responsibilities within the organisation and set the tone of an organisation committed to the principles of workforce management.

Consolidating diversity into workforce planning

Incorporating elements of leadership within your integrated action plan will also assist in addressing s145(2)(a) [Provision for policy and programme design and implementation] of the EO Act. These may include:

• leadership statements promoting workforce diversity and encouraging joint ownership and buy-in from all staff

• linkage to CEO performance agreements as well as strategic and operational plans.

The key ingredients in an integrated workforce and diversity management plan


20 Workforce and diversity planning

Communication

Workforce and diversity planning requires a high degree of consultation in the initial phases. Once your plan moves into the development and implementation phase, re-invest in communication with your stakeholders to inspire, encourage, motivate and promote individual buy-in. Shared responsibility of the plan throughout the organisation creates a greater degree of personal ownership, which continues with the shared success of the plan and its initiatives. Communication methods may include:

• strategic and operational plans

• websites and intranet

• leadership commitment

• induction process

• code of conduct

• recruitment process

• performance development system

• team meetings

• corporate notice boards

• newsletters or a calendar of events.


Incorporating elements of communication within your integrated action plan will also assist in addressing s145(2)(b) [Strategies to communicate policies and programmes] of the EO Act. These may include:

• initiatives/strategies/tasks showing how employees will become aware of the policies and programs

• a specific communication strategy that promotes awareness of the broader plan within the organisation.


21Workforce and diversity planning

Planning and development

Incorporating workforce and diversity planning within your agency is a multidimensional process. Workforce planning shapes, and is shaped by, internal and external influences.

External influences affecting the public sector workforce may include:

• social factors

• political factors

• economic factors

• technological factors

• environmental factors

• other demographic factors.

You may like to refer to the PSC’s Forward thinking document to explore some of these external factors in more depth.

Internal influences affecting your workforce may include:

• changing strategic focus

• resourcing

• organisational culture.

These influences highlight how workforce and diversity planning should not be considered in isolation, but as part of a wider process. Connecting programs in consideration of internal and external influences will assist your agency to make workforce and diversity planning part of your core business, enhancing service delivery and design to meet the needs of the community.


Incorporating elements of planning and development within your integrated action plan will also assist in addressing s145(2)(a) [Provision for policy and programme design and implementation] and s145(2)(d) [Review of personnel practices to identify possible discriminatory practices] of the EO Act. These may include:

• the review of personnel practices such as recruitment techniques, selection criteria, training and staff development programs, promotion and transfer policies and patterns, and conditions of service

• assessing policies and practices for potential bias or discrimination

• linkage to other plans or policies that support the plan’s implementation such as reconciliation action plan, sustainability action plan, disability access and inclusion plan and substantive equality policies.



Analysing performance

Performance outcomes are about results, not process, so the focus of your plan becomes about what you want to achieve. Support your plan by linking it to other relevant, performance outcomes-based initiatives within your organisation.

Performance is a comparative process. First, collect baseline data which reflects the current situation (where you are now) and then set realistic objectives that your agency seeks to achieve (where would you like to be). The assessment tool and action plan are designed to assist in the process of conducting a ‘gap analysis’ by readily identifying:

• what is required to measure performance

• how data can be used to analyse performance

• how the process can be improved

• the visibility of agency performance to stakeholders

• where information will be incorporated into ongoing progress updates, highlighting performance achievement.


Incorporating elements of data collection within your integrated action plan will also assist in addressing s145(2)(c) [Collection and recording of diversity data] of the EO Act. These may include:

• providing historical and actual workforce and diversity profiles that are consistent with other reporting documents, e.g. How does your agency compare? and ‘State of the sector’ data

• initiatives/strategies/tasks to collect workforce diversity, client and service data and report on that data.



Measures of success

Setting assessable goals or targets assists with monitoring progress and celebrating achievements along the way. Goals or targets drive the progress of the plan by providing triggers for each of the initiatives/strategies/tasks included, making the plan a living document.


Incorporating elements of performance analysis within your integrated action plan will also assist in addressing s145(2)(e) [Setting of goals and targets for success] and s145(2)(g) [Revision and amendment] of the EO Act. These may include:

• defining and articulating measures of success as quality outcomes

• providing outcomes for each initiative/strategy/task and linking to timeframes

• clearly defining timeframes, e.g. ongoing (June/Dec), annually (July)

• ensuring a mix of both qualitative (experiential evidence for outcome achievement, e.g. increased cultural awareness demonstrated through survey responses) and quantitative measures (numerical evidence for outcome achievement, e.g. 90% of employees participate in a program)

• outcomes contributing to wider organisational planning documents, e.g. human resource plan, operational plan, strategic plan and other external documents

• revising and amending the plan to reflect progress over time.

Each element will inform both the strength and quality of your agency’s plan and your capacity to manage workforce planning in general. Initiatives that can be measured, are realistic, attainable and relevant to your organisation’s business will facilitate successful performance outcomes.



Accountability

Accountability focuses on the responsible and timely management of workforce and diversity plans. Effective planning will ensure that accountability for the implementation and monitoring of your plan’s strategies is built into individual initiatives and the wider plan, and is evenly dispersed throughout your agency’s personnel.

A critical part of the management of your plan and its initiatives is the assignment of timeframes. Timeframes act as catalysts for managing initiatives to ensure successful completion. Some initiatives may be ongoing, for example, occurring annually, biannually or quarterly. For these ongoing initiatives, the timeframes may indicate, for example, the month in each year that the initiative will be considered.


Incorporating elements of accountability within your integrated action plan will also assist in addressing s145(2)(h) [Implementation and monitoring responsibility] of the EO Act. These may include:

• assigning a responsible officer for the whole plan

• assigning a responsible officer for each initiative/strategy/task

• distributing responsibilities for implementation and monitoring evenly across the organisation, e.g. human resources branch, communications branch, corporate executive, and workforce planning and/or equity and diversity committee.



Monitoring and evaluation

Achieving your outcomes may be an extended process in changing your organisation’s culture or human resource management processes. The evaluation of policies and practices involves a continual refinement to ensure that the most up-to-date and sophisticated services are provided.

Breaking down your measures of success can assist in evaluating your initiatives, often in more manageable parts. They can be represented as progress milestones or you can use them to specify how a strategy will be implemented. A well rounded evaluation framework assists in managing strategic initiatives and the efficiency and effectiveness of agency systems.

Some useful documents relating to monitoring and evaluation include the PSC’s Our sector, our people and the workforce dashboard template (which contains workforce indicators to monitor your agency’s progress).


Incorporating elements of evaluation within your integrated action plan will also assist in addressing s145(2)(f) [Strategies to evaluate policies and programmes] of the EO Act. These may include:

• methods to assess the effectiveness of policies and programs

• monitoring of programs, outcomes and/or achievements and reporting these to corporate executive

• linking evaluation to the organisation’s review mechanism, and these may be aligned to the evaluation of the HR plan, strategic plan, operational plan, etc

• providing a specific timeframe for evaluation of both action plan and the individual strategies within it, e.g. annually or biannually

• celebrating achievements and publishing them in agency newsletters or the annual report as appropriate.


http://www.publicsector.wa.gov.au/document/our-sector-our-people-guide-measuring-and-reporting-human-capital-western-australian-public-sector

http://www.publicsector.wa.gov.au/document/our-sector-our-people-guide-measuring-and-reporting-human-capital-western-australian-public-sector

http://www.publicsector.wa.gov.au/workforce/workforce-planning-data/workforce-planning/tools-and-templates

2Section Heading2Sample strategies

28 Workforce and diversity planning strategies Workforce and diversity planning

Workforce and diversity planning strategies

The following strategies have been included to assist you in formulating your plan. They are a guide only, and require tailoring to suit your agency’s specific requirements. A range of strategies and helpful documents are also available on the Public Sector Commission’s website.

The ‘Initiative/Task/Action’ has been cross-referenced with the PSC’s four-stage workforce planning model and the four outcomes for independent EEO management plans. Note the cross-referencing is also provided as an example only, so some initiatives may relate to other workforce plan stages and EEO outcomes.

Initiative / Task / Action

Integrated workforce plan

stage (Ref: pp. 11 - 13)

EEO management plan outcome

(Ref: p. 10)

• Conduct an environmental scan. Scan and understand

Outcome 1

• Develop relationships with central agencies and workforce planning officers in other agencies.

Scan and understand

Outcome 1

Reflect EEO and diversity principles in:

• vision / mission statement

• strategic plan

• workforce plan / operational plan

• employee handbook (induction)

• agency code of conduct.

Scan and understand

Outcome 1

• Identify objectives consistent with CEO’s performance agreement.

• Review outcomes published in the How does your agency compare? report.

• Review sector-wide results published in the DEOPE annual report.

Scan and understand

Outcome 3



29Workforce and diversity planning Workforce and diversity planning strategies





(Ref: p. 10)

• Include space in service request forms for clients to voluntarily provide some basic data about themselves.


Outcome 3

• Create and update database to capture the information provided by clients in service request forms.


Outcome 3

• Conduct an audit of skills across the agency. Analyse and interpret

Outcome 3

• Conduct workforce forecasting for future demand and supply.


Outcome 3

• Conduct annual employee performance reviews.


Outcome 2

• Evaluate exit interview/survey results to determine emerging patterns and consider these patterns in human resource planning.


Outcome 2

• Conduct diversity surveys, employee perception surveys for new and existing employees.

• Collect diversity data during induction process for new employees.

• Review HR MOIR and How does your agency compare? data.


Outcome 3

• Evaluate survey results to determine emerging patterns and consider these patterns in human resource planning.


Outcome 3

• Develop and implement boomerang employment for retirees.


Outcome 3

• Utilise the PSC’s HR capability framework to develop internal mechanisms/tools to enhance agency workforce capacity.


Outcome 2

• Provide EEO training and information to managers and supervisors.


Outcome 1






(Ref: p. 10)

• Include in the performance criteria of managers and supervisors ‘the ability to recruit and manage a diverse workplace’ and ‘the ability to promote an inclusive work culture’.


Outcome 1

• Ensure induction programs incorporate EEO and diversity components.


Outcome 1

• Establish an equity and diversity committee responsible for overseeing the plan’s implementation.


Outcome 1

• Base recruitment and selection processes on a proper assessment of merit, equity and diversity.

• Clearly communicate the recruitment process to management.


Outcome 2

• Conduct selection panel member training in bias free methods and diversity considerations.


Outcome 2

• Conduct new staff induction processes.

• Promote training and development opportunities to all staff.

• Develop and promote flexible work practices (based on operational needs) such as flexible hours and part-time work to allow employees to achieve a work life balance.


Outcome 2

• Provide EEO training and information to all staff which includes eliminating harassment and discrimination in the workplace.


Outcome 2

31Workforce and diversity planning Workforce and diversity planning strategies





(Ref: p. 10)

Conduct a review of human resource management policies and procedures for direct and indirect bias and potential barriers:

• HR policies and procedures

• JDFs

• code of conduct

• performance management systems.

Evaluate results and amend policies and procedures as necessary.


Outcome 2

• Develop specific strategies to address the retention of staff in regional areas.


Outcome 2

• Develop/review and promote the grievance resolution process to all staff.


Outcome 2

• Develop an exit interview/survey process. Develop and implement

Outcome 2

Promote the agency as an EEO employer by including a statement in job advertisements and encourage people from diversity groups to apply.

• Advertise in media that targets diversity groups.

• State intentions to increase workforce representation and achieve equality in advertisements through the application of:

• s27: genuine occupational qualification

• s31B: special needs – gender, marital status or pregnancy

• s35K: special needs – family responsibility

• s35ZD: sexual orientation

• s51: race

• s66R: impairment

• s66ZP: age.


Outcome 3






(Ref: p. 10)

Communicate the plan and its policies and programs to all staff via:

• staff induction

• intranet

• email

• team meetings

• newsletters/notice boards.


Outcome 4

• Promote and celebrate equity and diversity achievements throughout the agency.


Outcome 4

• Determine appropriate networks and build information sharing within those networks.


Outcome 1

• Establish an evaluation cycle that meets the requirements to monitor performance and where/how the plan links to Strategic directions for the public sector workforce 2009-2014.


Outcome 4

• Consult with the PSC in relation to merging/ integrating the agency workforce plan with the agency EEO management plan.


Outcome 1

• Conduct periodic reviews on internal procedures and practices to determine their effectiveness in meeting employees’ needs.


Outcome 4

• Evaluate training feedback and amend training as necessary.


Outcome 2

• Regularly review the grievance resolution process and amend as necessary.


Outcome 2

• Review and amend the plan to ensure strategies and actions remain relevant to the organisation.

• Monitor progress against the plan’s timeframes and measures of success.


Outcome 4

• Evaluate the effectiveness of all initiatives.

• Report the outcomes and achievements to corporate executive.


Outcome 4

33Workforce and diversity planning Targeted diversity group strategies

Below are specific strategies to target employees in the diversity groups, which would be included in the ‘Develop and implement’ stage of an integrated workforce and diversity action plan or ‘Outcome 3’ of an independent EEO management plan:

Women in managementPeople from culturally diverse

backgrounds

• Develop and implement a ‘women in leadership’ program.

• Develop and promote flexible working arrangements.

• Develop and implement a secondment program.

• Develop and implement mentoring programs, encouraging women’s participation.

• Provide cultural diversity training for all staff (including the Diverse WA cultural competency training package)

• Promote and celebrate significant cultural events.

• Develop and implement a mentoring program, encouraging people from culturally diverse backgrounds to participate.

People with a disability Indigenous Australians

• Utilise the people with disabilities stream of the PSC’s Entry Level Employment Program.

• Partner with a disability employment services provider to facilitate disability recruitment.

• Implement a supported work team arrangement.

• Develop and implement a mentoring program, encouraging people with a disability to participate.

• Provide training to staff to develop a (disability confident) workplace culture.

• Develop and implement an Aboriginal employment strategy.

• Provide Indigenous cultural awareness training for all staff.

• Utilise the PSC’s Aboriginal and Torres Strait Islander Traineeship Program or Employment Program for entry level positions.

• Utilise the Indigenous Jobs Australia website in recruitment.

• Develop and implement a mentoring program, encouraging Indigenous Australians to participate.

Targeted diversity group strategies

34 Targeted diversity group strategies Workforce and diversity planning

Youth Mature age workers

• Utilise the PSC’s School-Based Traineeship Program.

• Utilise the PSC’s Business Traineeship Program.

• Develop and implement a graduate program.

• Participate in an apprenticeship arrangement.

• Develop and implement a mentoring program, encouraging young people to participate.

• Audit knowledge management process and develop a program that captures corporate knowledge.

• Implement a phased retirement scheme that does not impact on superannuation (seek advice from GESB).

• Establish a ‘mentor a graduate’ program to develop new leaders within the sector, while also sharing knowledge.

• Utilise Commissioner’s instructions to provide for the re-engagement of former (retiree) employees.

35Workforce and diversity planning Workforce and diversity plan checklist

Below are the key elements a workforce and diversity plan would usually include, regardless of the plan’s format. The elements are based around the four stages of the workforce planning model and aim to provide an overview of what the Commission is seeking when agencies develop and submit a plan, including to meet the requirements of ss145(2)(a)–(h) of the Equal Opportunity Act 1984. This is a final checklist for these key elements once you have completed your plan.

Element of workforce and diversity planIncluded in agency

workforce and diversity plan ()

STAGE ONE: SCAN AND UNDERSTAND

Leadership statement supporting workforce and diversity strategies, signed by CEO (to meet s145(2)(a) of the Equal Opportunity Act 1984)

Clients, client services and critical projects identified

Evidence of internal and external scanning for factors impacting the agency

Evidence of consultation with different divisions within the agency regarding business priorities, skill requirements, training needs and gaps etc.

Evidence of external consultation e.g. the PSC, Department of Treasury, Minister’s office

Evidence of links to the agency’s strategic goals

Identification of possible implications for service delivery

Agency specific priorities (including those in CEO performance agreement) and whole of public sector priorities (including those related to Strategic directions for the public sector workforce 2009-2014) included

Workforce and diversity plan checklist

36 Workforce and diversity plan checklist Workforce and diversity planning



STAGE TWO: ANALYSE AND INTERPRET

Evidence of profiling (data about workforce demographics, services provided and client demographics) (to meet s145(2)(c) of the Equal Opportunity Act 1984)

Evidence of workforce forecasting and/or modelling (e.g. 5–10 year workforce projections and workforce scenarios)

Workforce data improvement initiatives (e.g. data integrity reviews)

Workforce and service demand/supply analysis and interpretation

Gap analysis and interpretation

STAGE THREE: DEVELOP AND IMPLEMENT

EEO/diversity initiatives integrated in plan (to meet s145(2)(a)&(d) of the Equal Opportunity Act 1984)

Communication strategy included to engage all staff and key stakeholders to drive the plan (to meet s145(2)(b) of the Equal Opportunity Act 1984)

Measures of success (which are specific, measurable, achievable, relevant, time-bound [SMART]) for each initiative included (to meet s145(2)(e) of the Equal Opportunity Act 1984)

Inclusion of initiatives, timelines, responsibilities (to meet s145(2)(h) of the Equal Opportunity Act 1984)

Evidence of commitment from different divisions within the agency to implement the initiatives

Reference to Strategic directions for the public sector workforce 2009-2014 outcomes (where appropriate): • attract a skilled workforce

• retain valued employees

• build capacity in the public sector

• provide strategic leadership

• meet regional needs, and

• ensure an efficient and flexible public sector.

37Workforce and diversity planning Workforce and diversity plan checklist



STAGE FOUR: MONITOR AND EVALUATE

Evidence of a reporting and communication strategy for achievements and updates on the plan (to meet s145(2)(b)&(f) of the Equal Opportunity Act 1984)

Monitoring and evaluation component included (to meet s145(2)(f) of the Equal Opportunity Act 1984)

Capacity to review and amend individual strategies and the plan as a whole (to meet s145(2)(g) of the Equal Opportunity Act 1984)

Overall monitoring and implementation responsibility for the plan included (to meet s145(2)(h) of the Equal Opportunity Act 1984)

38 Workforce Diversity and Planning Workforce and diversity planning

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