Diversity and
Inclusion Strategy
2018-2028
Diversity and Inclusion Strategy • 2018 - 2028
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Message from the Chief Executive
I am delighted to endorse the Ministry’s first ever Diversity and Inclusion
Strategy.
The Strategy realises the diversity and inclusion pillar of the People
Strategy, breathing life into our One Ministry aspirations — a happy,
healthy and high performing community, for all. It builds upon initiatives
that emerged from the Career Ministry process.
As we celebrate the 75th anniversary of the Ministry, we find ourselves
operating in an increasingly complex and challenging global
environment. I have no doubt that valuing and utilising diverse and
inclusive thinking, people and behaviours will strengthen our ability to
navigate these uncertain times and changing world. In turn, this will
help the Ministry make New Zealand safer and more prosperous.
Diversity allows us to be more innovative in the way we act, enhancing
the quality of our advice and improving the efficiency and quality of our
services.
Inclusion is the key to unlocking the potential of our diversity. When
people feel that they belong to a workplace, we see higher employee
engagement, improved performance, retention of talent, improved staff
wellbeing and lower levels of unacceptable behaviour.
By focusing on diversity and inclusion we challenge ourselves to reflect
on our behaviours, blind spots, assumptions, unconscious biases and
perceptions of ourselves. We are trying to change our language and how
we act to make sure that all staff, no matter job family or location, feel
like they belong.
Our Values are deeply relevant to our diversity and inclusion aspirations.
They will drive the behaviours we need to grow the diversity of our
workforce and inclusiveness of our workplace.
Kotahitanga — We draw strength from our diversity
Courage
— We do the right thing
Manaakitanga — We honour and respect others
Impact — We achieve for New Zealand, every day, every where
Diversity and Inclusion Strategy • 2018 - 2028
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The Ministry is not the first government agency or foreign service to grapple
with diversity and inclusion. In some areas we’re doing well; in other ways
Our Aspiration
we have a long way to go. This strategy draws on best practice and lessons
learned from world-leading organisations. It builds on what we have
already done and sets ambitious goals for what we need to do over the next
10 years. It’s a start, not an end.
We aspire to be a workplace that values and utilises diverse and inclusive
The To Do List is long; it won’t all happen overnight. However, there are
thinking, people and behaviours. This means that our staff reflect the
things we can do immediately that will make our Ministry a more diverse
diversity of New Zealand and the countries we work in, and that the
and inclusive place to work.
contributions of staff with diverse backgrounds, experiences, skills and
perspectives are valued and respected. It is important that staff see
This strategy is of fundamental importance to the character and
themselves included and represented across the Ministry.
effectiveness of the Ministry, today and in years to come. It’s an investment
by us, in us. The Senior Leadership Team is fully committed to it and we
This strategy sets out over a ten year timeframe a range of goals and
want all Ministry leaders and staff to share in the commitment, and the
targeted measures designed to deliver a more diverse workforce and
journey.
inclusive workplace. At the core of our ambition is a focus on leadership,
talent, training and development, and flexible work options.
We believe that leadership matters. We need leaders who embrace
diverse thinking, people and behaviours. We want our leaders to openly
demonstrate that they care about people and appreciate their contribution.
We want them to lead by example and understand and demonstrate the
importance of diversity and inclusion.
Brook Barrington
We will improve the quality of the Ministry’s performance through our ability
to attract, develop and retain diverse talent and to develop our staff in a way
Chief Executive
that sees diversity as a strength and competitive advantage. Ultimately we
want to unlock the value that diversity brings to the Ministry. To do so we
need to invest in our people and adopt flexible work practices.
We aim to be a recognised leader in inclusion and diversity. We want to be a
public sector frontrunner in New Zealand and an exemplar offshore.
We want to demonstrate to our global partners and to New Zealanders
that the Ministry represents the aspirations of the country we represent: a
tolerant, diverse, inclusive and welcoming society.
These goals can only be achieved by putting diversity and inclusion at the
heart of all that we do and seek to achieve. To achieve this we must endorse
and accept a range of general principles:
acknowledge Te Tiriti o Waitangi as New Zealand’s founding
document, recognise the continuing partnership it established
between the Crown and Māori and do our part to deliver on the
Crown’s commitments to Māori under Te Tiriti,
shift our culture towards ways of working that address the needs of
a contemporary and highly international workforce,
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encourage collaboration, flexibility and fairness to enable individuals
to contribute to their full potential,
Our Starting Point
create a workplace characterised by inclusive practices and
behaviours for the benefit of all staff,
ensure diversity and inclusion is embedded in the policies,
The broader context
processes and systems of the Ministry,
align our diversity and inclusion goals with our strategic goals, and
There have been a significant number of studies over the years that have
established the strong business case for diversity and inclusion within
establish an explicit understanding of the rationale or business case
organisations.
for the strategy where goals can be measured and our ambitions
and commitments lead to a quantifiable difference.
McKinsey reported a statistically significant relationship between a
more diverse leadership team and better financial performance.
Acceptance of these principles will help realise our One Ministry: a happy,
healthy and high-performing community, for all.
Deloitte’s reported an 80 percent improvement in business
performance when levels of diversity and inclusion were high.
A Ministry analysis of the Employee Engagement Survey found
that those workgroups that scored high on the Inclusion Index also
scored highly on the Engagement Index, demonstrating a strong
correlation between inclusion and engagement.
The American Sociological Association found that for every 1 percent
rise in the rate of gender diversity and ethnic diversity in a workforce
there is a 3–9 percent rise in sales revenue.
Diversity is being invited to
Tufts University, in an experiment, demonstrated that diverse groups
perform better than homogenous groups. This was reinforced by
the party; inclusion is being
a overseas study that found “ideas from women, people of colour,
LGBT and Generation Y’s are less likely to win the endorsement they
asked to dance.
need to go forward because 56 percent of leaders don’t value ideas
they don’t personally see a need for...” The data strongly suggested
Verna Myers
that homogeneity stifles innovation.
The book the “Inclusion Imperative” reported that “when gay people
remain in the closet, they are 10 percent less productive than when
they are able to be themselves.”
The Ministry context
Represented in 57 locations and employing staff from a variety of countries,
backgrounds and professional skills, the Ministry is a diverse organisation.
We are working to grow One Ministry: a happy, healthy, and high-performing
community, for all.
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In developing our strategy, we recognise that we are not starting from
Ethnically diverse employee population, with slightly lower
a zero base. The Ministry has been focused on creating a diverse and
representation of minority groups relative to public sector average.
inclusive organisation for a number of years and has a range of initiatives
These minority groups are under-represented in leadership roles in
under way. These include:
the organisation.
A Senior Leadership Team Diversity Champion
Around half the workforce perceive the culture to be one of
Support for Staff Networks
inclusion, where individual differences are valued.
Unconscious bias training
Perception of legacy culture of “competitiveness” and “elitism”
acting as a barrier to inclusion.
Flexible work policies and practices
Desire to see specific and separate focus on bi-culturalism.
Closing the Ministry’s within band gender pay gap during the 2017
remuneration round
Need for training and capability building to be rolled out to support
any diversity and inclusion strategy.
Pasifika internships over the 2017-18 summer under the Tupu Tai
programme
Need for opportunities for locally employed staff to play a more
prominent role in leading diversity and inclusion.
Anonymous recruitment
Specialist staff seeking to be more included and their skills valued.
March 2018 SLT Retreat focused on delivering the Māori
Engagement Strategy
Around half the workforce believe that the Ministry is fully supportive
of flexible working, despite policies that provide for flexible work
Diverse panels for 2018 promotions.
options.
Desire to see flexible working formalised and more widely embedded
In 2017 the Ministry commissioned an external organisation, Diversitas, to
in the Ministry.
conduct a review of the current state of Diversity and Inclusiveness at the
A gender pay gap of 15.3 percent
Ministry with a view to assisting the development of a more comprehensive
(reduced by 2 percent as a result of
and strategic approach to the issue.
efforts to close the within band gap
The key findings from the review (and from other Ministry surveying and
in 2017).
data) include:
Women score lower on most
A strong intent from Ministry leadership to grow diversity and
dimensions in the Employee
inclusion capability across the organisation and to take a leading
Engagement Survey.
position in the public sector on this issue.
General organisation-wide support for taking a more strategic
approach to diversity and inclusion.
Significant in-roads in developing policy framework, governance
structure and diversity and inclusion strategy plan, although further
development required.
Evidence of an overall gender balance, however with male-
dominated leadership roles. Diversitas found that barriers to women
in leadership need to be removed.
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Our Approach
Leadership and Accountability
The extent to which organisational leaders take responsibility for shaping,
We have been guided and influenced by the work of many sector-leading
guiding, and supporting the organisation’s diversity and inclusion initiatives
organisations as we have developed the Ministry’s Diversity and Inclusion
is an important part of their roles. The accountability and sponsorship of
Strategy. We developed our strategy and supporting initiatives based on five
implementing diversity and inclusion is both explicit and measurable.
key pillars of diversity and inclusion.
The Ministry’s vision and approach to diversity and inclusion is embedded in
the business through policy, practice and plans.
Diversity and Inclusion Implementation Pillars
Recruitment, Retention and Progression
FOUNDATION
INTERNAL
EXTERNAL
The Ministry ensures the recruitment and selection processes support
the strategy of identifying and selecting the best talent from the most
Leadership &
Recruitment
Learning &
Flexible Work &
Outreach &
diverse applicant pools to have people in the Ministry who look, think and
Accountability
Retention &
Development
Remuneration
Communications
act differently. This will include the extent to which “targeted” recruitment
campaigns exist, and how diversity is represented on recruitment panels
Progression
and the guidance panels receive for conducting interviews. The Ministry will
need to manage how turnover of under-represented groups is addressed
and how talent from groups of diverse staff is identified, supported and
accelerated. The organisation will also need to measure the extent to
which criteria and weightings are developed to remove barriers for the
advancement of groups of diverse staff.
Learning and Development
The extent to which learning and development meets the needs of a diverse
workforce.
Flexible Work and Remuneration
The design of jobs, Ministry work practices, remuneration and incentives
is designed to accommodate the different needs of staff. The construction
of work and individual jobs maximises the ability of people from diverse
populations to contribute and be successful.
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Outreach and Communications
1 Leadership and Accountability
The extent the Ministry is sensitive to the diverse needs of its staff,
partners, stakeholders and the people we represent. How diversity is
articulated and promoted through internal and external communications.
New Zealanders view the Ministry as an inclusive employer with a
Our leaders will grow diversity, foster an inclusive workplace where all
workforce they can identify with.
staff are treated fairly and with respect and will be celebrated for doing so.
By being able to bring their whole selves to work, all staff will be able to
contribute their best to organisational success.
Our Goals
Under Senior Leadership Team (SLT) guidance, the Ministry embraces
diversity and inclusion and takes action to address inequalities by
recognising that all staff have unique skills and talents.
Diversity: the art of thinking
The Ministry works to support and develop staff to maximise their
contribution and personal satisfaction through organisational initiatives.
independently together.
The Ministry develops a strong rationale to support its diversity and
Malcolm Forbes
inclusion vision and strategy and aligns it to organisational goals, four-
year objectives and operational plans. Successes and failures against the
strategy’s goals are openly shared.
The Ministry develops practices and strategies to equip all managers
with the ability to promote diversity, institutionalise a culture of inclusion,
measure results and refine approaches to adjust to changing needs.
Leaders at all levels are held accountable for executing the Diversity and
Inclusion Strategy, promoting the strategy’s vision, setting goals, achieving
results, being role models and providing dedicated support and budget
provision to effectively implement diversity and inclusion.
Everybody has a leadership role to play.
How will we do this?
1.1
SLT (and leaders at all levels) lead the promotion of an inclusive
workplace.
1.2
SLT (and leaders at all levels) lead the identification and removal
of any institutional discrimination against groups of diverse staff
in respect of recruitment, placement, remuneration talent and
performance management.
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1.3
Improve the collection and analysis of Ministry diversity data, while
1.16 Maintain support for the Ministry’s Staff Networks and encourage
maintaining privacy. Work will be split over multiple phases.
staff employed at posts to participate.
1.4
Establish and provide regular diversity and inclusion reporting to
1.17 Utilise SLT post engagement visits to engage with offshore staff on
appropriate Ministry governance committees.
the diversity and inclusion work programme.
1.5
Undertake every four years a diversity and inclusion stocktake to
1.18 Establish a Māori Advisory Board and appoint a Ministry Kaumatua
ensure delivery against the implementation plan, goals and targets.
to provide direct advice to the Chief Executive.
Feed stocktake outcomes into updates of the Diversity and Inclusion
Strategy and revisions of the Implementation Plan.
1.19 Invite the chair/coordinator of each Staff Network at least once a
year to attend an SLT Board meeting to discuss their diversity and
1.6
Establish and report on an Inclusion Index as part of the Employee
inclusion issues and opportunities.
Engagement Survey.
1.20 Redesign the Performance Management system to recognise
1.7
Add additional demographic questions to the Employee Engagement
diversity and inclusion contribution.
Survey.
1.8
Include managing diversity and inclusion as an essential leadership
competency and assess people leaders against it.
1.9
Tie people leader performance outcomes and incentives to meeting
diversity and inclusion goals.
1.10 Add diversity and inclusion goals to all Heads of Mission (HOM)
Letters of Expectation and manager inductions.
We are all different, which
1.11 Require all people leaders to participate in diversity and inclusion
training (e.g. unconscious bias training) and make the training
is great because we are all
available to all staff.
unique. Without diversity life
1.12 SLT (and leaders at all levels) recognises that diversity of
thought can improve the quality of policy making and takes steps
would be very boring.
to encourage divergent points of view in their meetings and
documentation.
Catherine Pulsifer
1.13 Staff are encouraged to think diversely and are recognised through
the performance assessment and remuneration process for
courageously considering issues from differing perspectives.
1.14 Require every post without a Dependent Employment Agreement
(DEA), or with a dated one, to add negotiation of a DEA to its
Operational Plan, or register with Human Resources Group (HRG)
the reason for not doing so.
1.15 The Ministry has zero tolerance to unacceptable behaviour
(harassment, sexual harassment, bullying, victimisation). The
Ministry aims to create a safe environment where all staff feel
safe to speak up in the event they are subject to, or observe,
unacceptable behaviour.
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How will we know we have been successful?
Leadership
Diversity and Inclusion Strategy is successfully launched in 2018
High Commissioner to London Jerry Mateparae
and resources to implement 2018/19 Implementation Plan (and out-
reflects on his experience in supporting a staff
years) are secured.
member – Kristin Green – transition in the
workplace and the importance of diversity and
Employee Engagement Survey results related to leadership actions
inclusion.
in promoting diversity and inclusion show a sustained upward trend.
“We are who we are, we have similar aspirations for ourselves
The Inclusion Index, which is a wider measure of how included
and for New Zealand and therefore we all have a stake in making
and valued staff feel, increases year-on-year to an organisational
our work successful. The Māori whakatauki- ‘He waka eke noa’ –
average of 90 percent by 2028 and shows no differentiation by groups
we are all in the waka together, captures that sentiment.
of diverse staff.
“I believe Kristen’s transition was a first for the Ministry. It
SLT (and leaders at all levels) in its composition increasingly reflects
pushed the boundaries, extended our perceptions, improved our
the gender, bicultural, ethnic and cultural diversity make up of
efforts and drew much positive commentary. That’s why diversity
New Zealand.
and inclusiveness is good. It brings out the best of our people
SLT positions are held and maintained in a 45 : 45 : 10 ratio of male :
and our teams. We are all in this waka together, paddling hard for
female : male/female/any gender by 2025.
New Zealand.
Percentage of women and gender diverse staff in above-the-line
“Diversity and inclusion cuts to the core of how our teams can
positions (offshore and onshore) are in line with New Zealand
work more efficiently and effectively. I have written to all our
national workforce percentages by 2025.
staff to outline my expectations around ensuring that we have a
healthy, safe, respectful and professional working environment
Percentage of Māori staff in above-the-line positions are in line with
and where we can work with assurance and the confidence that
New Zealand workforce national percentages by 2025.
everyone is able to express their views, insights, concerns and
Percentage of Pasifika, Asian and other ethnic minority staff in
opinions candidly and yet thoughtfully.”
above-the-line positions are in line with New Zealand workforce
national percentages by 2025.
Overall Employee Engagement Survey results show no statistically
significant difference between Ministry averages and diverse staff
groups.
All people leaders have completed diversity and inclusion training
(e.g. unconscious bias training) by 2020. After 2020 all people
leaders will have completed training within one year of assuming
their role.
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2 Recruitment, Retention and Progression
Leadership and
Accountability
We use recruitment and promotion processes as key levers to build and
retain a talented workforce which reflects the diversity of the communities
Notes
we represent and the countries we work in.
Our Goals
How can I demonstrate my commitment to the leadership pillar?
Our workforce employed in New Zealand, at all levels and in all job families,
reflects the New Zealand communities we represent. Our staff employed at
posts reflect both New Zealand and the countries in which we serve.
To establish a public sector standard on recruitment and selection practice
that results in the attraction, selection and retention of the best qualified
and diverse applicants.
Improve the quality of the Ministry’s performance through our ability
to attract diverse talent and to develop our staff in a way that realises
Kotahitanga: we draw strength from our diversity.
Improve employment and career development opportunities for diverse
What is my role in making sure everyone in my team feels included and
staff who are under-represented at specific levels in our workforce through
able to participate fully?
specific programmes and initiatives, ensuring that everybody is able to be
successful and reach their potential.
Recognise that all job families contribute to achieving the Ministry’s goals
by ensuring development or progression opportunities are available and
relevant to all staff, regardless of job family.
O le tele o sulu e maua ai
figota, e mama se avega pe a
ta amo fa’atasi.
My strength does not come
from me alone but from many.
SAMOAN PROVERB
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How will we do this?
2.13 Annual compensation gap analyses are conducted and disseminated
to confirm that biases based on gender, ethnicity, sexual orientation,
2.1
Collect and analyse recently employed staff data for the Ministry’s
age, disability, function, and other potential equity issues, are dealt
workforce on an annual basis to inform and guide recruitment
with appropriately.
efforts and selection practices.
2.14 Develop an integrated Ministry-wide approach for outreach that
2.2
Regularly conduct analysis to ensure any diversity biases are
identifies sources of potential diverse candidates for recruitment
continuously reduced in recruitment, performance, promotion,
purposes.
rotation and posting processes.
2.15 All new hires from diverse backgrounds are offered an internal
2.3
Recruitment advertising is targeted to diverse people to attract the
mentor; all staff leaving will participate in exit interviews that
best possible range of applicants.
include questions on diversity and inclusion
2.4
Recruitment firms we engage are required to provide diverse
2.16 Formalise the role of the Career Advisors in engaging staff returning
candidates in their recommended shortlist and embrace diversity
from parental leave to ensure they successfully re-enter the
and inclusion themselves.
workforce.
2.5
Our recruitment panels are diverse and representative.
2.17 Consistently use our own diverse staff in the recruitment process
to understand and help connect with diverse recruits and recognise
2.6
All members of recruitment and shortlisting panels are required to
this contribution.
have undertaken diversity and inclusion training (e.g. unconscious
bias training) within the previous three years, or be briefed by HRG
2.18 Conduct analysis on barriers to groups of diverse staff progression/
on best practice.
leadership positions.
2.7
Diversity and inclusion is mainstreamed as one of the criteria for
2.19 Establish and publicise a formal point of contact for former Ministry
performance, promotion and progression decisions, including in the
staff to be able to ask about avenues for returning to the Ministry.
capability framework.
2.20 Drawing on the work of the Career Ministry, hold a Ministry-wide
2.8
Specific targets are set for the recruitment and retention of Māori
consultation programme on specialists, including a discussion
(in line with the Ministry’s Te Tiriti o Waitangi obligations), Pasifika,
forum, diagnosis and endorsed programme of work
Asian and other minority ethnic groups. This is reviewed and
recalibrated annually.
2.9
Internships and scholarships used as a tool to encourage diversity.
2.10 Implement secondment programme for mid-level staff who
have been in the organisation between 5-10 years to provide
an opportunity to gain insights and experiences into how other
organisations and leadership styles operate.
2.11 As part of our wider Corporate Social Responsibility Agenda,
implement a programme to employ people via Workbridge/
Mainstream or other similar programmes. Explore different forms
of delivery of some Ministry services to open up opportunities to
employ people from such programmes.
2.12 Learn best practice from divisions and posts that have a proven
record in leading inclusive teams.
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How will we know we have been successful?
Anonymous recruitment
Increased diversity in applications produces a workforce that is
Anonymous Recruitment is a method used in
representative of New Zealand by 2028.
recruitment to try and improve diversity in the
workplace by minimising opportunities for racial,
By 2023 percentage of Māori, Pasifika, Asian and other ethnic
gender or other biases to be introduced.
minorities among staff employed in New Zealand1 is within [+ 6%] of
national percentages.
As in many organisations trying to grow the diversity of their
workforce, the Ministry trialled the use of anonymous recruitment
By 2028 percentage of Māori, Pasifika, Asian and other ethnic
in 2017 for the annual Foreign Policy and Development round.
minorities among staff employed in New Zealand2 is within [+ 3%] of
Shortlisting assessors were provided with job applications that
national percentages.
excluded certain information — for example, gender, ethnicity and
By 2028 we have employed 20 staff via Mainstream/Workbridge or
university transcripts. This enabled assessors to focus on other
other similar programmes.
components of the candidate’s application, such the long answers
By 2023 the talent management map has identified enough ‘ready
to policy questions. An analysis of the impact of Anonymous
now’ diverse candidates to fill any above the line roles.
Recruitment in the Ministry will be undertaken following the 2018
recruitment round.
From 2019 percentage of staff from diverse groups identified in the
talent management map successfully progress to the next level at
the same or faster rate than the average.
From 2019 promotion and posting rate is no lower for groups of
We all should know that diversity makes for a
diverse staff.
Voluntary termination rate is not higher for groups of diverse staff.
rich tapestry, and we must understand that all
the threads of the tapestry are equal in value
no matter what their color.
Maya Angelou
1 Subject to Section 61A of the State Sector Act.
2 Subject to Section 61A of the State Sector Act.
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3 Learning and Development
Recruitment, Retention
and Progression
We recognise that building the capability of all our staff to operate in a
diverse and inclusive workplace is important in sustaining a diverse and
inclusive organisation.
Notes
Our Goals
The Ministry’s Learning and Development programme provides training
How can we best reflect the diversity of New Zealand and the countries we
that supports our diversity and inclusion goals.
work in?
Discussion and consideration of diversity and inclusion issues are
integrated into all learning and development programmes and events.
Programmes may focus on either general diversity and inclusion principles
or specific dimensions of diversity. Staff throughout the Ministry receive
diversity and inclusion training.
Our leaders have the skills and knowledge to lead a diverse workforce
and demonstrate their commitment to building a diverse and inclusive
organisation.
Diversity and inclusion learning and education is an on-going, multi-year,
developmental curriculum that takes individuals through graduated stages
What do I need to be conscious of when I am involved in recruitment and
of learning.
promotion activity?
Diversity and inclusion professionals, experts in learning methods and
cross-cultural education, and organisational leaders are involved in the
development, delivery and reinforcement of diversity and inclusion learning
and education.
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How will we do this?
How will we know we have been successful?
3.1
Incentivise participation in diversity and inclusion training (e.g.
Rate of staff completing diversity and inclusion training increases
unconscious bias training) for all staff.
year-on-year and gets to within 100 percent by 2028.
3.2
Design, develop and implement diversity and inclusion training
Participation rates in management and leadership development
(including Unconscious Bias training) for all leaders and staff.
initiatives for diverse staff is not lower than Ministry averages.
3.3
Develop and/or seek access to external programmes that support,
Evidence that training, mentoring and coaching of diverse staff is
in particular, women, Māori, Pasifika and Asian staff into leadership
growing a diverse organisation, including at the leadership level.
positions, particularly in those job families affected by a diversity
imbalance.
Determine an appropriate benchmark for learning and development
spend on diversity and inclusion, and meet or exceed that by 2023.
3.4
Implement a mentoring programme that maximises performance
and develops advanced careers from groups of diverse staff, makes
Percentage of learning and development spend on staff from diverse
available external mentors for senior leaders and includes upward
groups and staff employed at post increases in line with their
mentoring for senior leaders.
percentage representation in the organisation.
3.5
Extend study leave and assistance to staff employed at post.
Evidence that staff participation in Māori language and cultural
offerings increase their understanding of Te Ao Māori.
3.6
Ensure learning and development opportunities for staff offshore
are increased in line with onshore opportunities by designing and
Staff agree that “The work I do makes full use of my knowledge and
developing a variety of learning opportunities.
skills” in the Employee Engagement Survey has no differentiation
based on demographic variable.
3.7
Develop a process and system to capture data on learning and
development uptake by groups of diverse staff.
3.8
Review participation in leadership and development programmes
to ensure that they draw from all groups of diverse staff and job
families.
3.9
Establish a comprehensive Māori cultural competence programme
We have the Internet of
aligned to the Capability Framework and to the recommendations of
the Māori Engagement Strategy.
Everything but not the
3.10 Reward participation in the Māori Policy Unit’s (MPU) Introductory
Module (basic te reo Māori, tikanga and kawa for engagement work)
inclusion of everyone.
and support use of the Te Ao Māori app.3
Ajaypal Singh Banga
3.11 Provide Staff Networks and other groups of staff with resources and
support to run diversity awareness-raising initiatives.
3.12 Staff and, as appropriate, their dependants receive cultural
competency training and other support when being posted or
travelling to challenging locations.
3.13 Develop and implement Staff Employed at Post and Leading Staff
Employed at Post toolkit.
3 The Māori Engagement Strategy, published in 2017, has a number of other capability initiatives consistent with the intent
of this strategy.
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4 Flexible Work and Remuneration
Learning and
The Ministry will provide a workplace that is accommodating of diverse and
Development
changing life situations and enables staff to manage their work and their
lives. The Ministry will pay staff based on what they do, not who they are.
Notes
Our Goals
Flexible working options are actively promoted and accepted in the
What learning and development opportunities are available to support my
organisation. Flexible working is recognised as enhancing productivity and
team to achieve our diversity and inclusion goals?
engagement.
No gender pay gap within bands. The Ministry is a public sector leader in
reducing the gender pay gap overall.
Accommodations for groups of diverse staff, including those with religious,
ethnic, or disability needs, are achieved with care and go beyond legal
requirements.
The Ministry systematically reviews job requirements, offer documentation,
and language bias job descriptions for any adverse impact.
Position descriptions and role requirements are clear and designed to
balance flexible work arrangements with organisational needs, and start
What learning and development support do I need to understand and
from the default position of why they are possible. A range of different
embrace diversity and inclusion?
flexible work arrangements will be considered possible and beneficial to
overall productivity.
Ministry work practices will shift to take actively into account a diversity
of work arrangements, including better using technology to communicate
with staff regardless of location.
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How will we do this?
How will we know we have been successful?
4.1
SLT affirms that flexible working options should be made the default
Number of flexible workers increases according to HR Kiosk data.
setting for all jobs and we start from the position of “how can we?”
rather than “can we?”
Number of flexible workers in above-the-line positions increases.
4.2
Set up a review process for any staff member who has requested a
Requests for flexible work arrangements are fairly considered
flexible work arrangement and feels it has been unfairly declined.
against a consistent policy across the Ministry.
4.3
Publicise, promote, consistently apply and keep under review the
Within-band gender pay gap remains at zero percent as quantified by
Ministry‘s flexible and part-time work policy.
Human Resources Group statistics.
4.4
Add flexible work status to self-declared diversity data in the HR
Annual reduction in the vertical gender pay gap to zero percent by
Kiosk.
2028 as quantified by Human Resources Group statistics.
4.5
Support a wide range of flexible work practices, to be developed
Evidence that diversity and inclusion issues are included as a factor
though a cross-Ministry consultation process starting in 2018.
in MFAT’s Workplace Strategy.
4.6
Provide options as part of Total Fixed Remuneration that include
flexible work options (e.g. purchasing additional leave).
Gender Pay Gap Reduction
4.7
Review the design of “above the line” roles to ensure that they are
designed to be consistent with flexible work practice principles.
In 2017 the Ministry took steps to close the
gender pay gap, then at 17.19 percent. The gap
4.8
Put in place policies to ensure that flexible workers are not
is largely due to having more men than women
discriminated against.
in management positions (vertical segregation).
4.9
Continue to use the annual performance and remuneration round to
But in the 2017 performance round that gap was
ensure the within-band gender pay gap remains at zero.
reduced to 15.13 percent by targeting pay
differences within job bands. 300 out of 458 women received an
4.10 Undertake an analysis on any ethnic pay gap by 2020, drawing on the
adjustment to their pay rate specifically to address gender pay
work under way by the State Services Commission. Use the annual
differences within band. As a result almost 100 percent of the gender
performance and remuneration round to reduce any ethnic in-band
differences within pay bands were closed. This means that we can
pay gap.
start to focus on vertical segregation.
4.11 Examine and identify workplace design and practice that create a
We have also put in place new policies and processes to ensure that
greater sense of inclusion in the workplace.
the gains we have made in 2017 are not inadvertently eroded over
time. Employees, of any gender, on parental leave without pay are
now entitled to an annual performance review (previously they were
not eligibile until they had been back at work for three months.)
Furher, HR Group’s remuneration specialist now advises on all
employment offers at management levels to ensure there is equity
between male and female starting rates. This strategy sets
out ambitious goals to achieve full gender pay equity.
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29
5 Outreach and Communications
Flexible Work and
Remuneration
The way we communicate with each other affects whether staff feel
included. The way we communicate with others affects whether the Ministry
Notes
is seen as a diverse and inclusive organisation. The Ministry aspires to be
seen as a public sector leader and champion of diversity and inclusion.
Our Goals
Who in my team has an interest in working more flexibly?
Staff communicate with each other in a manner that is consistent with the
Ministry’s diversity and inclusion vision and goals.
Diversity and inclusion-related communication is easily accessible and
available in multiple formats and languages. Information is thorough,
regularly updated and contributes to an enhanced Ministry reputation.
Progress on reaching diversity and inclusion goals and targets is reported
publicly and regularly, including in the Ministry’s Annual Report and other
publications.
There is increased staff confidence to draw on matauranga Māori and te
reo Māori when representing New Zealand and delivering MFAT’s work
What can we do as a team to make that work well for everyone?
programme onshore and offshore. Ministry communications use more te
reo Māori.
The Ministry fosters positive relationships with local communities, including
tangata whenua and iwi networks, Pasifika and Asian communities.
Our stakeholders and partners view us as diverse and inclusive.
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31
How will we do this?
How will we know we have been successful?
5.1
Consultation on changing the term “Locally Engaged Staff” to “Staff
Communications campaign on the importance of diversity and
Employed at Post”. The outcome of this consultation to go to SLT for
inclusion for Ministry effectiveness includes testimony from leaders
a formal decision.
and staff.
5.2
Initiate a project specifically to assess barriers to inclusion of Staff
Consultation process on terminology for Staff Employed at Post/
Employed at Post with the aim of a consistent approach across
Locally Engaged Staff and project to increase inclusion improves the
business owners to minimise these.
way that staff work together.
5.3
Provide resources to Staff Networks for significant events.
Increased use of “staff” as our starting point in communications
5.4
Establish a Ministry Facebook Workplace group to allow staff to
and reduced unnecessary labelling and segmentation in the way we
exchange and register views and feedback on diversity and inclusion.
describe ourselves.
5.5
Include volunteer work and community engagement as an optional
Staff employed in New Zealand work together in the context of a
but valued activity in staff performance processes.
“One Ministry” model.
5.6
Leaders share diversity and inclusion information with stakeholders,
Evidence of greater use of te reo Māori in Ministry communications.
including survey results and successes and failures.
Improved perception of the Ministry by local communities, other
5.7
Website and communications update to reinforce diversity and
stakeholders and partners (as recorded in stakeholder surveys).
inclusion messages.
Ministry is Rainbow Tick certified by June 2020.
5.8
Become Rainbow Tick certified (rainbowtick.co.nz).
Increased visibility of the Ministry through community engagement
5.9
Report annually on progress against this Strategy’s goals.
and volunteering (as recorded in stakeholder surveys).
5.10 Develop and implement a diversity and inclusion Speaker Series.
By 2023 the Ministry is recognised for diversity and inclusion efforts
through external awards.
He waka eke noa
We are all in the same
canoe together.
MAORI PROVERB
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Our Language
Outreach and
Communications
Diversity
Notes
Diversity means all the ways we differ. It includes everyone.
Diversity is about the unique blend of knowledge, skills, perspectives
and thoughts people bring to the workplace. Diversity can include
characteristics such as gender, being Māori, ethnicity, cultural and socio-
economic background, age, disability, sexual orientation, religious belief,
How can I ensure my interactions with others make them feel more
language, education, family status and neuro-diversity. Diversity also
included?
includes characteristics such as professional competencies, working style,
job family, location and life experiences.
Inclusion
An inclusive workplace is one where everyone feels valued and respected
and able to contribute. It is about removing barriers to make sure
everyone can fully participate in the workplace and have equal access
to opportunities. Inclusion is about empowering staff to contribute their
skills and perspectives for the benefit of organisational performance and
achieving our strategic objectives.
How can we better use diversity and inclusion to bolster our employer
brand, our engagement with New Zealand stakeholders and partners, and
our relationships with international partners?
Diverse staff
Individual staff members who self-identify as being diverse.
Groups of diverse staff
Diverse populations or demographic segments of our workforce.
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Staff
All staff.
Staff employed in New Zealand
Staff employed under New Zealand law, including staff based in Wellington
and Auckland and staff seconded offshore at post.
Staff employed at post
Staff employed offshore at post under local law (also known as Locally
Engaged Staff).
Staff at post
Staff employed in New Zealand seconded to post and staff employed at
post.
Gender diverse staff
Staff who don’t identify as exclusively male or female or their assigned birth
gender.
Flexible workers
Staff who have a diversity of working arrangements, including different
hours or locations of work (e.g. from home).
36 Diversity and Inclusion Strategy • 2018 - 2028
Document Outline
