Auckland District Health Board. Equal Employment Opportunities Programme (EEO) Maori and Pacific Employees

Transcription

1 Auckland Ditrict Board Equal Employment Opportunitie Programme (EEO) Maori and Pacific Employee 1. Executive Summary The Equal Employment Opportunitie Trut define EEO a eliminating barrier to enure that all employee are conidered for the employment of their choice and have the chance to perform to their maximum potential. EEO trategie and ound HR practice enable employer to recruit the very bet people from the divere population, making the mot of their kill, creativity and energy. The EEO programme i thu a component peronnel policy that complie with the principle of being good employer. Outlined in thi document i a draft EEO programme for Maori and Pacific employee, which can later be appropriately adapted to cover other target group 1. Reference i made to all Auckland Ditrict Board (ADHB) policie, procedure, procee, guideline and written document. ADHB, and the Minitry of, advocate an evidence baed approach to deciion making. Thi document practice thi approach a well a our underpinning value. 2. Background ADHB trategic direction A well conulted and appropriate EEO programme will produce real workforce benefit to ADHB that are financially prudent and utainable. Regionally ADHB are the firt DHB to produce a draft programme and by legilation we mut produce a programme by the tart of 2006 financial year Reearch in the area of Maori and Pacific workforce recruitment, retention and development ha taken place over many year. With the introduction of the EEO programme, ADHB ha the opportunity to move thi reearch forward into action of tangible benefit. It i noted at thi early tage, that not all Maori and Pacific people have the ame view, apiration and need and thi programme will proactively eek to avoid tereotyping. The EEO i alo a mean of recogniing 1 Thee are all ethnic minoritie, women and diabled peron

2 the aim of Maori thereby contributing to the pirit of partnerhip enviaged by the Treaty of Waitangi. National Workforce Plan and Initiative Due to obviou workforce implication, EEO action identified here link into prioritie identified under the following National Plan and committee: Ditrict Board New Zealand Workforce Plan Future Workforce Workforce Adviory Committee Raranga Tupuake National Maori Workforce Plan Minitry of and Diability Workforce Development Plan (2004) Further the following organiation wide plan are alo linked: HR Strategic Objective and Prioritie ADHB 2006/2006 Objective Prioritie for Maori and Pacific team 3. Crown Entitie Act Obligation We are required to work toward becoming a Good Employer. Within thi document the following proviion of thi definition are addreed: Produce and implement an EEO programme ( Plan) Impartial election of uitably qualified perform for appointment Recognie Maori apiration and employment requirement and the need for involvement of Maori a employee of the organiation Opportunitie for the enhancement of the abilitie of individual employee 4. Appropriatene for ADHB employee and community Objective under the legilation are devoid of ADHB value. There lack clear goal in the area of recruiting more Maori and Pacific employee. Thi i trongly felt to be needed by the repective team and exiting Maori and Pacific workforce 2. Connected to thi i the very real need to concentrate effort in promoting health career to tudent whilt at chool. 2 Appendix A Summary of Focu Group

3 Thi EEO programme therefore goe beyond the legilative requirement in order to obtain maximum benefit to the organiation. The action are relevant to our organiational goal and value, workforce and community. are underpinned by our value manifeting themelve in behaviour, which mut be promoted a the programme develop. 5. Deired Outcome An incluive, repectful and reponive organiational culture which enable acce to work, equitable career opportunitie and maximum participation for member of deignated group and all employee; Procedural fairne a a feature of all HR trategie, ytem and practice Employment of Maori and Pacific people at all level in the workplace Collaborative partnerhip with external organiation Succe Factor An EEO Programme driven by organiational value Leaderhip commitment Tranparency in all EEO action Conitent monitoring Sharing of good practice acro regional and national DHB 6. Current Situation Workplace profile The analyi below i taken from KIOSK 3 though thi data i not fully reflective of our workforce. There will be an organiation wide Cenu early 2006 which will eek to addre thi iue uing a elf identification proce. Baed on information available the following data ha been extracted: Auckland region Population Make-up 4 Maori = 9% (ADHB Workforce = 3%) 3 Of thoe employee who choe to dicloe their ethnicity 4 Extract from ADHB webite of population tatitic and KIOSK

4 Pacific = 12% (ADHB Workforce = 7%) Category Total taff at Maori (FTE) Maori % of % Total Maori ADHB ADHB of ADHB Workforce by Category Adminitrative Staff (80) 6 1 Houehold (14.5) Medical (14) Nuring (64) Store 0 (0) 0 0 Technical Patient Care Staff Technical Support Staff (57) (19) Unknown (6.5) Total Workforce (255) 3.4 Category Total taff at Pacific (FTE) Pacific % of % Total Pacific ADHB ADHB of ADHB Workforce by Category Adminitrative Staff (131) Houehold (63) Medical (11) Nuring (249) Store 0 (0) 0 0

5 Technical Patient Care Staff Technical Support Staff (38) (52) Unknown (8) Total Workforce (545) 7.2 Data how concentration of employee from Maori and Pacific background in adminitrative and nuring role, though level in hierarchy i unknown. A general under-repreentation of Maori and Pacific employee compared to our community i evident. Thi data i only ueful i active meaure are taken to addre imbalance. The action plan eek to do thi (page 9).

6 Focu Group In order to upplement quantative data and uefully meaure achievement a baeline qualitative aement wa needed. He Kamaka Oranga via their annual organiation wide hui, were able to gain an undertanding of Maori employee apiration and employment requirement. In order to further cement thi and to gain a imilar undertanding for Pacific employee, focu group were held. Maori 18 Adminitrative and Houehold Staff and 14 Nure and Technical Staff attended 2 focu group capturing 10% of the Maori workforce. Pacific 42 taff attended 3 focu group. A further 3 completed quetionnaire on theme dicued at the group in total capturing 7% of the Pacific Workforce. A ummary of key point i at Appendix A Interview have been undertaken with key enior management 5 to obtain qualitative perpective of future workforce direction. and Evidence Bae The Plan i in line with for Future Maori and Pacific Gain 6 which ha involved conultation of taff. The Combined Union Executive have been informed about the programme via it quarterly meeting He Kamaka Oranga and Pacific have been involved in thi project from it outet Interview with enior management acro the organiation have identified trategic direction for Maori and Pacific workforce development Attendance at Focu Group have involved conultation and provide evidential upport to action 7. Compliance and Progre 5 See Appendix B 6 ADHB Draft Strategic Plan, page 28 6/32

7 ADHB are required by the Act to report on the extent of it compliance in it annual report. 7 In it Draft Strategic Plan, ADHB tate it principle of all partie accountable for policie and programme 8. For thi programme to ucceed it mut be fully embraced and viibly endored by the Board, and the Executive Management Team with commitment to it action and monitoring of Indicator (KPI). Delegated reponibility for ion of action will lie with the Workforce Planning and Development Committee. However the Executive Team will hold overall reponibility to the aim of the EEO programme. The action plan i categoried by broad theme and i upported by the above evidence. 7 Refer to Appendix C for detail of report 8 Draft Strategic Plan, page 10 7/32

8 Plan/EEO Programme January 2006 January 2008 Due to the many initiative that could in line with the EEO programme, action in Italic are conidered from evidence collated, to have a lower priority. However it i trongly noted that thee till of utmot importance in the ucce of the EEO programme. Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility 1. LEADERSHIP, ACCOUNTABILITY AND CULTURE 1.1 Leaderhip commitment CEO and Executive Team ign Off on EEO programme Benefit attached to being a Good Employer Standing agenda item Dicued by Exec Team with focu on behaviour and action December 2005 Exec Team 1.2 Conitent reporting 6 monthly report to Exec Team on of thi Plan Report produced Report produced Update in Nova June 2006, 6 monthly thereafter HR Lead Exec Team 1.3 Obligation under legilation 2006/07 Statement of Intent with good employer Via HKO and Pacific Team Production Statement of April 2006 (May 2006) Exec team HR 8/32

9 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility declaration 2006/07 Annual Report with good employer report to Human Right Commiion and Report to Exec Team Via HKO and Pacific Team Production report of October 2007 HR Exec Team 1.4 Organiation commitment to EEO Development of a multi-cultural diverity policy, including example of behaviour and tatitical improvement Separate of HR Principal Reviion of bicultural policy Open Conultatio n with all divere group HKO Pacific Feedback to employee on and tatitical improvement Built into all procee Viible ign of EEO employer (Logo in Nova) March 2006 HR Exec Team Diverity toolkit for manager and employee HKO Pacific Toolkit in place and ued March 2006 HR HKO Pacific 9/32

10 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility 1.5 HR Policie promoting EEO element a appropriate accompanying policy Impact undertaken of all Policie and Procedure (HR and other). taken to update policie 9. Policy Review Cttee with repreentative of wider workforce Time required to attend meeting Manager Employee In firt intance with HKO and Pacific Team Wider invite for memberhi p Memberhip requeted and term of reference formed Review form completed for all policie affected Policie updated in line with May 2006 HR, HKO and Pacific Exec Team to overee 9 See Appendix D 10/32

11 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility 1.6 Demontrate value of divere employee 1.7 Undertandi ng of EEO 1.8 Involvement of taff Celebration lunch (or other event) for Maori and Pacific group Invitation open to all group All Manager undertand EEO Programme Review of current conultation proce to accommodat e more employee Work with union Feeling of marginali ation of other taff Avoid duplication of HKO hui Workable and realitic conultation proce needed Open conultation requet Communicati on of event Relevant content Endorement by manager EEO Programme on relevant manager training coure Requet meeting held Appropriate conultation method etablihed in line with Buine need Succeful event Aug 2006 HKO Pacific HR Exec team Attendance on coure a a minimum Ak taff of involvement at network meeting Jan 2007 Exec Team Learning &Developme nt (L&D) Sub Cttee Aug 2006 Exec Team 11/32

12 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility 2. RECRUITMENT AND SELECTION RETAINING AND RECRUITING THE RIGHT TALENT Reviion of R&S Policy 1. Mandatory attendance at R&S training before recruiting 2. Mandatory incluion of feedback on performance 3. Mandatory incluion of Funding required for coure + time away from work. Balance of repreenta tive panel with practicalitie. Via HKO and Pacific Team. All recruitment panel are repreentativ e of candidate ethnicity Agenda item at Rec and Retention Sub Cttee All recruitment panel are repreentative Full feedback given to unucceful candidate Increae in number of Maori and Pacific Employee 11 Jan 2007 Recruitment & Retention (R&R) Sub Cttee L&D Sub Cttee Exec Team All Manager 10 HR Strategic Objective and Prioritie HR Strategic Objective and Prioritie /32

13 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility divere (Maori & Pacific) panel for candidate of thee group 4. Proactive incluion of whanau in recruitment proce. Recruitment paperwork to reflect thi. In line with Candidate at centre of recruitment proce. 2.2 Developmen t of Internal candidate Recruitment workhop aimed at guiding Maori and Pacific applicant through proce Cot of workhop Promotion benefit Recruitmen t and Retention Sub-Cttee Promotion widely via network Workhop in place Attendance monitored Dec 2006 HR L&D R&R Sub Cttee HKO and Pacific 13/32

14 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility and other promotion 2.3 Application Proce Review of Application form 1. Reviion of Ethnic monitoring ection to reflect EEO and encourage applicant to pecify ethnicity 2. Removal of name from CV prior to hort liting Advert to have EEO tatement Minimal cot of updating electronic verion With R&R Career Ctre Via HKO and Pacific Ethnicity Statement revied Removal of name before hort-liting All advert how logo Career webite revie EEO tatement June 2006 R&R Sub Cttee Career Ctre HR 14/32

15 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility 2.4 Encourage Whanau/fam ily and friend into ADHB Referral cheme promoted to Pacific and Maori Employee Minimal cot Promotion via known mean Monitor number of Pacific and Maori employee hired via word of mouth Staff aware and take part in cheme June 2006 R & R ub cttee 2.5 Treaty of Waitangi awarene All New taff to attend Treaty in Practice training. Manager to book employee onto training a part of Orientation Cot of training Time from work Availability of coure Not required All employee attended within 1 year of tarting with ADHB June 2007 All Manager with employee Exec Team HR 2.6 Promotion of Career and Talk to career ervice at chool Long benefit term Open invite for volunteer 12 Agenda item at R&R Sub Cttee Expo in place Link forged with local chool Jan 2007 Workforce Dev and Planning Cttee 12 Many employee at Focu Group howed interet in doing thi if upported by the organiation 15/32

16 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility ADHB a an Employer of Choice 2.7 Involvement of New Recruit Expo at Paifika Day and Polyfet + other community event Thoe identified a Maori and Pacific detail to be ent to team prior to tart Starter pack material to ignpot material Welcome correponde nce from HKO and Pacific Communicatio n trategy required between Career Ctre and HKO/Pacific HKO Pacific Career Centre Efficient proce in place for early identification of taff Exec Team Career Centre HR April 2006 Career centre HKO Pacific 16/32

17 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility 2.8 Further link to AUT for AHP 13 Mentoring programme between tudent AHP taff and Releae of taff needed backfill money from AUT Augut 2006 GM Allied AUT 2.9 Increae Medical employee recruitment Correponde nce for Maori and Pacific Intern from relevant team Road how material to include correponde nce from team Link Auckland Medical School required. Intern not ethnicity. to may tate RMO /NCTN Unit Link formed with Auckland Medical School Correponden ce produced Road how material updated March 2006 Auckland Medical School Medical Directorate HKO and Pacific RMO Unit 13 Funding ecured by Univerity for thi - Janice Mueller 17/32

18 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility 3. PROMOTION, TRANSFER AND MOVING OUT DEVELOP THE RIGHT TALENT THROUGH L&D Mentoring programme for employee Aimed at Pacific and Maori group 1. HKO and Pacific manager mentor 2. Board member a mentor 3. Publicity of programme Cot of time away from work Location of willing mentor and mentee Requet mentor for Number people mentoring relationhip of in Programme increaingly taken up by employee Augut 2006 Board Exec Team 14 HR Strategic Objective and Prioritie /32

19 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility 3.2 Review of Mgmt Proce Yearly appraial dicuion involving career ion Follow through with action Integrated into current dicuion Staff development into role Ak taff at network meeting January 2007 HR All Manager Exec Team 3.3 Clear career path for employee in admin role to develop Manager identify deire to develop at appraial Active Link to training opportunitie available Role available to develop into with taff Internal promotion widely available Ak taff at network meeting Career path promotion January 2007 HR All manager Exec Team 3.4 Career pathway for Collaborative work with Financial implication of Etablihed career path in March 2007 HR 19/32

20 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility technical taff to Manager and Executive Nuring Director to develop pathway education place All manager Exec Team 3.5 To undertand reaon for Maori and Pacific employee leaving Exit quetionnaire completed by all employee a part of exit procedure Reult form part of 6 monthly report Failure to complete quetionnaire Quetionnaire revied and re-promoted to management HR proce integrate thi Ueful extracted monitored data and June 2006 Recruitment and Retention Cttee All Manager Exec team 4. EMPLOYEE DEVELOPMENT - DEVELOP THE RIGHT TALENT THROUGH L&D HR Strategic Objective and Prioritie /32

21 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility 4.1 Opportunitie for Networking Pacific employee 6 monthly network. Feedback on EEO. Initial tart by Pacific Team Releae of taff required a work day Pacific Communica tion of fono widely Endorement of releae from enior mgmt Productive network meeting held March 2006 Pacific Exec Team All Manager All Maori employee 6 monthly network. Feedback EEO. on Build on current yearly hui. Releae of taff required a work day Endorement of releae from enior mgmt Productive network meeting held Ongoing HKO All Manager Exec Team 4.2 Promotion of all training and Proactive promotion by L&D to target Funding relevance role and to Regular conitent promotion and Ongoing All Manager L & D ub cttee 21/32

22 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility education opportunitie group Appropriate promotion of new initiative Manager to actively promote Attendance at coure certificate for portfolio HR 4.3 Training 16 for all taff in area of diverity, incorporating wider competencie aociated Workhop baed around EEO policy and programme ADHB value underpinning Funding Via HKO, Pacific and employee Training eion devied on cultural content Programme in place and actively taken up December 2006 L & D ub cttee HR 16 Treaty in Practice to remain a eparate eion 22/32

23 Aim Effectivene Rik Meaurement of Indicator Suggeted Reponibility with engaging with any taff 4.4 Lifelong learning and Leaning Organiation encouraged for Maori and Pacific Study room on ite Minimal rik - ue of exiting room Room available and ued by cro-ection of taff March 2006 L&D Sub Cttee Workforce development and Planning Cttee 5. OTHER 5.1 EEO integration into workforce EEO action to be integrated into ADHB Workforce Plan None HR HKO Pacific Workforce Plan reference clearly EEO prioritie June 2006 HR Executive Director of Nuring 17 ADHB 2005/2006 Objective 23/32

24 Aim Effectivene iue 17 EEO action integrated into Pacific Workforce development plan 5.2 Culturally appropriate complaint proce 5.3 Complete information on ethnicity of employee Identify individual within HKO and Pacific for taff to approach Integrate into HR proce Cenu data: To be hared with HKO and Pacific Ued to update KIOSK record Reported on regularly Rik Meaurement of Indicator None Pacific Workforce Plan reference clearly EEO prioritie Clear procedure to overcome overlap with current proce Agreement gained HKO Pacific HR Conultant. 24/32 Individual acceed by taff Data collected and analyed for trend Suggeted Reponibility June 2006 HR Pacific March 2006 HKO Pacific HR March 2006 HR

25 8. Recommendation for Executive Team Open commitment to EEO aim 8.1. Endorement of Role and Reponibilitie a below: Board Member and Executive Team Actively and openly endore EEO principle and commitment to aim Promote benefit of divere workforce Provide trong leaderhip with EEO action Overee againt action Provide reource for becoming a good employer Equip manager with delegated reponibility to carry out EEO action Line Manager Input on conultation around EEO. Implement EEO action within work area Proactively encourage and upport their taff in undertanding EEO principle and action Show accountability and tranparency in EEO action HR Produce 6 monthly Executive Team report. Work with HR Commiion on producing report. Provide technical advice and upport to HKO, Pacific, Manager and Executive Team in relation to EEO. Sub- committee and team Take action in line with EEO programme Repreent own peciality area in order to action Feedback to HR and Exec team on againt action. Employee Support EEO Programme, attending training Take opportunity to input on EEO programme and action Applying EEO principle in their daily work with colleague and client Acknowledging and embracing difference in colleague 25/32

26 Combined Union Executive Update union member with EEO 8.2. In principal fund dedicated to achieving EEO aim 8.3. Agreement of reporting proce to Executive Team 8.4. Agreement of (if poible at preent time) Appendix A Summary of Point from Focu Group Maori Employee What more could ADHB do to make you tay? More in-houe training to develop ourelve. Up-killing - enrolled nure become regitered, developing orderlie into technician etc. Opportunity to attend network group When joining have a introduction hui Stronger leaderhip i needed Recognition and value for u a Maori employee Feedback on how we are ing whilt till in the job, not when we are leaving the organiation. Mentoring programme. When we leave, we hould be replaced with other Maori taff. What could we do to attract more Maori people to our workforce? Need to develop more Maori undergraduate into the workforce, mentoring programme (with Univerity) ADHB hould be proactive with chool, univeritie attracting younger people. Having a group of Maori employee (all dicipline) and go viit the chool, decribing the career pathway. Include Maori at the recruitment proce Target Pacific and Maori fetival and community event e.g. Pacifika day, Polyfet. 26/32

27 What practically could the organiation do to help you? Development path for people in non-clinical role and alo pathway for enrolled nure to become regitered Need to give Maori opportunity/choice to if they want look within the ytem Information on what training i out there. Manager hould ak their taff what they want in term of development Automatically feedback to people on why they don t get job Enforce the policie that exit at the moment Somewhere quiet where we can think and tudy Do our Equal Employment Opportunitie tatement have value to you to you? Management don t alway know that it exit Should have pecific mention of Treaty within the EEO tatement o that manager and employee cannot manipulate it Should have monitoring of who applie and what tage they get to in the recruitment proce. HKO and HR hould be looking at thi actively and analying Need to have acce to IT to ee the tatement. Pacific What more could ADHB do to make you tay? Fund, money. Create poition for Pacific employee at all level in organiation. Feel recognied to do informal work e.g. interpreting but not acknowledged At the moment only bi-cultural policy, not multi-cultural. More regular forum to hare concern, ak quetion to ecalate up and reduce feeling of iolation. Feel my heritage i not valued acro organiation. Training to up-kill Tranparency with procee. 27/32

28 At training event give a certificate to how attendance, o when move organiation thi i recognied. Feedback on what ha happened Pacific Orientation o that employee know about our culture a well a Maori Management need to be accountable for their deciion Regular appraial What could we do to attract more Pacific people to our workforce? Scholarhip Need route for Pacific employee to get into management and clinical leader role. I a barrier/block to management, get to certain level and no further Real feedback on why we don t get role Need to have Pacific people on panel Word of mouth i important. Start treating your taff well and thi will pa on Value the loyalty that we how to ADHB a Pacific employee Expo to advertie ADHB to Pacific people What practically could the organiation do to help you? Career path for all role. ADHB hould have route to move to top if you have the will and deire to do that. Make feedback more pecific If there i a Pacific peron coming into the interview, then we hould have a Pacific employee a a repreentative on the panel. Short and long term goal etablihed and realitic planning in place to reach thee. A mentor cheme to help thoe who want to develop and need a puh Promote environment where growing in role i encouraged not looked down on. Manager hould be proactive with aking about development of their taff. Do our Equal Employment Opportunitie tatement have value to you to you? Need implementation, ytem and procee. People need to be in place o that it i put into practice e.g. workhop 28/32

29 Statement hould have example, ay recruitment, but give u an example of what will happen. Need to promote EEO and the tatement inide and outide organiation Tranlate tatement into different language i.e. Samoan, Fijian, Gujarati. Need to conult with Pacific employee on thi tatement and other tatement/policie/procedure Have ome tatitic on number of taff in categorie in the document and ee if they improve over time Have omeone that can turn to for help and advice and mediate that i Pacific (don t want to go to union a it might not be a eriou) Appendix B RMO Unit 29/32

30 Appendix D Policie, Procedure, Guideline and Written document - Impact Template Advere impact when an employer ue a practice, procedure, or tet in a election proce which diproportionately exclude member of the target group (Maori and Pacific Employee). Thi proce involve a level of ubjective judgement, however all action mut be upported by evidence. All new policie and procedure mut be ratified by the Ad Hoc policy group 18. Policy Review ed Aim of policy Polic y Lat revie wed Dat e of nex t poli cy revi ew Could there be an Adver e impact on Maori or Pacific emplo yee Poiti ve, Negati ve, Neutr al What evidence exit upport thi? to required to correct advere impact from policy Mean of monitori ng progre, repon ibility and deadlin e Integr ation into EEO Plan: Ye/N o EXAMP LE Recruit ment and Selectio n To provide manag er with param eter within which recruit ment proce be manag ed Oct Negati ve Kaimahi Maori Forum 2005 Focu Group evidence Dipropo rtionate number of Maori and Pacific people in workforc e Equal Employment Opportunitie tatement to be integrated into document Maori and Pacific repreentatio n on panel Vacancy bulletin ditributed to community group Orientation/In troduction to Recruit ment and Retentio n Sub Committ ee Stateme nt on all advert & webite 19 Feedba ck given Ye 18 Refer to Plan 19 Cot of thi would be comparably mall though return on invetment would be hard to how initially Page 30

31 Human Reour ce Principl e Maori & Pacific Team to be organied by Recruiting Manager Bi- Cultural Policy Orientat ion and Inductio n Perform ance Mgmt Dicipli ne and Dimi al Retenti on of Docum ent and Record Employ ee Informat ion Leave Pay and HR Info Page 31

32 Mgmt Training Coure Attenda nce Termina tion Hara ment All new policie Page 32