CURTIN UNIVERSITY. Equal Employment Opportunity Management Plan

CURTIN UNIVERSITY Equal Employment Opportunity Management Plan 2011 2013

Vice-Chancellor s Leadership Statement It is with pleasure I present to you the Curtin Equal Employment Opportunity (EEO) Management Plan 2011 2013. This is the sixth EEO Management Plan to be implemented at Curtin. Over the years the Curtin community has worked hard to achieve an inclusive organisational culture through the creation of flexible working conditions and the removal of barriers that prevented staff from reaching their full potential. The results of the Your Voice Staff Survey indicate that the large majority of staff identify with and support the University s Values of Integrity, Respect, Fairness and Care and believe that discrimination and harassment are not tolerated at Curtin. Our workplace profile indicates steady progress towards achieving workforce diversity. Curtin s commitment to enhancing the representation of women throughout the University is set out in the Curtin Advancing Women Plan 2010-2013. The current profile of female senior executives is significant and women are well represented on the University s Council, boards and committees. Curtin s commitment to Indigenous people is set out in our Reconciliation Action Plan, the first to be adopted by an Australian University and Indigenous Australians are represented in key decision-making forums in the University. Curtin has a longstanding commitment to people from Culturally and Linguistically Diverse (CALD) Backgrounds and was the first Australian University to adopt a Cultural Diversity Policy. In 2008, Curtin was cited by the Times Higher Education Supplement as number one internationally in terms of the diversity of students and staff. Our commitment to People with Disabilities (PWD) is set out in our Disability Access and Inclusion Plan, in which Curtin voluntarily included a section on staff, and it is gratifying to note that this has been reflected in recently revised legislative requirements which now incorporate a staff section within such Plans as mandatory. The Equal Employment Opportunity Management Plan 2011-2013 is designed to enable the University to build on and improve its performance in establishing and maintaining a diverse and broadly representative workforce. The Plan has been developed in accordance with Part IX of the Equal Opportunity Act 1984 and is aligned with the Office of Equal Employment Opportunity s outcome standards framework: Outcome 1: The organisation values EEO/diversity and the work environment is free from racial and sexual harassment. Outcome 2: Workplaces are free from employment practices that are biased or discriminate unlawfully against employees or potential employees. Outcome 3: Employment programs and practices recognise and include strategies for EEO groups to achieve workforce diversity. Workforce diversity is a business imperative facilitating effective business decisions and effective service delivery. An inclusive and accepting workplace provides a quality working environment for staff and gives Curtin the competitive edge in the employment market. Curtin has aligned the strategies in this EEO Management Plan with the University s Strategic Plan and the University-wide Plans. This ensures that EEO and diversity is central to the University s business and relates to other key initiatives. I encourage all staff to embrace equity and diversity. The EEO Management Plan is our foundation for a working environment free from harassment and discrimination. Through the implementation of this Plan we will continue to strive to build a workforce and supporting organisational culture that reflects the diversity of the greater community. Our Plan is a live document that we will continue to develop and build on for our future success. I look forward to ongoing commitment and involvement from all staff in implementing this EEO Management Plan. Professor Jeanette Hacket Vice-Chancellor Page 2 of 14

Equal Employment Opportunity Management Plan 2011-2013 Introduction The Equal Employment Opportunity Management Plan is a mechanism for progressing the Curtin Strategic Plan and the Valuing Curtin Staff Plan and is aligned with and responsive to the Third Australian Vice-Chancellors Committee Action Plan for Women Employed in Australian Universities and the Government of Western Australia s equity and diversity priorities for the Public Sector workforce. Strategic Directions The Curtin Strategic Plan identifies five key strategies for the period 2009 2013 seeking to progress key initiatives in workplace climate, culture, and capabilities, teaching and learning, research performance, international excellence and financial sustainability. In setting out a challenging agenda to 2020, the Curtin Strategic Plan signals the need for a work environment where quality staff can excel. This is encapsulated in the following strategy: Develop a culture of excellence and innovation Curtin will recruit and retain quality staff, and provide them with an environment where they are enabled to excel. From this, our reputation for delivering applied, industry relevant teaching and research will continue to grow. The following initiatives have been identified to achieve this objective: 1.1 Improve leadership and accountability We will achieve this by setting clear objectives, implementing plans, and monitoring performance and progress. 1.2 Optimise performance and innovation This will be done through staff development and recognition and reward programs, and by improving communication throughout the University. 1.3 Clarify and improve business processes We will ensure continuous improvement of the University s business processes through rigorous self examination and benchmarking. 1.4 Improve the quality of the University environment Curtin must do this to make the environment in which learning takes place more satisfying for both students and staff. The Valuing Curtin Staff Plan aims to build additional capability in the workforce through a major investment in leadership and professional development, provide clear expectations on standards and workloads, promote staff diversity, provide broader and more rewarding career structures and recognition events as well as streamline major business processes to reduce unnecessary workload. The Plan includes a number of Enabling Initiatives, one of which is to: Page 3 of 14

Promote increased intercultural understanding, a diverse workforce and ensure a culturally competent staff: Develop and enable delivery of professional development programs to support Internationalisation at Curtin including the induction program for offshore teaching across all faculties; Develop and enable delivery of programs supporting the University commitment to diversity, including EEO and Diversity training; Support for the delivery of the Centre for Aboriginal Studies Ways of Working Program. The Equal Employment Opportunity Management Plan 2011-2013 supports this Enabling Initiative. Objectives The four objectives of the Equal Employment Opportunity Management Plan 2011-2013 are as follows: 1 Curtin values EEO and Diversity and the work environment is free from racial and sexual harassment; 2 Curtin is free from employment practices that are biased or discriminate unlawfully against employees or potential employees; 3 Employment programs and practices at Curtin recognise and include strategies for EEO groups to achieve workforce diversity; 4 Curtin maintains a relevant and achievable EEO Management Plan through Communication, Review and Amendment and Evaluation. Achievements of the previous EEO Management Plan / Additional information The period 2008 to 2010 saw an increase in the sophistication of Curtin s planning and review processes related to Diversity groups resulting in increased integration of initiatives to support these groups within the mainstream activities of the University. The Introduction of the Staff Code of Conduct has set a standard for professional behaviour for all staff, of which promoting EEO and ensuring the absence of discrimination and harassment form a part. A new EO Online Training program has been developed by the University to form part of a suite of training relating to behavioural standards which will replace the existing program sourced from an external provider. During 2008 to 2010 the number of women at senior classifications and in management roles increased, as did the number of Indigenous Australian staff, staff from cultural and linguistically diverse backgrounds, and staff with disabilities. The challenge, however, is to achieve a sufficiently large increase in numbers of staff from Diversity Groups to achieve a rate of change that will result in increasing representation of these Groups in the context of an overall growth in staff numbers. Page 4 of 14

Workforce Profile and % Representation-Academic Staff Diversity Group 2008 2009 2010 2011 2012 2013 Women in Senior Executive Service (LE) 23.0 23.5 21.6 25.0 27.5 30.0 Women in Management Tier 1 100.0 100.0 100.0 100.0 100.0 100.0 Women in Management Tier 2 60.0 60.0 75.0 50.0 50.0 50.0 Women in Management Tier 3 25.0 28.6 25.0 30.0 35.0 40.0 Women in Management Tier 4 34.6 31.7 36.2 40.0 45.0 50.0 Women in Management Tier 2 and 3 combined 38.5 36.8 37.5 40.0 42.5 45.0 People from Culturally Diverse Backgrounds 27.8 22.0 25.7 25.0 25.0 25.0 Indigenous Australians 1.8 1.3 1.7 2.1 2.6 3.2 People with Disabilities 2.8 2.1 2.0 2.5 3.1 3.7 Youth 6.4 4.7 4.7 5.0 6.0 7.0 Distribution (Equity Index) Equity Group 2008 2009 2010 2011 2012 Women 70 70 69 78 79 80 People from Culturally Diverse Backgrounds 93 93 85 100 100 100 Indigenous Australians 48 49 61 55 60 65 People with Disabilities 75 86 82 100 100 100 NOTE: The equity index is not calculated for youth as salary range corresponds closely with experience and age. The return rates for EEO data were: 2008 51%, 2009 74%, 2010 77%. 2013 Page 5 of 14

Workforce Profile and % Representation-HEW Staff Diversity Group 2008 2009 2010 2011 2012 2013 Women in Senior Executive Service (10&10+) 37.7 33.9 36.4 40.0 45.0 50.0 Women in Management Tier 1 na na na 100.0 100.0 100.0 Women in Management Tier 2 0 33.3 33.3 37.0 39.0 41.0 Women in Management Tier 3 47.0 29.2 29.6 35.0 40.0 45.0 Women in Management Tier 4 45.8 42.0 48.1 49.0 50.0 50.0 Women in Management Tier 2 and 3 combined 47.0 29.6 30.0 36.0 39.0 42.0 People from Culturally Diverse Backgrounds 23.3 22.9 23.5 25.0 25.0 25.0 Indigenous Australians 1.6 1.5 1.4 2.1 2.6 3.2 People with Disabilities 2.9 2.3 1.9 2.5 3.1 3.7 Youth 15.2 15.0 13.5 13.0 14.0 15.0 Distribution (Equity Index) Equity Group 2008 2009 2010 2011 2012 Women 78 77 78 78 79 80 People from Culturally Diverse Backgrounds 100 89 87 100 100 100 Indigenous Australians 76 50 50 55 60 65 People with Disabilities 100 99 92 100 100 100 NOTE: The equity index is not calculated for youth as salary range corresponds closely with experience and age. The return rates for EEO data were: 2008 61%, 2009 79%, 2010 79%. 2013 Page 6 of 14

OBJECTIVE 1 Curtin values EEO and Diversity and the work environment is free from racial and sexual harassment. INITIATIVE TASK /ACTION TIME FRAME ACCOUNTABILITY MEASURES OF SUCCESS 1.1 Equal Employment Opportunity (EEO) and Diversity principles are incorporated into corporate values and workforce planning processes. Highlight EEO and Diversity in Embedding the Values project. 30/06/11 and 31/12/13 DCV&E Embedding the Values project approved by 30/06/11 and implemented 2011-2013. 1.2 Managers and leaders are aware of their EEO responsibilities. Maintain mandatory EO Online training for all staff. Continue to include EEO and Diversity responsibilities in line management, leadership and academic training. DCV&E and Executive Managers DCV&E and DODU At least 80% of staff indicate they do not experience discrimination or harassment in the Your Voice Staff Survey. Complaints management statistics indicate staff do not experience discrimination or harassment. 1.3 The performance management criteria for managers and leaders include the ability to attract and retain a diverse workforce and promote an inclusive work culture. Include EEO and Diversity in EPMS KPIs and management WPPRs. 31/12/11 VC and Executive Managers EPMS and WPPRs for Directors include KPI in relation to EEO and Diversity. 1.4 Induction programs incorporate EEO and diversity principles, including awareness of the EEO Management Plan. Continue to include EEO and Diversity in mandatory Corporate and Sessional Staff Induction programs. Managers cover EEO rights and responsibilities in local area induction 30/6/11 DCV&E, DODU and DHR Executive Managers Corporate and Sessional Staff Induction programs and local area inductions include relevant material and all staff complete induction. 1.5 An Equity and Diversity Committee is established to oversee responsibility and achievement of the Plan s initiatives. P&MC monitors implementation of the EEO Management Plan and reports to Council under Values Implementation (including EO and Diversity) standing item. VC, SATVC and DCV&E Plan implementation is evaluated by P&MC and updates provided to Council. Page 7 of 14

OBJECTIVE 2 Curtin is free from employment practices that are biased or discriminate unlawfully against employees or potential employees. INITIATIVE TASK / ACTION TIME FRAME ACCOUNTABILITY MEASURES OF SUCCESS 2.1 Recruitment and selection practices provide equal opportunity and flexibility for all employees and potential employees. 2.2 Training in bias free methods is provided to selection panel members. Reviews of R&S policy maintain existing EEO/Diversity mechanisms Mandatory R&S training for panel members and Chairs continues to cover EEO/Diversity requirements. Maintain existing mandatory training for panel Chairs and members which covers EEO/Diversity requirements. 31/12/11 DHR and DCV&E R&S policies comply with EO requirements. R&S statistics do not indicate barriers to employment of people from Diversity groups. Complaints management statistics indicate staff do not experience discrimination or harassment in relation to R&S DODU and DHR All panel members and Chairs complete training. R&S statistics do not indicate barriers to employment of people from Diversity groups. 2.3 Retention and career development practices provide equal opportunity and flexibility for all employees. Maintain mandatory Staff Induction Program and checklist implementation. Continue to promote T&D opportunities to all staff. DHR and DODU DHR and DODU All staff complete Staff Induction. Complaints management statistics indicate staff do not experience discrimination or harassment in relation to T&D. Publicise flexible work practices to all staff and managers including part-time employment in senior classifications and management positions. 31/12/11 DHR and DCV&E Workforce data indicate equitable representation of people from Diversity groups in uptake of flexible work practices. Incorporate Values in to WPPR and maintain WPPR process 31/12/11 SATVC and DHR and DCV&E EPMS and WPPRs for Directors include KPIs in relation to Values and EEO and Diversity. 2.4 EEO and cross cultural awareness Maintain mandatory EO Online training for DCV&E and DODU All staff complete mandatory EO Page 8 of 14

training is provided to all staff. all staff. Online Training. Continue to develop and roll out cross cultural training strategy. 31/12/12 DCV&E and DODU Cross cultural education strategy in place and accessed by staff. 2.5 Human resource management policies, procedures and job descriptions are reviewed for both direct and indirect bias and potential barriers. Review HR Policy to ensure that discrimination and barriers to EEO are avoided. Review Job Classification system for systemic bias. 31/12/11 30/06/12 DHR and DCV&E DHR and DCV&E HR policy review completed. Job Classification system reviewed. 2.6 There is an effective Grievance Resolution Process where people feel able to raise concerns and issues. Maintain and update existing Complaint management mechanism and promote to all staff. DPSCU Existing Complaint Management mechanism is maintained and promoted to all staff. 2.7 Employee terminations are monitored through exit interviews. Outcomes are evaluated to determine emerging patterns. Evaluate Your Voice Staff Survey data to determine patterns and address these in HR planning. Develop an exit interview process and mechanism to monitor data to determine patterns and address these in HR planning. Annually (December) DCV&E, DHR and DODU Your Voice Staff Survey data and exit interview results reviewed and any issues addressed in HR planning/policy/training. Page 9 of 14

Objective 3 Employment programs and practices at Curtin recognise and include strategies for EEO groups to achieve workforce diversity. INITIATIVE TASK / ACTION TIME FRAME ACCOUNTABILITY MEASURES OF SUCCESS 3.1 Demographic data is systematically collected to monitor and report on the progress of all diversity groups. Review demographic data and benchmark data at state and national levels. Evaluate Your Voice Staff Satisfaction data to determine patters and address these in HR planning. Provide regular reports to P&MC and Council under Values Implementation (including EO and Diversity) standing item. Annually (June) DCV&E DCV&E, DHR and DODU Data reviewed as part of EOWA/OEEO reporting, issues addressed in HR planning/policy/training, and reports provided to P&MC and Council. DCV&E 3.2 Workforce planning incorporates appropriate strategies to attract and retain employees from diversity groups. Continue implementation of RAP, DAIP, IAES, AWS, Procedures for the Employment of Indigenous People, and Diversity in the Workplace Procedures. VC, Executive Mangers, HOS/A, DCV&E and DHR, Increase in representation of people from Diversity Groups employed at Curtin. 3.3 Diversity objectives are identified to define the workforce profile suited to the agency s business needs. Set employment targets for Diversity Groups in the context of the University Values, Strategic Plan, Valuing Curtin Staff Plan, RAP, DAIP, IAES, AWS, demographic data, benchmarking data, Your Voice Staff Satisfaction data and exit interview results. Annually VC Employment targets for Diversity Groups are set. 3.4 Advertising methods are enhanced to attract diverse applicants. Continue to promote Curtin as an EO employer in advertisements and state intentions to increase workforce representation of Diversity groups through the application of the EO Act. Advertise in media that target diversity groups. DHR DHR Curtin is identified as an EO employer which aims to increase workforce representation of Diversity groups in advertisements Media that target diversity groups is used for advertising. 3.5 Strategies are developed and implemented to attract, retain and provide career development Page 10 of 14

opportunities for the diversity groups: Women in Management Continue implementation of the AWS. As per EEOMP and AWS VC, Executive Managers, HOS/A and as per AWS EEO Diversity Group and AWS targets are met. Curtin obtains Employer of Choice for Women Citation Indigenous Australians Continue implementation of the RAP and IAES. As per EEOMP and RAP and IAES VC, Executive Managers, HOS/A and as per RAP and IAES EEO Diversity Group and RAP and IAES targets are met. People with Disabilities Continue implementation of the DAIP. As per EEOMP and DAIP VC, Executive Managers, HOS/A and as per DAIP EEO Diversity Group targets and DAIP requirements are met. People from Culturally Diverse Backgrounds Provide Equal Employment Opportunity to people from CALD. As per EEOMP VC, Executive Managers, HOS/A EEO Diversity Group are met. Cultural diversity training is available to all staff. DCV&E and DODU All staff are culturally competent. Promote and celebrate significant cultural events. DCV&E and DM Significant cultural events are acknowledged. Youth Provide Equal Employment Opportunity to Youth. Continue to participate in Traineeship and Apprenticeship Programs. VC, Executive Managers, HOS/A DHR EEOMP targets are met. Participation in Traineeship and Apprenticeship Programs. Page 11 of 14

OBJECTIVE 4 Curtin maintains a relevant and achievable EEO Management Plan through Communication, Review and Amendment and Evaluation INITIATIVE TASK / ACTION TIME FRAME ACCOUNTABILITY MEASURES OF SUCCESS 4.1 The Plan and its policies and programs are communicated to all staff. Communicate the EEO Management Plan 2011-2013 to all staff through Staff Induction, Supervisory/Management training, EO Online training, website, email, University planning and review process, EPMS and WPPR. 30/06/11 VC, Executive Managers, HOS/A, DCV&E EEO Management Plan 2011-2013 is implemented on schedule. 4.2 Equity and Diversity events are promoted and celebrated. Promote/celebrate equity and diversity achievements throughout the University. DCV&E and DM Significant Diversity events are acknowledged. 4.3 The Plan is monitored, reviewed and amended to ensure strategies remain relevant to the operations of the organisation. Monitor and review the EEOMP to ensure strategies and actions remain relevant to Curtin. Annually DCV&E Relevant EEOMP and related strategies are in place and annual progress reports are provided to P&MC and Council. 4.4 The Plan and its policies and programs are evaluated to determine the effectiveness of the Plan. Monitor, evaluate and report on progress to P&MC and Council. As per P&MC and Council schedules DCV&E Progress reports are provided to P&MC and Council and EEOMP and related strategies are updated where required. Page 12 of 14

GLOSSARY ATSI Aboriginal and Torres Strait Islander AWS Advancing Women Strategy CALD Culturally and Linguistically Diverse EO Equal Opportunity EEO Equal Employment Opportunity EEOMP Equal Employment Opportunity Management Plan EPMS Executive Performance Management System DAIP Disability Access and Inclusion Plan DCV&E Director, Corporate Values and Equity DHR Director, Human Resources DM Director, Marketing DODU Director, Organisational Development Unit DPSCU Director, Professional Standards and Conduct Unit EI EI stands for Equity Index. The Equity Index is a measure of "compression" - the extent to which a given occupational group is primarily to be found at the lower classification levels. The calculation is usually performed for women as their numbers are such that a meaningful index can be calculated. Equity indices can be calculated for other groups if their representation is sufficient. Any attempt to ascertain the "fairness" of the representation of an EEO Target Group in a given occupational group must examine a number of factors. The first of these is the overall availability of staff from EEO Target Groups with the skills needed to perform the functions demanded of the group. That is, unless the labour force contains an adequate number of qualified staff from EEO Target Groups within a given occupational area, it is not reasonable to expect to see a high proportion of staff from EEO Target Groups employed in that field within an organisation. Nevertheless, whatever the actual proportion of staff from EEO Target Groups employed in a given group (department, etc), for representation to be equitable those staff should be employed in equal proportions at all levels of the group. An index below 100 denotes that staff in the group are "compressed" into the lower working levels; the lower the index the greater the degree of compression. Conversely, an index above 100 shows that staff in that group are well represented at the upper classification levels. HOS/A Head of School/Area HR Human Resources IAES Indigenous Australian Employment Strategy KPI Key Performance Indicator Page 13 of 14

PWD People With Disabilities RAP Reconciliation Action Plan R&S Recruitment and Selection SATVC Special Advisor to the Vice-Chancellor T&D Training and Development Tiers These are the top 4 tiers in the management structure (Vice-Chancellor is Tier 1). The tiers relate to decision-making responsibility rather than salary and include only people responsible for managing their area of responsibility eg managing a budget and/or staffing resources VC Vice-Chancellor WPPR Work Planning and Performance Review P&MC Planning and Management Committee DEFINITIONS This includes the top four tiers in the management structure. It is linked to decision-making responsibility rather than salary. All agencies will have one person in Tier 1 Management. However some agencies may have no people in one or more of the lower management tiers. Tier 1 Management The Vice Chancellor. Please include the Vice Chancellor under Academics. There will therefore be no employees at Tier 1 for HEWS. Tier 2 Management Managers reporting to the Vice Chancellor Tier 3 Management Managers reporting to Tier 2. Tier 4 Management Managers reporting to Tier 3. For Tiers 2, 3 and 4 include only people responsible for managing their area of control e.g. managing a budget and/or staffing resources. Do not include technical, professional and support staff e.g. engineers, accountants, executive officers etc. unless their main role is management. Page 14 of 14