A common misconception is that the identify as diverse and provide a strong Looking ahead to improved outcomes principles of merit and equity in the platform for positive diversity outcomes. I urge senior leaders and people managers to employment framework do not accord with consider how diversity and inclusion can be using the measures to address past injustices Education and awareness is key considered in every business decision for people from diverse groups or progressing Education and awareness about: how to making process. Small, incremental changes diversity targets. What the new Circular and reduce barriers; what skills and knowledge at the local level all contribute to our supporting material specifically aims to do is people who identify as diverse bring; and collective goal of having sectors that are truly clarify that—within the parameters of what creating a truly inclusive culture can do representative of the Western Australian documented equal employment opportunity for productivity and employee community we all serve. and workforce policies—people identifying as critical in getting traction on positive I conclude by thanking public authorities for diverse can be selected over others providing outcomes. their commitment to improving workforce they meet the minimum skills, knowledge and diversity and their contribution to the abilities to do the job and their appointment The business case for diversity and inclusion information in this report. advances the authority’s stated diversity and is well understood. However, we need to inclusion outcomes. I look forward to continuing to engage with consider more contemporary human resource public authorities and other stakeholders to It is anticipated that the advice will give practices and approaches, and plan for how improve the representation and distribution of authorities confidence to employ people who to employ, manage and maximise a diverse diversity groups in public employment. workforce.
A common misconception is that the principles of merit and equity in the employment framework do not accord with using the measures to address past injustices for people from diverse groups or progressing diversity targets. What the new Circular and supporting material specifically aims to do is clarify that—within the parameters of documented equal employment opportunity and workforce policies—people identifying as diverse can be selected over others providing they meet the minimum skills, knowledge and abilities to do the job and their appointment advances the authority’s stated diversity and inclusion outcomes. It is anticipated that the advice will give authorities confidence to employ people who identify as diverse and provide a strong platform for positive diversity outcomes. Education and awareness is key Education and awareness about: how to reduce barriers; what skills and knowledge people who identify as diverse bring; and what creating a truly inclusive culture can do for productivity and employee critical in getting traction on positive outcomes. The business case for diversity and inclusion is well understood. However, we need to consider more contemporary human resource practices and approaches, and plan for how to employ, manage and maximise a diverse workforce. Looking ahead to improved outcomes I urge senior leaders and people managers to consider how diversity and inclusion can be considered in every business decision making process. Small, incremental changes at the local level all contribute to our collective goal of having sectors that are truly representative of the Western Australian community we all serve. I conclude by thanking public authorities for their commitment to improving workforce diversity and their contribution to the information in this report. I look forward to continuing to engage with public authorities and other stakeholders to improve the representation and distribution of diversity groups in public employment.
deope_annual_report_2018_0.docx