Progress Update and Plan for 2025

• Continue monitoring workforce and leadership representation with a focus on recruitment and building pipelines as per our Kia Toipoto goals
• Deliver career pathway seminars to targeted and under-represented groups* to support a pipeline for more diverse leadership 
• Analyse exit data to identify reasons for leaving given by employees of different ethnic communities

*These are Māori, Pacific, ethnic, disabled, Rainbow and neurodiverse employees

• Monitored workforce and leadership representation 
• We increased the percentage of Māori leaders in tiers 1 to 3 from 21% to 25%, though it is acknowledged the composition of this group has changed to include people leaders only. 
• Continued to review and analyse our exit data and report aggregated themes to leadership

• Continue monitoring workforce and leadership representation with a focus on recruitment and building pipelines
• Continue to analyse exit data
• Develop plan to deliver career pathway seminars to targeted and under-represented groups to support a pipeline for more diverse leadership 

• Ongoing refinement of data collection and reporting 
• Use 2024 Te Taunaki Public Service Census to:
  • assess our progress 
  • target DEI initiatives 
  • assess whether there are any inequities for Rainbow and Disabled employees, and plan how to address any identified gaps 

Continued work on refining our data collection reporting 

• Continue to streamline and refine data collection and reporting 
• Use 2025 Te Taunaki Public Service Census to:
  • assess progress on ensuring employees consider the Commission is an inclusive workplace 
  • target any DEI initiatives
  • assess whether inequities exist for Rainbow and/or Disabled employees, and plan how to address any identified gaps 

• Develop progressive employment approaches for greater consistency and commonality across the public service 
• Continue BAU activities to monitor starting salaries and salaries for the same or similar roles to reduce pay gaps 

• Offered employees on individual employment agreements a modern, progressive and plain English agreement
• Commenced negotiations on our next Collective Agreement 
• Reduced our pay gaps at 30 June 2024 for:
  • Asian employees from 25.5% to 17.6%
  • Pacific employees from 10.4% to 4.3% 

• Implement system guidance, including upcoming system guidance on flexible and hybrid working arrangement

• Improve processes to support efficient and effective recruitment, onboarding and offboarding activities
• Use 2024 Te Taunaki Public Service Census to assess if there are any inequities identified within our Commission workforce, specifically those referenced in the Public Service 4-point plans (for disabled and Rainbow employees) and plan how to address any identified gaps 

• Developed recruitment and leave guidance for employees and managers
• Updated our Flexible Working Arrangements and our Leave policies

• Further improve processes to support efficient and effective recruitment, onboarding and offboarding activities
• Use 2025 Te Taunaki Public Service Census to assess if there are any inequities identified within our Commission workforce, and plan how to address any identified gaps in opportunity, accessibility and / or pay gaps in line with the Public Service 4-point plans for Rainbow employees and disabled people 

• Evolve the Leadership Community of Practice (LCoP) to be a self-sustaining community
• Suite of online development content
• Visibility of an annual development calendar
• Through LCoP, continue to drive consistency of leadership practice 
• Use development opportunities to retain employees from under-represented groups in the Commission and Public Service
• Ensure that under-represented groups have development opportunities at each phase of their career

• Surveyed and integrated leaders’ suggestions for LCoP into our 2024 plans
• Continued to drive consistency of leadership practice with workshops and resources on Leading Change, Workload Management, Enabling High Performance and Facilitation
• Funded places for the Cross Agency Rainbow Network (CARN) and Women in Public Service Conferences
• Funded individual development requests
• Provided workshops on Navigating Change to all employees 

• Redesign the development budget to provide funding for DCEs to meet requests in group, as well as maintaining some centrally funded development
• Implement a leadership development programme for all Commission leaders
• Continue to build online resources
• Visibility of an annual development calendar
• Use development opportunities to retain employees from under-represented groups in the Commission and Public Service

• Mature flexible and hybrid working practices through education and alignment to Kia Toipoto guidance
• Enhance employee use of technology through education and awareness
• Plan for quiet spaces in new accommodation 

• Updated Flexible Working Arrangements policy and continued to mature flexible and hybrid working practices, with focus on activity-based arrangements that work for the ‘triangle’ of team, organisation and employee
• Provided workshops on how to get the most of our technology
• Planned for diverse needs including quiet spaces in our new accommodation (anticipated move in April 2025)

• Review our flexible and hybrid working policy and practices to ensure consistency with upcoming system guidance

• Work with employee-led networks (ELNs) to identify any barriers to progression and promotion
• Partner with ELNs to provide workshops on what is available to employees e.g., career development, promotion, flexible/hybrid work, and remuneration processes

• Supported our internal-facing ELNs to continue to mature and flourish
• Established a network for employees who identify as neurodiverse

• Work with ELNs to identify any barriers to progression and promotion
• Partner with ELNs to provide workshops on what is available to employees e.g., career development, promotion, flexible/hybrid work, and remuneration processes

• Explore possible cost efficiencies of partnering with other small agencies for cultural development 
• Work with population agencies to build cultural competence for people leaders and employees e.g.: Ministry for Pacific Peoples and Ministry for Ethnic Communities
• Continue to support and promote our waiata rōpū
• Update our Te Angitū Plan and get cross-commission engagement
• Introduce Level 4 Te Reo / Tikanga 
  

• Provided intercultural competence learning for new employees via MBIE’s (gratis) Mana Āki programme
• Continued to support our waiata rōpū and held extended waiata practices to celebrate Matariki and Te Wiki o te Reo Māori
  

• Research options for cultural competency development
• Explore possible cost efficiencies of partnering with other small agencies for cultural development
• Update our Te Angitū Plan and get cross-commission engagement
• Develop plan for Te Reo / Tikanga in line with required needs of our people.

• Finalise and implement an induction programme for new managers
• Continue to embed and develop the LCoP 
• Increase the focus on developing diverse leadership and building and monitoring a pipeline
  

• Continued to embed and develop the LCoP
• Provided LCoP workshops and resources on Inclusive Leadership, Leading Change, Workload Management, Enabling High Performance, and Facilitation

• Finalise and implement a new managers’ induction programme
• Focus on developing diverse leadership and building and monitoring a pipeline

• Continued support of Staff Talk and celebrations that enhance and invigorate our organisational culture and inclusion 

• Supported our ELNs through executive sponsorship and access to organisational funding
• Held ELN-hosted events such as Pink Shirt Day, Intersex Awareness Day and the International Transgender Day of Visibility, Eid, and Pacific language weeks

• Continue supporting our organisational culture of inclusion, including working with ELNs with their focus for 2025 on intersectionality and allyship