DPMC 2023 Kia Toipoto Action Plan

• Improved the quality of data we collect from employees on their ethnic identity, including enabling employees to identify with up to 4 ethnicities. We now have a disclosure rate of 92% for people leaders and 84% for non-people leaders.
• Undertook a deep dive into the attraction and recruitment data – identified need for further work.

Ongoing promotion and embedding of:

• diverse sourcing channels
• updated recruitment and selection process including new tools and more inclusion
• new development guide with transparent progression and promotion process
• steps taken to ensure equity at the time of appointment
• process set up for escalation to CE where hiring leader does not take HR advice on remuneration. Leader to explain why they went against advice.

• We will work to increase ethnic representation across our workforce, and in leadership roles. We will measure the effectiveness of our actions in ethnic diversity in DPMC in both the workforce and in leadership by showing upward trend over five years.
• We will support the National Security Workforce on its journey to increase the ethnicity of its workforce.
• See sections below for further information: Te whai kanohi i ngā taumata katoa - Leadership and representation and Te Whakawhanaketanga i te Aramahi - Effective career and leadership development.
• We will continue to work to increase our disclosure rate.

• Cross department co-ordination of this years career promotion processes to support consistency and fairness.
• Started engagement with the Women’s Network, shared a detailed data document with the Network and then with all staff.

Ongoing promotion and embedding of:

• new development guide with transparent progression and promotion process
• steps taken to ensure equity at the time of appointment
• process set up for escalation to CE where hiring leader does not take HR advice on remuneration. Leader to explain why they went against advice.

• Continued focus on retention of high performing women, Māori, Pacific and ethnic employees.
• Look for opportunities to actively promote achievement of women, Māori, Pacific and ethnic employees in DPMC by sharing stories of success.
• Engage with the Networks to understand experiences and barriers that exist to ensure our plans reflect reality.
• Identify leadership pathways and targeted development to increase minority representation (gender and ethnicity) in leadership positions.
• Where possible use Career Boards to support progression objectives.
• Engage with the Women’s Network and Culture & Engagement Network to understand if further action could be taken by DPMC to improve attraction and appointment processes.

Ongoing promotion and embedding of:

• new bias training - our new LMS allows us to monitor the delivery and uptake
• new development guide with transparent progression and promotion process
• steps taken to ensure equity at the time of appointment.

• GPG for permanent new starters increased – from 10% to 21% - although there were more women recruited into the higher grades in 2021/22, this was countered by the high number of women engaged in the lower grades (in particular 13.14,15 and 17). This bodes well for a strong pipe line, however negatively impacts the GPG.
• Increased guidance given to people leaders in the updated recruitment guide and new management dashboard focussed on starting pay for all, ensuring no bias on gender or ethnicity grounds.
• A check (using time in role and position in range) during the remuneration review did not reveal any systemic issues.

• Continue to work with people leaders on appointment decision making for remuneration.
• Continue to monitor and report starting remuneration levels by different measures.
• Run a check (using time in role and position in range) during the remuneration review looking for systemic issues.
• These actions are in conjunction with our long-term focus of increasing representation of women and non-European ethnic groups in higher pay grades. We will measure increasing representation of women and non-European ethnic groups in higher pay grades in our permanent staff this by showing an upward trend over three years.
• We will measure the effectiveness of our actions to reduce our gender pay gap by demonstrating that our gender pay gap for our permanent staff is being maintained or reduced (annually at 30 June).

• Engaged with our part-time staff to understand what would improve the workplace for this group. A draft report, with recommendations, has been prepared to share with our Culture and Engagement Group in the new year.
• Of note staff did not raise remuneration. A review of the relativities confirms that there is no issue in this regard.
• NOTE: There are only 11 staff who meet the criteria for true part-time of up to 30 hours pw; although there are many staff who have opted to work four day weeks (under flex-by default) who do not fit this criteria.

• Incorporate recommendations from review into policies, guides and processes.
• Two areas of focus: development opportunities and inclusive language.

• We considered FT and permanent separately when planning interventions beyond recruiting and remuneration. One exception to this is a small number of fixed term staff engaged for long project work.

• Continue to consider FT and permanent staff separately when planning interventions beyond recruiting and remuneration. Ensure that the small number of fixed term staff engaged for long project work are not disadvantaged.

• Used internships and graduate programmes to supplement attraction strategies to increase Māori, Pacific and ethnic diversity.
• A review of our approach to the use internships and graduate programmes has indicated (with few exceptions) DPMC currently does not have frameworks or work ‘at the right level’ to support staff in these programmes – a different approach will be required to achieve greater workforce diversity.
• A deep dive into our recruitment data shows that our attraction of ethnically diverse applicants has continued to be successful. However, our data shows that while Māori represent 20% at applicant stage, they represent 6% at hire. Understanding this, and where possible addressing, will be a key area of focus in 2023.
• Continued to monitor and report on diversity and inclusion.
• We continued to implement and develop our D&I Plan and Whāinga Amorangi and Te Reo Māori plans.
• We have maintained the 40:40:20 leadership representation since 2019.

• We want to increase ethnic representation across our workforce, and in leadership roles. We will measure the effectiveness of our actions in ethnic diversity in DPMC in both the workforce and in leadership by showing upward trend over five years.
• Understanding, and where possible addressing, our recruitment challenges through an in-depth review of the data from attraction to hire, will be a key area of focus in 2023.
  • Share the information and insights from the recruitment data analysis with Culture & Engagement Network
  • Discuss options to address recruitment challenges with Culture & Engagement Network
• Implement the Māori specific recruitment process currently being developed by PSC.
• We will regularly promote our career development and promotion processes.
• We will continue to monitor and report on diversity and inclusion.
• We will continue to implement and develop our D&I Plan and Whāinga Amorangi and Te Reo Māori plans.
• Ensure we maintain a 40:40:20 balance.

• By mid 2023 agencies and entities have career pathways and equitable progression opportunities that support women, Māori, Pacific and ethnic employees to achieve their career aspirations.

• Focused on retention of high performing women.
• HR coordinated this year’s career promotion process to support consistency and fairness. These processes are based on the PSC guidance.
• All new people leaders enrolled into an appropriate Leadership Development Course to continue build a balanced pipeline of leaders.
• We promoted development and career opportunities internally and externally, including courses, secondments etc.

• Continued focus on retention of high performing women, Māori, Pacific and ethnic employees.
  • Work with others to leverage the development of a mentoring programme (long term project)
  • Implement guidance to support improved commissioning of work by people leaders and the development of delegation skills (2023/24)
  • Commence project (longer term 2023 to 2025) to review current career pathways and opportunities. Interim approach is to ensure promotion processes are transparent
• All promotion processes to use the same transparent approach based on the PSC guidance.
  • Communicate 2023 promotion round on Kāinga
  • Be explicit with people leaders that promotion is for both fulltime and part-time staff
  • Discuss with leaders of areas with no identifiable career pathway what opportunities for their staff may be available
  • Discuss with senior leaders the proposition of running internal EOI in first instance for Principal roles
• All new people leaders enrolled into an appropriate Leadership Development Course to continue build a balanced pipeline of leaders.
• We will support people leaders to have good conversations with their people and ensure that everyone has a good development plan in place that is robust and identifies career aspirations.

• Agencies monitor starting salaries and salaries for the same or similar roles to ensure gender and ethnic pay gaps do not reopen

• Reviewed same and similar roles no less than annually
• Continued to support the pay equity process

• Review same and similar roles no less than annually – more often when we have a technology solution
• Continue to support the pay equity process

• By the end of 2024 agencies and entities offer equitable access to flexible-by-default working and ensure it does not undermine career progression or pay

• We continued to monitor the effectiveness of our Flexible Working by Default policy
• Have included Flexible working advice for hiring people leaders for discussing with candidates

• Ongoing embedding of Flexible working by default as part of:
  • Role design and regular review of roles
  • Recruitment: advertising and decision making
  • Career promotion processes
  • Considering part-time roles
  • Ongoing discussions with people leaders
• We will use the PSC Hybrid Working Guidance to support and guide decision making

• Agencies embed and monitor the impact of bias-free HR and remuneration policies and practices
• Agencies and entities ensure leaders and employees learn about and demonstrate cultural competence.

• Continued review of HR policies
  • Development Policy near completion
  • Acceptable Behaviours and Sexual Harassment Policies in final draft
• Rolled out completed policies with supporting communication and education to DPMC and embed them into our practice
  • Wellbeing and Family Violence support
  • Recruitment Policy and Guide
  • Career Progression and Promotion component of the Development Policy
• New bias training loaded, our new LMS allows us to monitor the delivery and uptake

• Complete the review of HR policies and roll out with supporting communication and education to DPMC and embed them into our practice. We will engage with staff as we review or develop HR policies via the Culture and Engagement Network and consultation
• We will continue to develop Kia Toipoto action plans annually using the guidance
• We will monitor to ensure all our HR policies and salary band information are available on the intranet
• We will continue to encourage people to provide us with demographic data (for example, gender identity, ethnicity, disability) by explaining how it helps us monitor progress
• We will continue to offer bias training to all new staff and require it to be completed for people on recruitment panels (if not done already)