The VPS serves one of the most diverse communities in Australia. However, employee experiences are not always fair, safe or inclusive across the service. There are clear pockets of good practice, yet there are also systemic barriers to diversity, equity and inclusion. Many employees shared experiences of disadvantage and exclusion. This includes:
We can do more to recognise that performance and diversity and inclusion are linked and workplace diversity strengthens organisational performance. This would help employees feel safe to share or be open about their diverse identities. Without concern that it may negatively impact their careers.
We heard that flexible work, accessibility processes and adjustments need to be applied consistently and fairly. Physical workspaces are often challenging and do not always include necessary adjustments. This can leave some employees without the option to attend the office. Not having access to flexible and hybrid work can then increase exclusion and affect wellbeing, engagement and retention.
And our data does not help. It does not provide a clear, consistent view of VPS workforce diversity across all levels. VPS agencies do not consistently share People matter survey results to inform improvements.
In short, we can do better. Our consultations identified eight related themes. These themes guided the development of this Action Plan.
1. Leadership visibility and accountability
There needs to be visible representation of diversity in VPS leadership. Leaders should follow through on commitments and show clear accountability for progress.
2. Manager capability
Managers need practical skills to lead inclusively and coach performance. They must implement workplace adjustments and address issues early. This includes understanding:
3. Safe and inclusive culture
Equity and inclusion should be consistent across the VPS. Workplace design must provide environments that are psychologically and physically safe. Accessibility and adjustments must be standard practice, not an add-on’.
4. Recruitment, career development, performance management and progression
HR processes must be equitable and inclusive across the full employment life cycle. There should be clear pathways that enable diverse employees to progress.
5. Flexibility and trust
Flexible work should be applied consistently and focus on outcomes. It should balance service delivery and staff wellbeing. Employees should be trusted to know how they work best.
6. Voice and resolution
Clear, safe and trauma-informed pathways should be in place to allow employees to raise concerns. Issues should be resolved transparently, fairly and promptly. We should recognise the value of peer support and staff-led network activities. These support our employees to have a voice.
7. Inclusion capability
Organisations should improve inclusion capability. This will help the workforce deliver inclusive policies and services for Victorians.
8. Data and measurement
Data collection, reporting and use needs to improve. This is needed to track representation, progression and outcomes. This includes enabling employees to safely share their identities with their organisation. Appropriate and meaningful targets should be set and measured. This is required to strengthen transparency and accountability.