Vision
Build a Victorian public sector that reflects the community’s diversity. It delivers effectively for all Victorians. This is enabled through committed leadership and workplaces that are inclusive.
Focus areas
- Leadership commitment
- Increase workforce diversity
- Improve retention, wellbeing and engagement
- Career progression
- Capability to deliver for the diverse Victorian community.
These focus areas are supported by five outcomes. These outcomes measure success.
Outcomes
- Leadership commitment is sustained. There are clear lines of accountability to improve cultural diversity.
- Culturally diverse employees are represented across all levels of the sector. They feel supported by their managers.
- Culturally diverse employees feel safe and included in the workplace. They want to stay in the sector for the long term.
- Culturally diverse employees have access to career development opportunities and can progress meaningful careers. There is more cultural diversity in leadership pipelines.
- Policies, programs and services are inclusive and intersectional to better meet the needs of Victorians.
Foundational enablers
- Improve data collection through standardisation. This improves consistency and accuracy of workforce data.
- Monitor and report on workplace experiences. This will be done through the People matter survey. This will assist with evaluating impact.
- Collective agreement, leadership and commitment from the Victorian Secretaries’ Board.
- Strong governance and accountability.
Focus areas and actions
- Leadership commitment
- 1.1 Organisations monitor progress to increase the cultural diversity of senior leaders and managers.
- 1.2 Executives and managers are accountable for inclusive leadership behaviours. This includes cultural diversity and inclusion in their teams.
- Increase workforce diversity
- 2.1 Organisations actively monitor and report on the cultural diversity of their workforces.
- 2.2 Hiring managers and recruitment teams have the capability to recognise and value:
- Transferable skills from outside the public sector
- Diverse lived experience
- International qualifications.
- 2.3 Organisations improve attraction and recruitment practices and channels to better reach candidates from culturally diverse backgrounds.
- Improve retention, wellbeing, and engagement
- 3.1 Organisations create and embed safe and inclusive workplace environments. They do this in collaboration with culturally diverse employees.
- 3.2 Executives and managers support, facilitate and recognise employee engagement in staff-led networks.
- Career progression
- 4.1 Organisations actively monitor the composition and cultural diversity of the workforce. This includes representation by level and occupational group.
- 4.2 Managers and people leaders provide culturally diverse employees with mentoring and coaching opportunities.
- 4.3 Managers and people leaders are capable to empower all employees to develop and progress their careers.
- Capability to deliver for the diverse Victorian community
- 5.1 Organisations monitor cultural capability.
- 5.2 Organisations improve the cultural capability of all employees through training and development.
- 5.3 Organisations apply an intersectional lens to policies and processes, in line with leading practice, to deliver for all Victorians.
- 5.4 Organisations elevate culturally diverse peoples’ lived experience by providing opportunities to collaboratively advise on policies and projects.