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Diversity in DSITI 2016–17

Diversity statistics diagram
Text description for diversity statistics diagram

DSITI Women Connect

DSITI Women Connect is a departmental-wide program established to create opportunities for women to connect, network and learn from each other. New to the 2016–17 program were three self-managed LeanIn circles to formalise learning opportunities. Twenty-two women are actively participating in these learning circles.

DSITI Women Connect also supported an International Women’s Day panel discussion on the topic of Be Bold for Change, where executive leaders discussed their career journeys, learnings and advice for the future with more than 100 participants, including the Minister. We also sponsored several experiential opportunities such as the Committee for Economic Development of Australia (CEDA) Women in Leadership events and the Aspiring Women Leaders’ Summit to continue to build a strong group of future and emerging women leaders.

In 2017–18, future topics to be explored include personal branding, financial management, networking and building confidence.

Women in Leadership mentoring program

One of the new gender equity in leadership initiatives was a Women in Leadership mentoring program. This program matches 20 mentoring pairs together, with both men and women leaders mentoring emerging and future women leaders. This program has mentors from all levels of leadership in the department, from our Board of Management members to middle managers. All are focused on building confidence, capability and capacity in emerging leaders.

Improving our cultural capability and workforce participation of Aboriginal and Torres Strait Islander peoples

Building our cultural capability as a department continued to be an area of focus in 2016–17, with an increased effort on driving workforce participation.

We actively worked with the Wujal Wujal community to run a school supplies drive over the Christmas/New Year period. This supported all Wujal Wujal school-aged children to return to school in 2017.

Throughout the year, we have continued to deepen our capability with participation in NAIDOC Week, Harmony Day and National Reconciliation Week. Supporting these events and initiatives broadens our appreciation for indigenous cultures and strengthens our position as an emerging employer of choice for Aboriginal and Torres Strait Islander peoples.

In late 2016, we developed an Aboriginal and Torres Strait Islander 12-week internship program to provide university students with real work experience in our department. Seven interns participated, working in areas including information technology, digital services and human resources.

Our commitment to building sustainable opportunities at all levels will continue throughout 2017–18 with the introduction of a small, targeted graduate program as well as leadership interchange opportunities with other sectors and industries.

Supporting employees and Queenslanders with disabilities

We are working collaboratively to ensure Queenslanders of all abilities have equitable access to services and employment opportunities. We are committed to establishing a Diversity and Inclusion Council with employee and community representatives, ensuring our approach is grounded in real-life experience and is fit for purpose.

Ethics and Code of Conduct—supporting our employees to do the right things, right

We recognise employment in the public service is a position of trust, and as such hold ourselves and our colleagues to a high standard. The Code of Conduct for the Queensland Public Service is a key tool in setting the standards we must uphold.

To ensure our people are aware of these standards, information about the Code of Conduct is provided to new employees as part of their induction. We’ve also made our Code of Conduct e-learning module mandatory, with staff required to undertake an annual refresher.

Our policies and procedures are in line with the Code of Conduct and our ethics, principles and values. These support our people to undertake their roles in an impartial and apolitical manner.

Our e-learning suite of programs helps equip our people with the knowledge and skills to do the right things, right.

These mandatory online training modules are delivered via our new learning management system, MyCareer. They are required to be completed every 12 months and cover topics such as information security, Code of Conduct, information privacy, domestic and family violence, cultural capability, and fraud and corruption.

Looking ahead, safety and wellbeing, procurement and induction modules will be added to the mandatory suite to ensure we are equipping new and existing employees with the relevant skills to make ‘getting on with the job’ easier.

Health, safety and wellbeing

In 2016–17, there was an increased focus on health, safety and wellbeing. A new safety vision and Workplace Health, Safety and Wellbeing Plan were established. An action group of leaders from across the department was formed to support the implementation.

Key initiatives implemented in 2016–17 included:

  • our Wellbeing program, designed to develop a resilient, engaged and connected workforce, is made up of four key pillars: physical health, mental health, financial health, and community and social engagement. Wellbeing activities included a flu vaccination program, online health assessment, corporate games participation, and financial education
  • enhancing our medical case management processes, ensuring our employees are supported to remain at work or return to work as soon as possible after an injury or illness
  • piloting mental health awareness training
  • offering support services including counselling and support to all employees and their families, and a specialised professional case management service to support people affected by domestic and family violence
  • strengthening our approach to identifying and managing health and safety risks across the department.

In 2017–18, we will build initiatives with a focus on mental health education, risk management and wellbeing initiatives targeted to the needs of our people.

Flexible working arrangements

We are committed to providing working arrangements that support our people to balance their professional and personal lives. The Hours of work and flexible work policy and procedure were reviewed during 2016–17 and are in line with the provisions of the Industrial Relations Act 2016.

Information about flexible working options is promoted in job advertisements, at induction and throughout the employment lifecycle.

Text description for our Wellbeing program diagram

 

Minister Enoch with the White Ribbon

Minister Enoch with the White Ribbon

Taking a stand against domestic and family violence

Not now, not ever. We’re putting an end to domestic violence.

We are one of 13 agencies participating in the White Ribbon Workplace Accreditation program, which focuses on preventing violence against women. In addition, the department is strongly focused on preventing violence of any kind. From our Working for Queensland results in 2016, we know 91 per cent of our people are aware of policies to support employees affected by domestic and family violence in the workplace and community.

We are due to submit for accreditation in September 2017 and are hard at work implementing an integrated program of initiatives. These focus on building awareness, understanding, skills and referral points for our people—ensuring employees who experience violence, as well as employees who use violence, are supported at work.

As part of our commitment, we participated in the Darkness to Daylight charity event in May 2017, raising $1814 for DVConnect. Our employees have pledged their commitment to stop violence by signing oversized White Ribbons.

In 2017–18, we will educate our leaders to support their people through any element of domestic and family violence. We are also partnering with not-for-profit organisations to continue to support the education and behaviour change that is needed—because enough is enough.

Hot Tasks—mobilising our people to where we need them

Hot Tasks helps our employees to build their skills and share their knowledge through short-term, on-the-job opportunities.

Developing our employees through a range of learning methods is important as we transition to the workforce of tomorrow. In 2016–17, we launched an initiative to help mobilise our people across different business areas for short-term, bite-sized work packages. Work opportunities—of up to four weeks full-time or 150 hours—are advertised on our corporate social network, Yammer, with interested employees opting to fill the task either from their primary work location, or to co-locate with the team needing help.

Hot Tasks helps our people build their skills through on-the-job learning, strengthens performance and connection across the department, and makes sure we are moving resources, where and when they are needed.

In 2017–18, we will continue to grow our Hot Tasks initiative through technology-enabled automation to ensure we are matching people who are seeking opportunities with those that need a resourcing boost. Hot Tasks will continue to help us deliver our priority projects while providing valuable on-the-job learning experiences.

Recognising our people’s above and beyond efforts

Our ability to deliver is dependent upon our efforts. Our formal recognition programs include:

  • Recognition of Excellence awards
  • Public Service Medal
  • Honours List
  • Prime Minister’s Awards of Excellence
  • divisional awards.

Appreciating and recognising the efforts of our people also occurs through informal channels and is an important part of our workplace culture.

Licence
Creative Commons Attribution 4.0 International (CC BY 4.0)
Last updated
9 October 2017
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