Workplace Diversity
Policy
February 2014
V1.0
Australian Commission on Safety and Quality in Health Care - Workplace Diversity Policy
Document Information
Version History
Version
Issue
Date
Author
Reviewers
Outcome of Review
v 1.0
Feb
2014
Hannah
Barrington
Mike Wallace, Chief
Operating Officer
Changes recommended and
incorporated into document. Approved
by COO Feb 2014.
Ownership
Enquiries regarding this document can be made to:
Name:
Mike Wallace
Position:
Chief Operating Officer
Email:
mike.wallace@safetyandquality.gov.au
Phone:
02 9126 3600
Document Location
An electronic copy of this document is stored in the Commission’s electronic document
management system at TRIM #59976.
Date for Next Review
Three years from adoption.
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Australian Commission on Safety and Quality in Health Care - Workplace Diversity Policy
Table of Contents
1.
Acronyms and Abbreviations ....................................................................................... 4
2.
Introduction ................................................................................................................. 4
3.
Policy .......................................................................................................................... 4
3.1
Scope .................................................................................................................. 4
3.2
Purpose ............................................................................................................... 4
3.3
Resources and Legislation ................................................................................... 4
3.4
References .......................................................................................................... 4
4.
Key Principles of Equity and Diversity in Employment ................................................. 5
5.
The Commission’s Workplace Diversity Program 2014-2016 ...................................... 5
5.1
Objectives of the Program.................................................................................... 6
5.2
Program Goals, Activities and Reporting.............................................................. 6
5.3
Employee Responsibilities ................................................................................... 7
6.
Acknowledgement of the Traditional Custodians of the Land ...................................... 7
7.
Reasonable Adjustment .............................................................................................. 8
7.1
What is reasonable adjustment? .......................................................................... 8
7.2
What are the inherent requirements of a role? ..................................................... 8
7.3
When should reasonable adjustment occur? ....................................................... 9
7.4
How is reasonable adjustment determined? ........................................................ 9
7.5
Who is responsible for reasonable adjustment? ................................................... 9
7.6
Who pays for reasonable adjustment? ............................................................... 10
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Australian Commission on Safety and Quality in Health Care - Workplace Diversity Policy
1.
Acronyms and Abbreviations
APS
Australian Public Service
CEO
Chief Executive Officer
Commission
Australian Commission on Safety and Quality in Health Care
COO
Chief Operating Officer
HR
Human Resources
WDP
Workplace Diversity Program
2.
Introduction
The Workplace Diversity Policy is designed to support the Commission’s ongoing
commitment to recognising, promoting and supporting diversity within the work environment.
3.
Policy
3.1
Scope
This policy applies to all staff members employed, or contractors engaged, by the Australian
Commission on Safety and Quality in Health Care (the Commission).
3.2
Purpose
The purpose of the Policy is to set out the key requirements in relation to the management of
workplace diversity within the Commission. In particular, it outlines the Commission’s
Workplace Diversity Program and describes the approach to reasonable adjustment in the
workplace.
3.3 Resources and Legislation
The Commission’s commitment to workplace diversity is stated in clause 65 of the Enterprise
Agreement 2012-2014. When developing the Workplace Diversity Policy, the Commission
drew on the relevant conditions specified within the Enterprise Agreement, as well as various
pieces of legislation, including the Public Service Act 1999, the Privacy Act 1988, the Fair
Work Act 2009, the Racial Discrimination Act 1984, the Sex Discrimination Act 1992, the
Human Rights and Equal Opportunity Commission Act 1986 and the Disability Discrimination
Act 1992.
In addition, the Department of Health’s Workplace Diversity Program 2013 - 2016 was
considered during the development of the Commission’s Diversity Policy.
3.4
References
This Policy references a number of other Commission policies, procedures and guidelines,
including the: Workplace Harassment Policy; Attraction, Recruitment and Selection Policy;
Flexible Working Arrangements Policy; Home Based Work Policy; Hours of Work and
Overtime Policy; Workplace Harassment Policy; and Fair Treatment and Review of Actions
Policy. These documents are readily available to staff on the TRIM database.
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Australian Commission on Safety and Quality in Health Care - Workplace Diversity Policy
4.
Key Principles of Equity and Diversity in Employment
The Commission is an inclusive organisation that values fairness, equity and diversity
consistent with the Australian Public Service (APS) values and Code of Conduct. The five
APS values are as follows:
1. Impartial
2. Committed to service
3. Accountable
4. Respectful
5. Ethical
The Commission is committed to the principles of workplace diversity and equity in
employment, which includes recognising, respecting and valuing individual differences, such
as:

gender;

age;

language;

ethnicity;

cultural background;

disability;

sexual orientation;

religious beliefs; and

family responsibilities.
Diversity also refers to other ways in which people are different, such as:

educational level;

life experience;

work experience;

marital status;

socio-economic background; and

personality.
The following APS values are especially relevant to the diversity and human resources
principles of the Commission:

merit-based employment;

non-discrimination and diversity;

a fair, flexible, safe and rewarding workplace; and

equity in employment.
5.
The Commission’s Workplace Diversity Program 2014-2016
Diversity within an organisation has many benefits, including increased innovation, improved
understanding of, and service to, clients, and attraction of talent from the widest possible
pool of potential staff. The Commission acknowledges and appreciates differences in every
employee and encourages diversity in backgrounds, skills, talents and views to enrich the
working environment and the quality of the work undertaken by the Commission.
The Commission Workplace Diversity Program (WDP) has been developed to support the
APS values and to address the removal of employment-related bias, including unintended
bias, that may be experienced by groups including:

women;

Aboriginal and/or Torres Strait Islander people;

people with disability;

people from Culturally and Linguistically Diverse (CALD) communities;
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Australian Commission on Safety and Quality in Health Care - Workplace Diversity Policy

people who identify as gay, lesbian, bisexual, transgender and/or intersex.
The WDP is championed by the Chief Executive Officer (CEO) of the Commission. The
Commission is committed to reflecting the diversity of the Australian community in its own
workforce, and provides support and education to prevent and eliminate all forms of
harassment, bullying and discrimination.
5.1
Objectives of the Program
The objectives of the WDP are:
 To increase innovation. By employing and retaining a diverse workforce with a
range of different backgrounds and perspectives, the Commission will be able to
leverage a broad range of ideas and insights in policy development and decision
making.

To improve service to clients. By reflecting the demographic diversity of the
Australian community, the Commission will understand its clients better, which will
contribute to improved service. A diverse workplace will enhance communication with
clients based on a more comprehensive awareness of the needs of the community.

To enhance the Commission working environment. By integrating workplace
diversity principles into all aspects of human resource management at the
Commission, such as planning, selection and recruitment, performance appraisal,
training and development, health and safety and workplace relations, the
organisation will foster a productive and fulfilling workplace that is dynamic, safe and
healthy, encourages excellence and will support a whole-of-life balance for Staff.
Potential benefits of this include savings in recruitment and training costs, as well as
retention of corporate knowledge and expertise.
5.2
Program Goals, Activities and Reporting
The following goals, activities and performance measures have been developed to define
the pathway to achieving the objectives of the Workplace Diversity Program.
Goals
Activities
Performance Measures
Raise
awareness and
increase
commitment to
workplace
diversity across
the organisation.
Promote workplace diversity by taking action
to eliminate unjustified discrimination, direct or
indirect, and harassment in the workplace.
Communication of Commission
workplace expectations and
behaviours to staff.
Provide opportunities to staff from all
backgrounds to contribute their ideas into
policies, programs and services.
Team meetings held at least
monthly.
Provide staff with training and education in
relation to diversity, harassment and
discrimination to increase diversity awareness
and ensure compliance with antidiscrimination and industrial laws.
Staff attendance at training
sessions on diversity, harassment
and discrimination in the
workplace.
Discuss diversity in the context of the
Performance Development Scheme, and how
it may be possible to further develop and
leverage unique qualities of individuals.
Staff feel valued for the unique
contribution they make to the
team.
Tailor recruitment strategies and processes to
attract candidates from culturally and
Review of recruitment policy and
Increase
attraction,
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Australian Commission on Safety and Quality in Health Care - Workplace Diversity Policy
recruitment and
retention of a
diverse
workforce.
Provide a
supportive
working
environment
that meets the
needs of a
diverse
workforce.
linguistically diverse backgrounds (in
particular, Aboriginal and Torres Strait
Islander people) and to ensure employment
decisions are transparent, equitable and
procedurally fair.
practices.
Present the ACSQHC Diversity Program as
part of the orientation program for new
starters.
Induction process updated and
confirmation of awareness
acknowledged in signed induction
checklist.
Maintain up-to-date data on the diversity
status of Commission staff.
Meet the reporting requirements
of the APS Commission.
Provide staff from diverse backgrounds
with adequate resources and support to
do their jobs.
Audits and surveys show staff
are provided with adequate
resources and support to do
their jobs.
Pro-actively consult with staff to improve
people management practices.
Staff survey conducted at least
every 3 years.
Circulate Flexible Working Arrangements
Policy annually to ensure staff, both men
and women, are aware of, and have
access to, flexible working conditions.
Uptake of Commission’s
flexible working conditions.
Provide in-house professional
development sessions to share
knowledge across the Commission.
At least 12 professional
development sessions held
each year.
The Workplace Diversity Program will be reviewed and progress against each activity will be
measured on an annual basis.
5.3
Employee Responsibilities
Each staff member in the Commission is responsible for upholding the principles of
workplace diversity and contributing to the Workplace Diversity Program.
As an employee of the Australian Public Service, every staff member must:
 treat their co-workers and clients with respect and courtesy;
 carry out their work without harassment of others; and
 behave, at all times, in a way that upholds the APS values and the integrity and
good reputation of the APS.
For more information about workplace harassment, please refer to the Commission’s
Workplace Harassment Policy. To report harassment, please contact a Harassment Contact
Officer (HCO) or HR. The Commission has two HCOs, including:
 Naomi Poole
Ph: 3536
 Lisa Gray
Ph: 3697
6.
Acknowledgement of the Traditional Custodians of the Land
Commission staff are required to acknowledge traditional Aboriginal and Torres Strait
Islander custodianship of the land at the start of significant meetings and events, using the
following script:
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Australian Commission on Safety and Quality in Health Care - Workplace Diversity Policy
“I acknowledge the traditional custodians of the land, [insert name of Nation if known
eg. “the Gadigal people of the Eora nation” for Sydney City] and pay my respects to
the Elders both past and present.
The Commission is committed to ensuring that the workplace is culturally safe and
supportive for all, including Aboriginal and Torres Strait Islander staff.
7.
Reasonable Adjustment
The Commission will apply the principle of reasonable adjustment to remove barriers to
employment for staff with a disability.
7.1
What is reasonable adjustment?
Reasonable adjustment refers to any form of assistance or adjustment to working
arrangements, work methods, equipment or the work environment that is necessary,
possible and reasonable to reduce or eliminate the effects of disability. Reasonable
adjustment enables staff with a disability to perform efficiently and effectively in the
workplace and to compete for recruitment and career advancement opportunities.
Not all staff with a disability require reasonable adjustment. However, some staff may require
workplace adjustments which may include modifications to:

recruitment and interview arrangements;

access to buildings and the work area;

parking and travel arrangements;

job redesign;

equipment; and

staff development and training.
The definition of 'disability' is intended to be as broad as possible. It includes physical,
intellectual, psychiatric, sensory, neurological or learning disabilities. It also includes physical
disfigurement and the presence of a disease-causing organism in the body.
Any adjustments or alterations which will enable the person with a disability to do the job
must be made unless this imposes 'unjustifiable hardship' to the organisation. The claim of
unjustifiable hardship is more likely to be valid when there may be conflicting interests, such
as where changes to a workstation may prevent other officers completing their work
satisfactorily, or when a request for particular equipment is more expensive than equipment
which is considered to be equally effective.
7.2
What are the inherent requirements of a role?
It is unlawful to discriminate against a person with a disability who can perform the 'inherent'
(or essential) requirements of a position. The application of reasonable adjustment does not
preclude the principles of merit, equity and cost effectiveness, nor does it imply any lowering
of essential standards of performance.
Factors to be taken into account when deciding the inherent requirements of a position
include:

Whether the position exists to perform the activity.
For example, a receptionist is hired to take telephone calls. The ability to communicate
by telephone is an inherent requirement of the job.
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Australian Commission on Safety and Quality in Health Care - Workplace Diversity Policy




7.3
Whether the employee needs to carry out the activities.
For example, a job description may state that someone must be able to type at a certain
speed but typing is not a key part of the job.
Whether other employees could perform the activity instead.
While it may be essential that a certain activity is performed by someone in the
organisation, this does not necessarily mean it must be performed by the person
working in a particular position.
For example, all employees in the APS are generally expected to undertake their own
photocopying, but not everyone needs to carry out this activity. The photocopying
responsibilities may be able to be swapped with a different task with another person.
Whether other ways of carrying out the activity can be created.
For example, the requirement to be able to take shorthand is not an inherent
requirement of a job. The same function can be undertaken using a Dictaphone.
What proportion of time the activity takes.
For example, if a particular activity takes up most of an employee's working time, it is
likely to be an inherent requirement of the role.
When should reasonable adjustment occur?
The principle of reasonable adjustment should be taken into account: i) in all selection
decisions; ii) on each occasion when a person with a disability is required to perform new or
higher level duties; and iii) during times of technological and organisational change.
It is important that reasonable adjustment requirements are addressed as a matter of
priority. For example, in the case of a person with a disability commencing in the
Commission or in a new area of the Commission, it is important to ensure that all those who
are responsible for implementing reasonable adjustment are aware of the agreed
requirements and timeframes.
7.4
How is reasonable adjustment determined?
Reasonable adjustment is to be agreed between the person with a disability and their
manager, with the input of any other people with appropriate expertise.
It is essential to have input from the person with a disability to ascertain how reasonable
adjustment should be applied to their particular circumstances. It is not discriminatory to ask
a person about their disability if the information is to be used to implement reasonable
adjustment principles for their use or benefit.
Sometimes the adjustment may be very simple and inexpensive. Other cases may be more
complex, possibly requiring the purchase of expensive equipment. Each case needs to be
assessed individually to determine the extent of the disability and the type of assistance
required to enable the individual to perform the required duties. The assessment may
include the provision of advice from an agency which has expert knowledge of the particular
type of disability, e.g. The Deafness Resources Council, The Royal Blind Society.
More often than not, reasonable adjustment simply means changing the attitudes of
managers and co-workers. This is often the most critical, and least expensive, adjustment of
all. If managers and co-workers have negative or inappropriate attitudes relating to people
with a disability then the provision of high-tech equipment alone will not ensure a successful
placement.
7.5
Who is responsible for reasonable adjustment?
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Australian Commission on Safety and Quality in Health Care - Workplace Diversity Policy
Generally, reasonable adjustment can be seen in the context of a joint responsibility
between the person with the disability and their colleagues. People with a disability should
attempt to overcome barriers as far as possible; however, it is also the responsibility of
management and co-workers to be aware of possible difficulties and to lessen their impact.
The primary responsibility for identifying needs and co-ordinating action for individual staff
members rests with the manager of the work area in which the person with a disability is, or
is to be employed.
7.6
Who pays for reasonable adjustment?
The Commission has a process whereby the costs associated with reasonable adjustment
are met from corporate funds. Human Resources will arrange provision of equipment
required to facilitate reasonable adjustment.
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