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GEAP - Indicator five

Recruitment and promotion

Appendix one Appendix two Establishing a baseline Executive summary Gender Equality Action Plan Glossary Indicator five Indicator four Indicator one Indicator seven Indicator six Indicator three Indicator two Introduction Leading and resourcing Mayor's message Meaningful consultation and engagement Our plan of action The case for change

5.1 Our organisation is recognised for providing a thriving and inclusive workplace that supports and encourages employees to do their best work, have equitable access to opportunities and provides a just working environment

Respondents to our survey indicated that we have some entrenched practices that lack agility to move to more flexible and creative job solutions. Our quantitative audit shows that we do not have the systems to be able to track and measure internal promotions, secondments and growth opportunities.

Workload needs to be prioritised and reconsidered otherwise this impacts on the perception of an inclusive workplace. People feel that they cannot bring their true selves to work as they are expected to manage it all, their work life and home life, and if you can't this impacts on your ability to be able to apply for a promotion as expectations and workload would be even higher.


Objective 5.1.1

Improve our recruitment practices and employee experience in order to improve recruitment of men, women and gender non-binary people from more diverse backgrounds

Through extensive workplace consultation, we have developed a cultural framework called Working Better Together. It acknowledges key values and behaviours that build a collaborative, respectful, inclusive and high-performing organisation that is attractive to new recruits and internal candidates, and provides career and development opportunities.

A key finding from our Gender+ Survey was that our workforce feel positive about diversity, however we aren’t as diverse as we aim to be.

RefWorkforce InitiativeLeadSupportTimeframe
5.1.1aBuild our brand as an inclusive employer on our strengthsTalent Capability and Employee ExperienceEmployee Communications and EngagementMedium-to-long
5.1.1bBuild FutureFlex values and principles in all our job advertisementsTalent Capability and Employee Experience Short
5.1.1cProvide equitable access to Jobs of the Future including STEM, traineeships, and new Graduate programTalent Capability and Employee ExperienceCity-wideOngoing
5.1.1dReview recruitment processes and artefacts to ensure inclusive language and ways of workingTalent Capability and Employee ExperienceMarketing, Corporate CommunicationsShort–to- medium

Objective 5.1.2

Ensure our employee learning, development and promotion processes are more inclusive and value difference

We have developed a comprehensive Leadership Capability Framework that includes ‘Inclusion and Diversity’ capacity building, with leaders having identified that they would like to build more capability around ‘valuing difference’. We know that greater diversity leads to better decision-making. Through the identification of biases and systemic barriers that make it difficult for people of different genders, backgrounds and life stages to access opportunities, we hope to mitigate and incorporate more flexible and innovative ways of working.

RefWorkforce InitiativeLeadSupportTimeframe
5.1.2aHarness our digital technologies to map and track horizontal and vertical promotion opportunities and learning and development goalsDigital TransformationTalent Capability and Employee ExperienceMedium
5.1.2bInclude career growth and opportunity indicators in employee opinion surveysTalent Capability and Employee Experience Short
5.1.2cStrengths-based inclusion capability training and coaching embedded across talent, capability, and employee experienceTalent Capability and Employee Experience Medium
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