Leave and flexibility
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
6.1 Inclusive leave and flexible work options supporting employees' work life balance and wellbeing
Our workplace gender audit results demonstrate a gap in our ability to monitor the usage of flexibility and leave arrangements currently available to our employees. The Commission for Gender Equality in the Public Sector is seeking more detailed reporting and analysis than our Human Capital Management System can provide. Additionally a substantial portion of our workforce have been required to work from home and been redeployed in response to the COVID - related restrictions.
The rapid shifts in ways of working (hybrid and remote) caused by the pandemic have been welcomed by much of our workforce. We have been conducting intermittent pulse surveys to gauge how our employees have been adjusting to new ways of working in particular working from home and flexible work.
Employees have identified a desire to incorporate different types of leave into our policies. We included gender affirmation and cultural leave in the 2021 Enterprise Agreement ratified in early 2022 as part of a suite of additions to improve leave options and support flexibility. The comment below was provided as part of our Gender+ Survey in June 2021. The organisation remains committed to incorporating inclusive approaches into our workforce policies and agreements.
Show leadership in D&I policy. We should have things like gender affirmation leave and Aboriginal cultural leave built into our Enterprise Agreement.
Objective 6.1.1
Incorporating a 'discovery model' we will work with our community - facing workforce to identify and trial flexible work options
We were able to pivot during the COVID pandemic to enable our office - based workforce to shift to 'working from home' arrangements. However our workforce is diverse and employees that undertake community - facing work have indicated a desire to find ways to incorporate more flexibility into the way they work. This is an opportunity for us to improve efficiencies across our diverse organsiation.
| Ref | Workforce Initiative | Lead | Support | Timeframe |
|---|---|---|---|---|
| 6.1.1a | Work with remote workforce to identify and trial different flexible arrangements to improve equitable access to flexible working arrangements | Talent Capability and Employee Experience | Organisation Design & Strategic Workforce | Medium - to - long |
| 6.1.1b | Incorporate an inclusive intersectional lens into the way we provide leave and flexible working arrangements that enable employees to feel included and valued | Talent Capability and Employee Experience | Organisation Design & Strategic Workforce | Short |
| 6.1.1c | Build understanding of person - centred focus for optimal incorporation of FutureFlex amongst people leaders | Talent Capability and Employee Experience | Executive Leadership Team and Senior Leadership Group | Ongoing |
In this section
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 changePage last updated:
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