• We regularly do basic measurements and analysis of our workforce.
• As a small agency, targets are difficult to set and achieve because changes of a small number of people can have a significant impact.

• Ask our people for diversity data where it is missing in our records.
• Actively look for ways to attract Māori and Pacific candidates, particularly to leadership roles.
• Actively look for ways to attract candidates from the disability community.

• Complete workforce data.
• More Māori and Pacific candidates express interest and apply for available roles.
• More candidates from the disability community express interest and apply for available roles.

• We use te reo Māori and accessible text in our job advertisements and job descriptions.
• We are intentional about ensuring appropriate gender and ethnic representation on interview panels.
• Our Equal Employment Opportunities commitments are published within our Equal Employment Opportunities policy on our intranet.

• Update our Reasonable Accommodations policy to cover asking candidates if we can support any accommodations for them during the recruitment process, for example making adjustments that would make an interview more comfortable.
• Clearly offer support options for interviews, for example a support person at the interview, or access support for interviewees with disability.

• Feedback through onboarding check-ins shows that all candidates have the support they need throughout the recruitment process.

• We actively look for ways to develop and retain Māori and Pacific leaders, e.g. encouraging and supporting applications for the Te Aratiatia Leadership Programme for aspiring Māori and Pacific leaders.
• We have a Progression policy which clearly details the process for progressing to senior monitoring and senior data and insight analyst roles, published on our intranet.
• We regularly offer acting-up opportunities when managers go on leave. We have a Secondments and acting positions policy to ensure a clear, robust process for these opportunities published on our intranet.

• Monitor diversity in leadership roles.
• Proactively promote leadership development opportunities to all our people, and specifically make sure that appropriate opportunities are offered to Māori, and Pacific employees.

• Positive feedback on leadership development programmes.
• A greater proportion of Māori, and Pacific employees in our leadership roles.

• Salary bands are published on all job advertisements.
• We do not ask candidates to share their current salary.
• Appointment salaries require sign-off by General Manager / Chief Monitor or higher.

• Ensure starting salary decisions are made by groups rather than individually – discussed by the interview panel (which we ensure is diverse) and with HR. This reduces the risk of bias and ‘group think’. Cover this in our Remuneration policy.
• Share starting salary information of other recent starters in the same or similar roles with hiring managers.

• Reviews of starting salaries for the same or similar roles show they are equitable.

• We have a step-based remuneration system. Our salary ranges and steps are published on our intranet.
• We use a total remuneration approach.

• Review the salaries of all employees individually and ensure salary inequities are addressed via an out-of-cycle review.
• Ensure salary increase decisions are made in consultation with HR, direct manager and senior leadership to ensure consistency.

• Reviews of salaries for the same or similar roles show they are equitable.

• Whakapuāwai (meaning to blossom, develop, flourish, prosper, or thrive) is our development framework for all employees. This gives opportunities for our people to talk through their aspirations, performance in their role, how they can develop, and any additional skills they might need to progress further, for example acting opportunities.

• A range of learning and development activities are scheduled for all employees, as well as role specific learning.

• All employees have development plans in place.

• We have updated our Recruitment Appointment policy and processes according to the new guidance from Public Service Commission this year (awaiting sign off).

• Socialise our updated Recruitment Appointment policy once signed off and published.

• Our Recruitment and appointment policy is aligned with the updated guidance and published.

• HR and remuneration policies, including salary bands, are easily accessible to all our employees on our intranet.
• We use accessible text.

• Regularly review HR and remuneration policies to ensure they are inclusive, equitable and reflect best practice.
• Identify and address any bias found in our HR remuneration policies and practices

• HR and remuneration policies, including salary bands, remain accessible to our people.
• We don’t get questions from people who can’t find what they need.

• First DEI plan developed and published. 

• Ensure we stay up to date with the PSC DEI guidance and monitor and adapt our plan each year.
• Publish our plan annually, according to the guidance.

•  DEI plan is published within required timeframe.

• All of our employees have the opportunity to work flexibly, for example earlier starts or later finishes and flexible leave options.
• If an employee resigns to care for preschool children, they will have preference for re-employment if they re-apply for a position within four years of the date of resignation or five years from the date of taking parental leave.
• We pay an ex-gratia payment to primary carers who return to work after taking primary carer and/or extended leave.
• Our employees receive up to 10 days’ dependant leave per year.

• Ask our people what new family-friendly initiatives they would value.

• Primary carers return to work with us following taking primary carer and/or extended leave.
• Implementation of a new family-friendly initiative.

• We have normalised flexible working arrangements for all employees.
• We have a Life / work balance policy which supports this and makes it clear that working flexibly does not undermine career or pay progression.

• Review and update our Life / work balance policy.

Publish our updated Life / work balance policy.

• Unconscious bias training has been delivered to new employees as part of our induction since becoming a departmental agency (and existing employees who transitioned from MSDCloseMSD
  Ministry of Social DevelopmentView the full glossary completed Understanding Unconscious Bias learning modules as part of their onboarding).
• All employees have access to a new unconscious bias online learning module.
• Our Positive Behaviour in the Workplace policy outlines the workplace behaviours, expectations, and responsibilities for our people. It also outlines the support and options available for dealing with inappropriate behaviour (such as bullying, discrimination, and all forms of harassment).

• Ensure new employees complete unconscious bias training.
• Encourage all of our people to complete the Public Service Census.

• Everyone has completed unconscious bias training.
• Feedback from Public Service Census shows that our people feel safe and supported at work.

Our current employee-led networks are:

• Te Rōpū Māori 
• Pacific Collective
• Rōpū te Taiao (Our environmental group).

Further details on our employee-led networks.

• Continue to support our employee-led networks with hosting events, celebrating language weeks, presenting at conferences and other activities.

• Our employee-led networks are achieving their goals.
• There are regular opportunities for our Māori and Pacific employees to promote and celebrate their cultures.

• We provide te reo Māori lessons, offered online via an external provider at four different levels.
• Informal team sessions to improve employee’s skills in te reo Māori including practising karakia, waiata, and everyday reo take place regularly. 
• We provide a reo Māori allowance that recognises employees who contribute their knowledge of reo Māori and tikangaClosetikanga
  Correct procedure, the customary system of values and practices that have developed over time and are deeply embedded in the social context View the full glossary to support the organisation.
• Employees attend an annual Noho Marae visit.

Embed our newly developed Aro Mārama, Aro Pono framework, which provides pathways to training in various Māori capability areas, including te reo Māori, through:

• in-person group tuition sessions, designed to lift all of our employees to at least a foundational level
• organisational support to pursue additional reo Māori study / training as identified via our professional development process
• development of a resource hub on our intranet containing links and access to various external self-paced resources.

• All employees reach the competency level required for their role.

• A Senior Monitor held presentations across the agency introducing LGBTQAI+ identities, such as sexuality and gender, and general and culturally specific terms, such as pronouns and takatāpui. The presentation included the findings of the Making Ourselves Visible report commissioned by Oranga Tamariki on the experiences of takatāpui and rainbow rangatahiCloserangatahi
  Young person aged 14 – 21 years of ageView the full glossary in care and connected to our monitoring framework.

• Development of a practice tool for monitoring employees to use when preparing for engagements, and future presentations to enhance LGBTQAI+ understanding and awareness.
• Investigate joining the Cross Agency Rainbow Network (we do not have our own network).

• Increased LGBTQAI+ understanding and awareness.
• The opportunity to be part of a network for our rainbow employees. 

Te Rōpū Māori is an internal group of employees Maōri and was established in 2022 to give members a place of shared connection (whakawhanaungatanga) and to provide support (hei taitūara) to each other and the organisation as a whole. Te Rōpū Māori provides a range of views (collective and individual) through a unique Māori lens. It provides advice and guidance that will support us to meet our legislative obligations, develop tools and monitoring approaches that incorporates a tikangaClosetikanga
Correct procedure, the customary system of values and practices that have developed over time and are deeply embedded in the social context View the full glossary Māori approach, support monitors to engage effectively with tamarikiClosetamariki
Children (plural) aged 0-13 yearsView the full glossary Māori, whānauClosewhānau
Whānau refers to people who are biologically linked or share whakapapa. For the Monitor’s monitoring purposes, whānau includes parents, whānau members living with tamariki at the point they have come into care View the full glossary, hapūClosehapū
Sub-tribeView the full glossary, and iwiCloseiwi
TribeView the full glossary.