Equal Employment Opportunity / Affirmative Action

Management Plan 2006 - 2010

Access, Diversity, Equality

A workplace free from discrimination and harassment
Mutual respect and equality in the workplace
Diversity and equity in the workforce at all levels
An inclusive and culturally sensitive work environment

Preamble

The core functions of the University of Sydney are to create, preserve, transmit and apply knowledge through teaching, research, creative works and other forms of scholarship. In carrying out this role, the University is committed to:

freedom to pursue critical and open inquiry in a responsible manner;
recognition of the importance of ideas and ideals;
tolerance, honesty, respect and ethical behaviour, and;
understanding the needs of those we serve.

The University of Sydney’s Strategic Plan, Strategic Directions 2006–2010, sets out strategic goals and objectives for the period 2006–2010. The Strategic Plan is complemented by further plans, such as this Equal Employment Opportunity/Affirmative Action Plan, that translate these goals and objectives into detailed operational strategies. This Plan supports the Strategic Directions “Capability – Our Competitive Advantage” objective of attracting, rewarding and retaining staff of outstanding quality and international standing, by ensuring that barriers to employment are removed and equal participation of EEO groups is supported. The diversity of our staff assists the University to achieve its goals.

The University is committed to providing equal opportunity for all employees and to promoting affirmative action strategies and programs. This Plan embodies that commitment and sets out 12 key objectives for promoting access, diversity and equality in the workplace. It lists strategies for achieving these objectives and provides performance criteria and time lines against which the University's progress in this area can be measured. It should be read in conjunction with other University documents dealing with equity and diversity, including the Disability Action Plan, the Harassment Prevention Policy, the Discrimination Prevention Policy and the Harassment and Discrimination Resolution Procedure.

This 2006–2010 EEO/AA Management Plan has been prepared and lodged with the Director of Equal Opportunity in Public Employment, in accordance with Part 9A of the New South Wales Anti-Discrimination Act 1977. The stated objects of Part 9A are:

to eliminate and ensure the absence of discrimination in employment on the grounds of race, sex, marital status and disability; and
to promote equal opportunity for women, members of racial minorities and people with disabilities.

University policy condemns discriminatory practices and harassing or bullying behaviour based on race, sex, pregnancy, marital status, transgender, sexual preference, disability, age, family or carers' responsibilities, social origin, political belief and religious belief. This EEO/AA Management Plan is designed to promote equal participation of all EEO target groups at every level of decision-making and across each of the University's core functions. University employees are encouraged to refer to it as a working document and to use it as an instrument for promoting change within their own work environment.

Objective 1 To produce comprehensive and accurate EEO statistical data

Strategies

Rationale

Performance Measure

Time Frame

Responsibility

Continue using already established processes to ensure gathering of appropriate EEO data in HRMS to enable the University to provide reports as required by statute.

Accurate EEO statistics underpin the measurement of EEO achievements and provide a basis for effective planning.

EEO statistics are easily accessible and provide meaningful data to use in EEO and University planning.

June annually

-Sydney People

-Statistics Unit
-Reserach Office

Objective 2 To collect and use qualitative as well as quantitative information in EEO planning

Strategies

Rationale

Performance Measure

Time Frame

Responsibility

Continue to use established systems for:
-Monitoring and analysing grievances
-Consulting with EEO target group networks¹

-Consulting with staff on equity issues
-Report to Equity Advisory Committee (EAC) on EEO targets and achievements.

Qualitative information provides an insight into workplace culture and employee satisfaction.

Effective systems are maintained and reviewed and qualitative information readily available.

Ongoing, at least annually

-SSEO Unit

Objective 3 To make it possible for EEO target groups to contribute to decision making at all levels in the University

Strategies

Rationale

Performance Measure

Time Frame

Responsibility

Encourage and promote EEO target group representation on senior decision making bodies, including:

Academic Board
Senate
Vice-Chancellor's Advisory Committee
Faculty Management & Advisory Committees
Enterprise Bargaining teams
Consultative Committees

Continue to work collaboratively with SydneyPeople to present sessions on cultural diversity and EO issues within the staff training program.

Develop awareness in EEO groups of the need to be involved and participate. Design programs to improve the confidence and skills of EEO target group members.

Utilising the combined knowledge of staff from diverse backgrounds increases the quality and effectiveness of decision making.

Participation of EEO target group members helps to build a culture of inclusiveness and mutual respect and to redress the impact of any past structural discrimination.

The composition of senior decision making bodies broadly reflects the diverse staffing profile of the University.

Ongoing, annual reporting

-Chancellor

-VC

-DVC (Community)

-COO

-Deans

-University managers

-SydneyPeople

-SSEO Unit

Objective 4 To integrate EEO principles into University strategic planning

Strategies

Rationale

Performance Measure

Time Frame

Responsibility

Acknowledge and apply EEO principles and strategies in planning documents and decision-making.

Deliver EEO training to University staff in planning roles.

Recognition of EEO principles in University planning will ensure their place in the University's future.

Explicit acknowledgment of EEO principles and goals in University plans and strategies.

Visible integration of EEO principles into relevant University decision making.

As appropriate

-VC
-DVC (Community)
-COO

-SSEO Unit

-SydneyPeople

Objective 5 To monitor the University's policies and procedures for possible discrimination and assess their contribution to EEO goals

Strategies

Rationale

Performance Measure

Time Frame

Responsibility

Conduct audit of University employment policies and procedures. Identify and take steps to remedy any areas in which indirect discrimination may occur.

Review University harassment and discrimination prevention policies and resolution procedure.

Non-discriminatory policies facilitate access and diversity.

EEO principles are reflected in relevant policies and procedures.

Revised policies and procedures are implemented.

Ongoing

Biennially

-COO

-SSEO Unit
-SydneyPeople

Objective 6 To provide opportunities for adoption of flexible employment practices

Strategies

Rationale

Performance Measure

Time Frame

Responsibility

Continue to increase staff awareness of employment practices that provide flexibility through information, training and induction sessions. These include:

part-time employment
parental leave
cultural and religious leave
job sharing
career break schemes
working from home
short term absences for family or community reasons
flexible working hours
secondment/transfer opportunities

Gather information on usage of existing flexible employment practices.

Monitor effectiveness of flexible work practices, e.g. for those returning from maternity leave.

Flexible employment practices promote job satisfaction, improve morale, increase productivity, and assist employees to achieve a balance between their professional and private lives.

Increased access by staff to flexible work practices.

Annual monitoring

-SydneyPeople
-SSEO Unit

Objective 7 To promote skill development and career progression for EEO target groups

Strategies

Rationale

Performance Measure

Time Frame

Responsibility

Identify and address structural barriers to career progression.

Develop and implement targeted affirmative action programs for

Women staff
NESB staff
Indigenous staff
Staff with disabilities.

The elimination of structural barriers to career progression facilitates diversity, equity and inclusiveness. It also enhances job satisfaction and increases productivity

Structural barriers to career progression are identified and addressed.

Increased EEO target group participation in career development and other affirmative action programs.

Annual monitoring

-SSEO Unit

-SydneyPeople

Objective 8 To target EEO groups in internal and external recruitment strategies

Strategies

Rationale

Performance Measure

Time Frame

Responsibility

Identify potential barriers to recruitment of people from EEO target groups.

Advertise job vacancies in a diverse range of media and through relevant local community networks.

Promote consideration of alternative employment strategies (eg. traineeships, cadetships).

Where membership of an EEO target group is a genuine occupational requirement, advertise the position as an 'identified position'.

Develop duty statements and selection criteria that value cultural diversity, non-professional experience and on-the-job learning.

Maintain and improve an Indigenous Employment Strategy aimed at increasing the numbers of University staff of Aboriginal and Torres Strait Islander background.

Improving the representation of EEO target group members across all levels and occupations is central to addressing past inequalities.

Potential barriers to recruitment of EEO target group members are identified and addressed.

A range of merit-based recruitment strategies are used to attract a diverse field of applicants to University positions.

Ongoing

-SSEO Unit
-SydneyPeople

Objective 9 To specify EEO performance indicators in duty statements for managers and supervisors

Strategies

Rationale

Performance Measure

Time Frame

Responsibility

Include EEO performance indicators in employment contracts and offers of employment for University managers and supervisors.

Inform and advise managers and supervisors about their EEO roles and responsibilities

Managers and supervisors are responsible for the equitable management of staff and for the effective implementation and promotion of EEO strategies in the workplace.

All duty statements for managers and supervisors include EEO performance indicators.

Ongoing

-SSEO Unit
-SydneyPeople

Objective 10 To integrate EEO issues into relevant staff training and development programs

Strategies

Rationale

Performance Measure

Time Frame

Responsibility

Continue to work with all University training providers to ensure the integration of EEO principles into all appropriate training programs, eg. customer service, induction, recruitment and selection, supervision/ management, team work, communication skills.

Continue to maintain the SSEO Unit's involvement in training managers about EEO legislation, policies, procedures and best practice.

Work with trainers to adopt and implement online EO training for new staff and managers.

Integration of EEO principles into all aspects of staff training and development will promote an understanding of how EEO relates to all aspects of the work environment.

Managers and prospective managers to comply with legislation requirements in the workplace.

The content of relevant staff training reflects the principles of EEO, equity and diversity.

Ongoing

-SSEO Unit
-SydneyPeople

Objective 11 To inform all employees about EEO related policies and programs

Strategies

Rationale

Performance Measure

Time Frame

Responsibility

Publish all EEO policies and reports² on the University's website- cross reference to other relevant policies.

Continue to promote staff awareness of EEO and harassment and discrimination prevention policies and resolution procedure through information, training and induction sessions.

Make EEO training mandatory for all staff involved in selection and promotion, research supervision, management development programs and relevant University committees.

Improved understanding of EEO and anti-discrimination policies will promote tolerance and diversity in the workforce.

EEO related policies and programs are communicated to all staff.

Ongoing

-SSEO Unit
-SydneyPeople

Objective 12 To increase the representation of women in senior University roles

Strategies

Rationale

Performance Measure

Time Frame

Responsibility

Monitor current patterns of women's entry to academia and into senior roles, and respond to barriers to sustained entry.

Ensure the University has the best talent in leadership roles from the broadest pool of potential managers, leaders and senior academics.

By 2010: - an increased proportion of women in senior leadership positions (deans, directors and senior managers)

-an increase in women academics with PhDs.

- performance against AVCC targets.³

Ongoing

-SSEO Unit
-SydneyPeople

¹At the time of writing, these group networks include the Sydney University Network for Women (SUN, the Indigenous staff network, the Disability Consultative Comittee (DCC), the Cultural Diversity in Learning and Teaching Working Party, and the Equity Advisory Committee (EAC). It is recognised that methods of consultation may change over time as appropriate.
² Reports include the Ethnic Affairs Priority Statement report (included in the University’s Annual Report), the annual report to the Director of Equal Opportunity in Public Employment (NSW Premier’s Office), and the triennial report to the Equal Opportunity for Women in the Workplace Agency (Commonwealth).
³See The Second AVCC Action Plan for Women Employed in Australian Universities 2006-2010. http://www.avcc.edu.au/documents/policies_programs/women/AVCC-Action-Plan-for-Women-2006.pdf.