Checklist for creating a fair and inclusive workplace
◻ Develop a strong and clear policy on discrimination and sexual harassment
Include a statement about the organisation's commitment to best practice in relation to discrimination and sexual harassment at all stages of the employment relationship (recruitment, terms and conditions of work, training, promotion, retrenchment and dismissal).
◻ Ensure CEO support for the policy on discrimination and sexual harassment
- clear, unambiguous and visible support from CEO;
- CEO must lead by example;
- clear responsibilities delegated by CEO to managers.
◻ Establish an effective internal complaints procedure
- assurance that no victimisation will result from making a complaint;
- procedure is well documented, available and in accessible formats;
- staff who manage complaints are well trained;
- assistance in the form of language or Auslan interpreters as needed for parties to a complaint;
- process is confidential, independent and based on principles of natural justice;
- process has clear timelines;
- conflicts of interest are managed appropriately.
◻ Establish a network of equity contact officers
- equity contact officers have clear responsibility for providing information, not advice, to staff;
- equity contact officers understand their role in the organisation, risk minimisation, record keeping, conflicts of interest and confidentiality requirements;
- staff know who is in the n etwork and what their role is;
- regular professional training for equity contact officers;
- equity contact officers model expected behaviours consistently;
- regular review of network to ensure suitability, training, and diversity as reflected in the workplace.
Train all levels of managers, supervisors and staff about rights and responsibilities in relation to discrimination and sexual harassment
- anti-discrimination and sexual harassment training for all staff at induction and subsequent staff training;
- training appropriate to the level and type of work done;
- update training for staff e.g. every two to three years.
◻ Ensure all managers and supervisors model appropriate behaviour
- need to be seen to
walk the talk;
- need to set the tone for the workplace culture;
- clear consequences for managers and supervisors breaching the policy;
- clear responsibilities for ensuring implementation of the policy.
◻ Awareness raising
Awareness raising, discussion and dissemination of policy on discrimination and sexual harassment
- all levels of employees are aware of the policy;
- include the policy with induction material;
- make policy available to staff (e.g. on the intranet, through email, paper copy in a common area and displaying notices in the workplace referring to the policy and where to get a copy);
- make a copy of the Queensland Anti-Discrimination Act 1991 available to staff (e.g. through the intranet, as hard copy and mentioned on notice boards);
- key performance indicators for managers and supervisors include anti-discrimination and sexual harassment responsibilities.
◻ Accessibility audit
- ensure that the physical environment, and information and communications technology is accessible for people with impairments.
◻ Identify potential hot spots for particular attention
Potential hotspots may include workplaces or work units:
- where issues have arisen in the past;
- where some workers of a particular sex, age, religion, race or who have an impairment are working with a larger different group;
- where workers are returning after injury, illness or significant time off on leave e.g. parental leave;
- Where there is significant workplace change;
- where staff turnover or absenteeism is high;
- where other complaints from staff are occurring;
- where a new manager or supervisor is appointed who is not yet familiar with the workplace policies, culture and staff expectations.
◻ Monitor compliance with policy on discrimination and sexual harassment
- monitor any hot spots identified;
- record and analyse staff complaint statistics and suggestions;
- record and analyse customer complaints and suggestions;
- conduct and analyse staff exit interviews;
- analyse staff turnover and leave.