Diversity

Women

Key Objective: Increase the representation of women in Defence to better reflect the Australian society and strengthen the retention of the women Defence has recruited and trained. Improve opportunities and workplace flexibility to create a fairer and more inclusive work environment to position Defence as an employer of choice for women and men alike.

Background

While women make up half the population, they are underrepresented in the Defence organisation. In addition, recent proceedings have highlighted a need for women in Defence to be treated more adequately, appropriately, and have the same opportunities as men in contributing to Defence.

The equal treatment of women should be at the core of any Australian workplace, regardless of its size, history or purpose. As such, Defence is focussing its efforts on implementing greater changes in the workplace to ensure greater representation of women generally within Defence and specifically in leadership positions. Actions are being taken to remove the direct and indirect structural and cultural barriers preventing women from achieving their full potential and full participation.

At 31 December 2012, women represented 13.95% of the permanent ADF workforce¹ and 40.56% of the Defence APS workforce ², compared with 57.3% of the wider APS (according to the APSC State of the Service Report 2011-2012).

In 2011/2012, reviews were undertaken into the treatment and employment of women in Defence, specifically the Review of Employment Pathways for APS Women in the Department of Defence, and the Australian Human Rights Commission reviews, firstly of the treatment of women at the Australian Defence Force Academy (ADFA) (phase one) and, secondly, a review of the effectiveness of cultural change strategies and initiatives required to improve leadership pathways for women in the Australian Defence Force (phase two)³. Actions have commenced to address the implementation of the recommendations from these reviews.

Some of the issues relating to the employment of women in Defence are not only challenges faced by women but by many men as well. For example, getting the balance right between work and family responsibilities is a challenge faced by both men and women. Therefore, improvements in the workplace applied through addressing these issues will be of benefit to both genders. Additionally, by encouraging men to utilise mechanisms typically accessed by women, such as those providing workplace flexibility, normalises these mechanisms.

By embracing the concept of diversity, valuing differences, demonstrating fair, respectful and inclusive behaviour, Defence will more effectively attract and retain women who can support Defence to better reflect the community it serves. The following specific actions will ensure that Defence has a consistent approach to the employment of women and men across the organisation.

Themes

Attract

• Raise the profile of Defence as an employer of choice for women.
• Identify, recognise and proactively profile and promote the achievements of women in leadership.
• Work with networks to attract women to our workforce.

Recruit

• Implement targeted programs to support the recruitment of women to Defence.
• Increase the profile of women in Defence Force Recruiting marketing and public affairs.
• Ensure all APS selection panels and ADF promotions boards to senior ranks include at least one female representative, with preference towards having a gender balance.

Develop

• Ensure equal opportunities for women in all jobs in Defence.
• Ensure that Defence provides a flexible and supportive approach to workforce conditions, career management and career pathways.
• Employ and promote Defence policies and practices that are inclusive and accommodating of differences.
• Provide appropriate and supportive mentoring and network frameworks that meet diverse needs.
• Improve organisational performance by having a critical mass of women on decision- making boards and bodies.

Retain

• Ensure that Defence provides a flexible and supportive approach to workforce conditions, career management and career pathways.
• Improve employment opportunities, enhance workplace flexibility, and create a fairer, more respectful and inclusive work environment.
• Employ and promote programs and strategies to balance work and personal and/or family responsibilities and commitments.
• Provide targeted career management, skilling, coaching and mentoring to ensure a higher number of women in supervisory, management and senior executive roles.

Transition

• Maintain connections with women taking a career break, extended parental leave, study leave break or any other type of extended leave.
• Employ policies and processes to enable trained previous Defence personnel to return to the organisation.
• Actively promote and facilitate discharging ADF members transferring into the Reserve force to maintain connection and strengthen the retention of talented/trained women.

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1. Compromised of ADF Permanent, CFTS and Gap year members.
2. Including ongoing and non-ongoing employees.
3. Australian Human Rights Commission web site.

Indigenous Australians

Key Objective: Increase representation of those who identify as Aboriginal and Torres Strait Islander Australians in Defence and deliver on the Council of Australian Governments (COAG) agenda commitment of achieving 2.7% Indigenous representation by 2015 and beyond. Encourage and foster Indigenous participation and potential within Defence and position Defence as an employer of choice for Indigenous Australians.

Background

Indigenous Australians have played a significant part in our military history for more than 100 years and Defence is proud to continue this involvement with many Indigenous people serving in the Navy, Army and Air Force as full and part-time members. Defence also recognises those who contribute in the APS section of our workforce.

Defence is committed to increasing the participation rates of Indigenous Australians across the workforce including meeting the agreement of the Council of Australian Governments (COAG) to achieve a minimum Aboriginal and Torres Strait Islander representation of 2.7% across the sector by 2015.

As at 31 December 2012, our data indicated that Indigenous people represented 0.97% of the permanent ADF workforce² compared with 2.2% of the wider APS³.  For the active Reserve, Indigenous Reserve representation was the highest for Army (2.36%) followed by Navy (0.68%) and Air Force (0.50%)⁴.  The decision to formally self-declare Aboriginal and/or Torres Strait Islander heritage is personal and voluntary. Self identification assists in allocating resources, supports Indigenous employment programs and provides greater opportunities for Indigenous-specific activities.⁵

Defence has various initiatives already in place to encourage greater Indigenous participation in Defence with many of these initiatives encompassed in the Defence Reconciliation Action Plan 2010-2014 and the Defence Indigenous Employment Strategy 2012-2017. In addition to a diverse range of employment opportunities, Defence currently offers support programs and further education opportunities for its Indigenous personnel. The following specific actions aim to integrate these initiatives into broader strategies to realise Defence’s commitment to being truly representative of the nation we serve.

Themes

Attract

• Build relationships with Indigenous communities across the nation.
• Contribute to the whole of Government reconciliation plans and actions.
• Recognise and publicly acknowledge the contribution Indigenous communities make to the defence of Australia.
• Promote Defence as an employer of choice for Indigenous Australians.
• Incorporate Aboriginal and Torres Strait Islander (ATSI) culture and heritage into appropriate Defence ceremonies.

Recruit

• Implement and promote programs to support the recruitment of Indigenous Australians.
• Increase the profile of ATSI Australians in both targeted and general recruitment marketing and public affairs.

Develop

• Recognise and accommodate the cultural needs, responsibilities and roles of Indigenous personnel.
• Mentor and support Indigenous personnel and networks.
• Implement and promote programs to support the development of Indigenous Australians.
• Ensure that Defence provides a flexible and supportive approach to workforce conditions, career management and career pathways.

Retain

• Enable flexible work practices to accommodate balance of the cultural needs, responsibilities, and roles of Indigenous personnel.
• Increase the knowledge and understanding of Indigenous issues across Defence.
• Ensure ATSI culture and heritage is incorporated into appropriate Defence policies and practices.
• Provide appropriate targeted development, leadership and career management opportunities for Indigenous Australians.

Transition

• Maintain connections with personnel taking a career break, extended parental leave, study leave break or any other type of extended leave.
• Employ policies and processes to enable trained previous Defence personnel to return to the organisation.
• Actively promote and facilitate discharging ADF members transferring into the Reserve force to maintain connection and strengthen the retention of talented/trained Indigenous Australians.

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1. Comprised of ADF Permanent, CFTS and Gap year members
2. Includes ongoing and non-ongoing employees
3. As per Australian Public Service Commission State of the Service Report 2011-2012
4. The mode of entry into the Reserve workforce differs between the Services.
5. Personal information, as recorded in PMKeyS, is treated confidentially according to the Privacy Act 1988.

Culturally & Linguistically Diverse

Key Objective: Increase representation of Australians from culturally and linguistically diverse backgrounds in Defence to better reflect the Australian community, build an organisation where cultural diversity is respected and valued, and position Defence as an employer of choice for all Australians.

Background

Defence is committed to diversity in the workplace and to creating an inclusive environment that enables all personnel to contribute to achieving Defence’s goals. Defence aims to provide an inclusive working environment that respects, values and utilises the contributions of people of different backgrounds, experiences and perspectives.

The definition of “Culturally and Linguistically Diverse (CALD) background” can be constituted by ancestry, birthplace, birthplace of parents, religion, language, and year of arrival in Australia ¹. Defence recognises this broader terminology and acknowledges those who may identify within this definition of CALD within the organisation. 

However due to the current limitations of data collected, Defence reports on non-English Speaking Background (NESB) based on personnel who have indicated that their first spoken language at home is ‘English and another language’ or ‘another language’.  As at 31 December 2012, our data indicates that personnel from a non-English Speaking Background (NESB) represent 5.41% of the permanent ADF workforce ² and 14.11% of the Defence APS workforce³ compared with 5.3% of the wider APS⁴.  In this comparison, it is important to note that the broader APS defines people from NESB as those who were born overseas and arrived in Australia after five years of age and whose first language was not English.  Actions are being undertaken to address this discrepancy to enable access to extractable data for aligning these definitions.

It is recognised that cultural diversity is an asset to an organisation and Defence needs to recognise its capacity to gain from the diversity of its workforce for operational capability. The following specific actions outline a high level approach to creating a supportive, flexible and fair work environment that embraces cultural and linguistic diversity and commits to establishing a workforce that reflects national society.

Themes

Attract

• Profile Defence as an employer of choice for people from culturally and linguistically diverse (CALD) backgrounds.
• Celebrate cultural diversity in Defence by being actively involved in community cultural events and networks.

Recruit

• Implement programs to support the recruitment of Australians from CALD backgrounds.
• Increase the profile of multicultural Australians in general recruitment marketing and public affairs and develop specific marketing material for people from CALD backgrounds
• Research factors affecting multicultural recruitment and implement actions to address issues.

Develop

• Employ and promote Defence policies and practices that are inclusive and accommodating of cultural needs and responsibilities.
• Ensure that Defence provides a flexible and supportive approach to workforce conditions, career management and career pathways.
• Ensure development and career opportunities are inclusive and do not disadvantage people from CALD backgrounds.

Retain

• Educate and create stronger awareness in Defence about different cultures and religions.
• Enable flexible work practices to accommodate balance of cultural and family responsibilities and commitments.
• Ensure the workplace is a safe, inclusive environment where individuals who wish to practise their religion do not feel inhibited or at risk and feel encouraged and supported by the organisation.
• Celebrate cultural diversity in Defence by being actively involved in cultural events and networks.
• Foster a fairer, more respectful and inclusive work environment.
• Recognise, value and leverage from the cultural and linguistic diversity of our workforce.

Transition

• Maintain connections with personnel taking a career break, extended parental leave, study leave break or any other type of extended leave.
• Employ policies and processes to enable trained previous Defence personnel to return to the organisation.
• Actively promote and facilitate discharging ADF members transferring into the Reserve force to maintain connection and strengthen the retention of talented/ trained members.

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1. According to the Australian Bureau of Statistics
2. Comprised of ADF Permanent, CFTS and Gap year members
3. Includes ongoing and non-ongoing employees
4. As per the Australian Public Service Commission State of the Service Report 2011-2012

Disability

Key Objective: Remove barriers to, and encourage the participation of, people with disability in the Defence workforce. Increase representation of people with disability in Defence APS in support of Government initiatives, and build an organisation where diversity is respected and valued, and position Defence as an employer of choice for all Australians.

Background

The employment of people with disability is important to ensure their full participation in the Australian community. Defence recognises that people with disability bring valuable skills to the workforce and strives to enable all personnel to contribute to achieving Defence’s goals. Defence has stated its commitment to a fair and equitable workplace for all personnel and this includes providing a work environment that values and respects the diverse nature of the workforce.

The Australian Government has identified that despite the tight labour market in Australia, people with disability are an under-utilised resource and is seeking to improve practices with regards to the employment of people with disability.

The definition of disability is extensive and includes not only loss of bodily or mental functions, but also the presence in the body of organisms capable of causing disease or illness. A disability may be an impairment, condition, or illness, may be visible or hidden, may be permanent or temporary and may have minimal or substantial impact on a person’s abilities.

As at 31 December 2012, people with disability represent 2.33% of the Defence APS workforce¹ compared with 2.9% of the wider APS². Defence recognises that to meet future workforce demands, we must have strategies to support the employment of people with disability as they represent a growing proportion of the Australian labour market. In response, Defence has developed the Disability Action Plan which seeks to develop an inclusive work environment that enables personnel with disability to contribute to Defence’s goals.

Although the ADF is exempt, to a certain extent, from the discrimination provisions in the Disability Discrimination Act 1992 due to the stringent requirements of employment required in the ADF, Defence also recognises their commitment to members of the ADF (and APS) who have developed a temporary or permanent disability whilst employed by Defence and must manage the employment of these personnel accordingly. Of note, the Support for Wounded Injured or Ill Program  (SWIIP) provides  support to wounded, injured or ill ADF members  throughout their Service careers and after transition from the ADF.

The following specific actions outline the strategies to enable the employment of all people with disability in Defence.

Themes

Attract

• Promote Defence APS as a workplace that is supportive and welcoming of the employment of people with disability.
• Promote the employment of people with disability in Defence APS through disability networks.

Recruit

• Ensure the recruitment process for Defence APS positions are free from unlawful discrimination against a person with a disability (or that person’s associates).
• Provide access to premises information and assist with reasonable adjustments as required.
• Improve recruitment practices to enable more candidates with disability to enter Defence APS.
• Develop effective processes to use affirmative measures to employ people with an intellectual disability in the Defence APS.

Develop

• Ensure that employment, training and development, and promotional opportunities are free from unlawful discrimination against people with disability.
• Increase knowledge and understanding of disability by providing educational and practical information on disability and supporting people with disability.
• Provide support to people with disability and supervisors of people with disability to assist them to understand their responsibilities, undertake reasonable adjustments in the workplace and remove barriers for employment to allow people with disability to effectively perform and progress.
• Provide accessible training, traineeships and mentoring opportunities for people with disability.

Retain

• Create a supportive environment that recognises and values diversity and the contribution people with disability make.
• Provide appropriate support and advice network frameworks.
• Implement strategies/policies/processes to retain skills of people with disability or people who develop a disability (temporarily or permanently) in Defence where possible.
• Provide flexible career options to enable people with disability to take career breaks and return to the organisation as needed.
• Research factors affecting the employment of people with disability and implement strategies to address identified issues.
• Identify barriers to flexibility and facilitate flexible work practices to accommodate individual needs of people with disability at all classifications/ranks.
• Facilitate the transition of ADF members who acquire a disability to alternative employment within Defence if feasible.
• Undertake reasonable adjustments in the workplace to enable people with disability to work and reach their full potential.
• Address accessibility needs and assist with reasonable adjustments as required.
• Ensure all people are respected and involved in decisions about their work so as to ensure any disability can be adjusted for as necessary.

Transition

• Maintain connections with personnel taking a career break or extended leave due to temporary or permanent disability.
• Implement policies and processes to enable previously Defence employed personnel to return to the organisation.

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1. Includes ongoing and non-ongoing employees
2. As per the Australian Public Service Commission State of the Service Report 2011-2012

Lesbian, Gay Bisexual, Transgender and Intersex

Key Objective: Position Defence as an employer of choice for Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) persons, and as an organisation that respects and supports the inclusion of sexuality and gender diverse persons.

Background

Defence is committed to having a diverse workforce and inclusive workplaces. Defence strives to make the most of the skills and talents of all personnel and aims to reap the capability benefits of having a diverse workforce through embracing and supporting all personnel, including LGBTI persons.

In 1992 the Australian Defence Force ended its prohibition on openly gay, lesbian and bisexual personnel serving in the military, and in 2010 the Defence Instruction regarding the employment of transgender personnel in the ADF was cancelled. Prior to these changes to Defence policy many members suspected of being an LGBTI person were subject to adverse treatment including administrative or medical discharge and various forms of harassment.

Elements of inherited institutionalised culture still linger within Defence and can cause LGBTI personnel to feel excluded or unwelcome in the workplace. However, Defence maintains its commitment to valuing and supporting the inclusion of LGBTI persons. Defence demonstrated this in 2013 by authorising volunteers to march in uniform in the Sydney Gay and Lesbian Mardi Gras for the first time.

Additionally in 2013, Federal protections for LGBTI persons were introduced in the Sex Discrimination Act 1984 to provide protection from discrimination on the basis of attributes of sexual orientation, intersex status and gender identity. The Australian Government Guidelines on the Recognition of Sex and Gender were also published, aiming to bring a consistent approach to recording individuals’ sex and/or gender in Government departments and agencies.

Defence seeks to create an inclusive workplace by driving long term sustainable LGBTI awareness and support structures, and continues to support the employment and inclusion of this diversity group through the following specific actions.

Themes

Attract / Recruit

• Increase visibility of LGBTI persons in Defence through active involvement in international days that celebrate LGBTI inclusion and safe environments.
• Increase visibility of LGBTI inclusion in Defence to the LGBTI community through participation in community events that celebrate LGBTI inclusion and safe environments.
• Build, utilise and maintain relationships with external LGBTI networks, communities and service providers.
• Promote Defence as an employer of choice with active initiatives to foster an inclusive work environment for all diverse groups including specific strategic communications and marketing that target lesbian, gay, bisexual, transgender and intersex persons entering the workforce.
• Encourage Defence personnel to participate in activities to positively reinforce and continue the welcoming culture of Defence through an ADF/APS career.

Develop

• Develop sexual orientation, intersex and gender identity awareness and education training for provision at initial and leadership training.
• Promote an organisational culture that fosters development and progression regardless of sexual orientation, gender or gender identity.
• Employ and promote Defence policies and practices that are inclusive.
• Encourage talented LGBTI personnel to seek professional mentors and encourage senior LGBTI personnel to become professional mentors.
• Provide a forum for communication of best practice LGBTI workplace inclusion within Defence.
• Attend professional and academic diversity conferences to mutually exchange better practice workplace inclusion strategies between Defence, industry, government agencies and military allies.

Retain

• Ensure programs and strategies to balance work and personal responsibilities and/or family commitments are inclusive of all family structures.
• Create an environment of trust, respect and inclusion.
• Develop and maintain an employee network capable of providing education, promoting workplace inclusion and supporting LGBTI people through sexuality and/or gender discovery.
• Create a workplace environment where LGBTI personnel feel safe to present as their preferred gender and include their families in Defence family events.
• Regularly measure and report on the effectiveness of workplace inclusion initiatives for LGBTI people to ensure progress towards an inclusive culture.
• Foster cooperation with military allies to support LGBTI personnel and their families during operations and postings.
• Ensure LGBTI outreach programs extend to Defence training establishments.

Transition

• Ensure any discrimination concerns identified by exiting personnel are addressed.
• Employ policies and processes to enable personnel previously employed by Defence to return to the organisation.
• Encourage talented LGBTI personnel exiting Defence to continue being professional mentors.
• Encourage exiting personnel to continue to participate in employee network events.

Mature Age and Intergenerational Workforce

Key Objective: Establish Defence as an employer of choice for all age groups and an organisation supportive of mature age employment.

Background

Research indicates that the workforce in Australia is ageing, and that employers are facing skills shortages as experienced personnel choose to leave the labour force. As such, employers must look at ways to support mature age workers in order to utilise and retain their skills and knowledge.

Defence recognises the contribution that the mature age workforce gives to the organisation. Defence also wishes to retain the corporate knowledge of our long term personnel. As such, Defence must look at ways to recruit mature age personnel as a source of new skills and manage existing personnel to ensure that their skills and knowledge are retained.

The definition of a ‘mature age’ worker differs depending on context; however in terms of applying strategies to address issues relating to mature age employment, these are inclined to commence to apply to people aged 45 years and over.

At 31 December 2012, people aged 45 years and over represented 13.12% of the permanent ADF workforce ¹, 31.35% of the Active Reserve workforce, and 51.82% of the Defence APS workforce². These figures highlight the differing challenges in the workforces with regards to the mature age employment and management of an intergenerational workforce. 

For the first time in history, the Australian workforce comprises of five different generations who hold vastly different values, beliefs and motivators. This intergenerational workforce raises new challenges for employers to effectively manage their workforce.

Defence acknowledges the intergenerational diversity of their workforce and must consider the ways in which the generations relate to each other in the working environment and are managed.

The following specific actions aim to implement approaches for managing a mature age and intergenerational workforce through all stages of employment.

Themes

Attract

• Profile Defence as having an age inclusive culture and as an employer of choice for people of all ages.
• Examine and identify employment opportunities for mature age personnel.

Recruit

• Promote employment opportunities for mature age personnel.
• Ensure that recruitment practices are free from age bias and discrimination.

Develop

• Facilitate the professional development of all personnel regardless of age.
• Develop and apply cross-generational age management approaches.
• Facilitate and encourage information sharing through mentoring and coaching programs to preserve corporate knowledge and foster cross-generational knowledge transfer.
• Encourage all personnel to seek training and development opportunities to stay competitive.
• Explore ways to prevent career stagnation for long-tenured employees.

Retain

• Educate on the prevention of age bias and discrimination.
• Promote an organisational culture that supports flexible work arrangements cognisant of age.
• Recognise and support personal commitments and responsibilities.
• Ensure personnel are aware of flexible work options to help them balance work and personal responsibilities.
• Enable flexible and supportive approaches to workforce conditions to assist in managing health related absences.
• Identify means to support and employ an ageing military workforce, with specific reference to physical health and fitness.
• Improve organisational performance by having age diversity on decision making boards and bodies.

Transition

• Implement retirement transition options (such as phased retirement) enabling Defence to capitalise on the skills and corporate knowledge of experienced personnel.
• Facilitate options to utilise transitioned mature age personnel in various capacities to draw on corporate knowledge – such as casual, contract or informal work opportunities.
• Maintain connections with personnel upon retirement/leaving Defence and embrace them as part of the Defence community.

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1. Comprised of ADF Permanent, CFTS and Gap year members.
2. Including ongoing and non-ongoing employees

Youth

Key Objective: Defence is regarded as an employer of choice amongst young Australians and an organisation that is supportive of youth development and engagement.

Background

Defence recognises that youth are the next generation into the labour force and need to engage and develop this workforce to enable them to contribute to Defence capability now and in the future.

Defence is committed to providing a range of safe, challenging, high quality and contemporary youth engagement and development activities. Defence has a number of programs aimed at enabling the employment of young Australians.

In general, youth refers to people aged between 12 and 24 years of age. At 31 December 2012, people aged 24 years and under represented 26.87% of the permanent ADF workforce ¹, 15.38% of the Active Reserve workforce, and 2.76% of the Defence APS workforce².

The employment of young Australians adds to the diversity of our workforce and the way we operate. Defence is committed to an inclusive work environment which encourages the participation of our youth and contributes to the development of productive and confident young Australians.

To facilitate the contribution of the younger workforce, it is essential that we capture, leverage and contribute to the skills that youth can bring to the organisation. We must consider the ways we manage the employment of youth and build relationships in an intergenerational work environment. The following specific actions endeavour to support the engagement, development, and employment of youth to foster their contribution in achieving Defence’s capability.

Themes

Attract

• Profile Defence as an employer of choice for people of all ages.
• Promote diversity of the Defence workforce and Defence career opportunities to young Australians.
• Support the Australian Defence Force Cadets community based youth development organisation.

Recruit

• Implement programs to provide accessible pathways into employment and in support of the recruitment of youth.
• Implement strategies to support youth in their transition to increased independence and responsibility that is involved within the recruitment processes.

Develop

• Promote training and professional development support to all personnel.
• Apply policies for the management of young personnel.
• Facilitate and encourage information sharing to preserve corporate knowledge and build on the organisational knowledge and education of youth.
• Develop and apply cross-generational age management approaches.
• Provide appropriate and supportive coaching, mentoring and network frameworks.
• Provide challenging work and incentives for performance to all personnel.
• Provide career pathways and opportunities to progress.

Retain

• Implement generational and cultural training to promote understanding of youth and the prevention of age bias and discrimination.
• Apply means to protect young people on Defence establishments.
• Ensure that Defence provides a flexible and supportive approach to workforce conditions, career management and career pathways.
• Promote an organisational culture that supports flexible work arrangements cognisant of age.
• Recognise and support personal commitments and responsibilities.
• Ensure personnel are aware of options to help them balance work and personal commitments and responsibilities.
• Ensure LGBTI outreach programs extend to ADF Cadets.

Transition

• Maintain connections with personnel taking a career break, study leave break or any other type of extended leave.
• Actively promote and facilitate discharging ADF members transferring into the Active Reserve workforce to maintain connection and strengthen the retention of talented/trained personnel.
  

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1. Comprised of ADF Permanent, CFTS and Gap year members.
2. Including ongoing and non-ongoing employees