Understanding and Using Workforce Diversity Information

The Public Sector Commission collects, uses and shares information about workforce diversity and inclusion with public authorities on a regular basis. This includes:

• collecting information about staff who share that they identify as belonging to diverse groups through quarterly workforce data collection (Human Resources Minimum Obligatory Information Requirements - HR MOIR) and the equal employment opportunity annual collection
• using this information to calculate workforce diversity and inclusion indicators such as employment representation, equity index and response rates at both authority and sector levels
• sharing information about workforce diversity and inclusion to understand trends, support comparison and transparency, and identify opportunities to collaborate and learn.

Workforce diversity and inclusion information is provided to public sector agencies via a diversity dashboard. The dashboard shows gaps between current employment levels and what is needed to achieve the aspirational targets in the Workforce Diversification and Inclusion Strategy for WA Public Sector Employment 2020-2025.

For local governments, public universities, government trading enterprises and other authorities, workforce diversity and inclusion information is provided annually in the Workforce Data Spreadsheet through the equal employment opportunity annual collection.

Meaningful workforce information needs to be underpinned by high quality data which, in the case of diversity data, are response rates.

Response rates are the proportion of staff who have responded to questions about whether they identify as belonging to diverse groups.

Rates are calculated for Aboriginal and Torres Strait Islander staff, culturally and linguistically diverse staff, and staff with disability.

Importance of response rates

For workforce information about diversity and inclusion to be complete, accurate and reliable, staff need to feel comfortable and motivated to share their diverse information, thereby improving response rates.

Response rates underpin the Commission’s calculations for providing authorities with clear and accurate information about:

• estimates of employment representation
• progress against aspirational targets for public sector agencies
• equity index.

All authorities should aim for 100% response rates.

How to improve response rates

• Provide staff with regular opportunities to share or update their diverse information in payroll and human resources information systems.
• Increase understanding behind low response rates by gathering information and consulting staff as appropriate to identify trends or cohorts of staff who may be reluctant to share their information. Use this information to develop ways to increase response rates. For example, public sector agencies can review reason codes in HR MOIR to identify if there is a data collection issue to be addressed.
• Regularly review the methods for collecting diverse information (such as forms, surveys, recruitment processes and exit interviews) and the content or questions used in these methods to ensure they are contemporary, accessible, secure, ethical and culturally appropriate

Employment representation is an estimate of the proportion of staff of diverse groups in the workforce.

It is calculated by taking the number of staff who have shared that they identify as part of a diverse group, divided by the total number of staff who responded to the question about that diverse group, and reflecting this as a percentage.

Employment representation is calculated for:

• women
• women in the Senior Executive Service (for public sector agencies) and women in leadership (for other authorities)
• youth (staff aged 24 years and younger)
• Aboriginal and Torres Strait Islander staff
• culturally and linguistically diverse staff
• staff with disability
• staff aged 45 years and older.

How to increase representation of people from diverse groups

• Set and work towards strong, aspirational targets for increasing the employment and career progression of people from diverse groups.
• Gather information (such as job applicant data, mobility data and training participation) to identify barriers to recruitment, development and career progression. Use this information in workforce and diversity planning.
• Use Commissioner’s Instruction 39 and the exceptions in the Equal Opportunity Act 1984 to more effectively recruit people from diverse groups.
• Partner with specialist employment service providers and networks to attract diverse job seekers.
• Explore different pathways to employment such as graduate, cadetship and traineeship programs.

The equity index gives an indication of where staff from diverse groups exist throughout an authority’s hierarchy.

It helps authorities understand their workforce diversity profiles, for example whether staff from diverse groups are employed in senior positions and if the authority has a pipeline of diverse talent.

Having staff from diverse groups represented at more senior levels helps authorities to harness the diversity of thought and life experiences of their staff to better inform policy development, service design and delivery as well as workforce management and workplace inclusion initiatives.

How to interpret the equity index

An equity index of 100 is considered optimal and indicates the distribution of staff from diverse groups is equitably spread across all salary levels compared with all staff.

An index less than 100 indicates a concentration of staff from diverse groups at lower salary ranges. Conversely, an index of greater than 100 indicates a concentration of staff from diverse groups at higher salary ranges.

Equity index information is calculated for:

• women
• Aboriginal and Torres Strait Islander staff
• culturally and linguistically diverse staff
• staff with disability.

How to address an imbalanced equity index

For an equity index of less than 100:

• set targets to improve the index
• use workforce data to visually demonstrate (such as charts and graphs) the spread of staff from diverse groups compared with all staff, and to identify gaps and pipelines for improving representation at senior levels
• prioritise secondment and other development opportunities for staff from diverse groups to enable career progression
• strengthen mentoring support for staff from diverse groups.
• undertake workforce and succession planning to provide opportunities for staff to progress to senior leadership positions
• increase the representation of staff from diverse groups on decision making forums.

For an equity index greater than 100:

• use workforce data to visually demonstrate (such as charts and graphs) the spread of staff from diverse groups compared with all staff, and to identify opportunities to address salary levels with low representation
• provide entry level opportunities to support candidates and staff from diverse groups into jobs through work experience, traineeships and internships.

• The Workforce Diversification and Inclusion Strategy for WA Public Sector Employment 2020-2025 and related action plans provide guidance on activities to support better workforce diversity and inclusion outcomes in public sector employment.
• Commissioner’s Instruction 39: Interim Arrangements to Fill Public Sector Vacancies introduces provisions for the appointment of people from diverse groups to meet the aspirational targets in the Workforce Diversification and Inclusion Strategy.
• Guidance about recruiting and developing diverse talent helps authorities to use the provisions of the Equal Opportunity Act 1984 to make recruitment and development decisions in favour of people from diverse groups.
• The Hiring Managers’ Toolkit helps authorities apply best practice in recruitment. It includes guidance, tools and templates to support inclusive recruitment and selection processes for better outcomes in workforce diversity.
• Guidance about psychologically safe and inclusive workplaces supports authorities to build inclusive working environments where staff can speak up and share ideas, and feel valued and respected.
• Cultural Considerations in the Workplace guidance helps create an inclusive work environment for Aboriginal and Torres Strait Islander employees in the public sector.
• Aboriginal and Torres Strait Islander cultural awareness training supports all staff to work in a culturally informed and respectful way.
• Workplace adjustments for people with disability supports employers to implement workplace adjustments, connect with employment services and understand legal responsibilities.
• Guidance about diverse sexualities and genders helps understanding and supports building inclusive and respectful workplaces.
• The diversity and inclusion calendar has information about days of recognition, commemoration and celebration. Acknowledging days of importance helps increase visibility of diversity and foster inclusive workplace cultures.
• Public Sector Commission provides entry level pathways and services, such as the Solid Futures Aboriginal Traineeship Program and School Based Traineeship Program.
• Public Sector Commission’s leadership programs support development opportunities and career progression.
• About our workforce data has key data definitions and calculations.