Actions to move MBIE forward

Maintaining and building upon strong foundations

Data integrity

Improve capture, transparency, reporting and accessibility of data relating to gender, Māori, Pacific, Asian, MELAA, and other ethnicities to drive decision making

Short term:

• Employee campaign to update ethnicity and iwi in HRIS to enable more specific reporting and measuring ethnic pay gap on an ongoing basis.
• Use group level data and insights to identify actions to further address pay gaps and workforce representation.
• Determine how to improve recording of disability data to enable reporting. This will lead to better analysis and insights to support delivery of outcomes.

Longer term:

• Engage Workforce Planning to consider the diversity of our future workforce.

Remuneration and benefits outcomes

Keep gaps closed for same or similar roles

Short term:

• Conduct a review of remuneration for employees in pay bands 20 and above.
• Launch revised remuneration comparator tool to assist Talent Acquisition/People and Culture Business Partners and MBIE People Leaders to understand the impact of proposed salaries (during appointments and promotions) on gender and ethnic pay gaps.

Longer term:

• Monitor impact and evaluate policy and practices.

Supporting diversity and removing bias from the employee experience

Recruitment

Attracting and recruiting diverse talent to MBIE

Short term:

• Implementation of interview processes changes and interview questions regarding Te Tiriti o Waitangi.
• Release recruitment survey to gain ongoing feedback on the recruitment experience.
• Review assessment tools and processes to ensure they are appropriate for the role and inclusive of gender, ethnicity and other communities.

Build new pipelines for diverse talent

Short term:

• Develop process for management and identification of talent throughout MBIE for appointment, secondments, deployment.

Longer term:

• Develop candidate outreach options to build a diverse pipeline, including establishing meaningful relationships with iwi/mana whenua/Māori organisations who could partner in providing a pipeline for talent and recruitment outcomes.

Career progression

Provide equitable career progression and promotion opportunities

Short term:

• Integrate career progression with MBIE’s performance and development approach.
• Development of dashboard to show movements of employees.

Longer term:

• Develop a plan to address barriers to promotion and career movement when considering our diverse and under-represented communities.

Development and career progression

Short term:

• Continued focus to proactively increase the number of employees with active development plans.
• Continued focus of leaders’ support and guidance on performance, development, and career progression to support diverse talent and pipeline.
• Review leadership and learning strategy and offerings as a part operating model change.

Longer term:

• Clarify capability requirements to support development and career progression and promotion.
• Develop career pathways which are visible, achievable, and desirable for diverse groups.

Talent management

Strengthen talent management practices

Short term:

• Review the Talent strategy to understand where to invest time and align efforts throughout MBIE.
• Create talent pools that support opportunity for targeted capability building, mentoring, coaching and/or support, with a focus on supporting a diverse pipeline of talent.
• Establish post-programme support and opportunities for wāhine Māori after undertaking Mana Whakatōpū leadership programmes, and Pacific employees who have attended Tū Mau Mana Moana.

Longer term:

• Monitor and evaluate outcomes of talent practices and the investment in critical talent management areas: Leadership, Learning, and embedding Inclusion and Belonging.

Leadership and organisational culture as enablers of long-term change

Understanding our peoples’ experiences

Short term:

• Continue to engage with our communities through networks and consultation on projects.
• Continue to undertake regular employee surveys to understand our people's perception of working at MBIE and using the survey feedback to support and strengthen strategic initiatives and activities.

Create a culture of inclusion where our people feel valued, can thrive, and feel they can belong

Short term:

• Deliver on People Experience action plans for Tangata Whenua, Pacific, Asian, Rainbow to address feedback received through people experience sprints.
• Develop People Experience action plan from Enabling MBIE.
• Determine strategy for allyship – allies who will actively advocate and support inclusion of all people.

Long term:

• Refresh of strategy for Inclusion and Belonging.

Strengthening leadership capability

Short term:

• Further define the expectations of leaders to lead their people to both deliver and develop in a people centred way.
• As per Papa Pounamu - continue to encourage people leaders’ intercultural capability journey, their understanding of racial equity and how to strengthen inclusion and reduce bias.
• Develop approach for building capability of hiring managers and mitigation of unconscious bias through the recruitment process.

Wellbeing, health and safety

Short term:

• Engage on Wellbeing, Health and Safety strategy for outcomes that support diverse internal communities.

< MBIE’s pay gap reduction journey | MBIE’s workforce and leadership representation targets: continued focus >