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HARLEQUIN BUSINESS AND TRAINING CONSULTANTS - CORPORATE SUPREMACY - INCLUSIVE WORLD

Lighthouse Project – Local employment of people with disability

Shire of Goomalling

Stage 2 Status Report

Prepared By David Ashton, Julie Richardson and Zel Iscel

2 February 2017

This is a Status Report (Stage 2) to the Project Sponsor for the Shire of Goomalling outlining our re-design of existing Human resource policies and procedures.

Inclusive World

Lighthouse Project – Stage 2 Status Report – Prepared by Corporate Supremacy February 2017 1

Table of Contents

1. Introduction............................................................................................................................... 2 1.1 Background .............................................................................................................................. 2

1.2 Purpose of Report ................................................................................................................... 2

2. Overview of Progress to Date ................................................................................................. 2 2.1 Stage 1 Status Report ............................................................................................................ 2

2.2 Review of Job Advertisements .............................................................................................. 3

3. Re-Design of HR Policies and Procedures ........................................................................... 3 4. General Comments about Disability Employment ............................................................... 9 5. Conclusion and Next Steps .................................................................................................... 9 Appendix 1 – Re-designed Policies and Procedures ................................................................ 11


1. Introduction

1.1 Background Corporate Supremacy (David Ashton) in partnership with Harlequin Business and Training Consultants (Julie Richardson) and Inclusive World (Zel Iscel) (“the consultants’) was awarded a contract by the Shire of Goomalling (“the Shire”) to:

Update Council Policies: review from an external consultant of Council’s policies including the development of an Equal Employment Opportunity Policy and Reasonable Adjustment Policy in consultation with Essential Personnel in Northam (DES).

Undertake staff training: conduct a training program and resources based on redesigned HR policies and procedures and addressing needs of staff pertaining to the recruitment, selection, induction and retention of people with disability. Training will be targeted at human resources, recruitment and management and supervisory staff to ensure they are aware of the benefit of a diverse workplace and creating an accessible work environment.

The aim of this project is to develop a more inclusive workplace for prospective and current employees and promote the Shire as a “disability confident” organisation.

1.2 Purpose of Report This is a Status Report (Stage 2) to the Project Sponsor for the Shire outlining our re-design of existing HR policies and procedures and presentation of new policies as required. We have also provided some comments and suggestions on a possible way forward for the Shire in relation to the recruitment, selection, induction and ongoing management of employees with a disability. This report completes Stage 2 of the Lighthouse project.

2. Overview of Progress to Date

2.1 Stage 1 Status Report To fulfil the requirements of Stage 1 of the project we:

Met with the Project Sponsor and other Shire personnel on Tuesday 16 January 2016;

Met with Essential Personnel also on Tuesday 16 January 2016;

Undertook a review of HR policies and provided our comments in the Stage 1 Status report.


The Stage 1 Status report was presented to the Project Sponsor/Manager on 16 January 2017 consistent with the agreed timeframe. A copy of the report was also sent to

Essential Personnel for their comment.

This report outlined our initial findings with regard to barriers or issues identified in the review of HR policy, procedure and practices which assisted in undertaking the work required in Stage 2 and preparation of the training program to be conducted later in February 2017. Feedback was subsequently received from the Shire and Essential Personnel.

2.2 Review of Job Advertisements We undertook a review of the two advertisements and made a number of comments in our Stage 1 report. We reiterate that in any advertising for a position, the Shire should:

Consider expanding the advertising channels to encourage disadvantaged groups to apply;

Automatically provide information in an accessible format so applicants don’t have to request it;

Broaden the recruitment advertising base to include all types of employment agencies and formats;

Remove value judgements from who can and cannot do a job; and

Recognise particular skills where necessary. The aim is to ensure a wider advertising net is cast and barriers are removed from preventing, potentially the best person for the job applying or being interviewed or obtaining the job.

3. Re-Design of HR Policies and Procedures

We have undertaken a redesign of the Human resource management policies relating to the recruitment, selection, induction and retention of people with disability including those who may acquire a disability or injury whist employed. We have also written a new EEO policy and Reasonable Adjustments Policy as required. In addition, changes to the existing policy structure and provided a new policy covering standard disciplinary procedures for all employees which the Shire may wish to consider adopting. In re-designing these policies we have sought to remove barriers to employment for people with disability giving due consideration to the age and cultural background aligned to the Shire’s Community Profile. The amended policies refer to additional needs in reference to equipment or modifications made to the workplace that may be required by, but not limited, to employees with disability. Reference to additional supports means human involvement such as a disability employment service provider or family member.


The re-design of the policies has been based on:

Professional (and personal) knowledge, experience and qualifications of the consultants;

Literature review and research into practices of other organisations and industry, plus relevant legislative requirements;

Feedback from the Shire and Essential Personnel and follow up discussion; and

Understanding of industry and legislative requirements and standards as they apply to disability.

The policies and procedures have been drafted to ensure they:

Are flexible enough to deal with individual needs;

Have in-built inclusivity;

Are suitable for all employees regardless of whether or not they have a disability;

Nurture an inclusive and fair workplace culture;

Support attraction and retention practices;

Support skills acquisition and career development;

Promote accessibility;

Clearly define the roles and responsibilities of employees;

Provide for a process of continuous review and improvement;

Have been broadened to incorporate all types of disability and also temporary or acquired disability; and

Have consistency of language and terminology. By adopting and implementing these revised policies and procedures, together with the forthcoming (and we would recommend ongoing) training we believe that barriers to the recruitment, selection, induction and retention of people with a disability will be removed. This will ensure that the Shire is able to:

Increase career opportunities for people with a disability plus career support that is individualised, tailored and integrated with other supports to meet the changing needs of a person with disability (and the requirements of the workforce);

Create a workforce that better reflects the diversity of the community, identify roles that match the skills and experience of people with disability and accommodate the range of abilities that exist in the community;

Raise the awareness of the value that people with a disability may bring to the workplace and benefit by the proven long term work commitment statistically demonstrated by many people with a disability;

Be confident that the best person for a job has been employed;

Utilise equal employment opportunity policies, which may include a statement of diversity and inclusion in the role description of all advertised positions and therefore encourage people with disability to apply for positions;

Encourage senior management to champion diversity in the workplace;

Normalise the employment of people with disability by not employing out of exception or special treatment; and

Ensure strategies and programs aimed at increasing the employment of people with disability within the Shire are accompanied by mechanisms to evaluate their


success. Monitoring and evaluation is needed to determine whether or not initiatives are meeting their desired objective of increasing employment of people with disability.

The policies and procedures are attached in Appendix 1 and our comments in relation to them are outlined below. 1.12 Staff Selection - Senior Employees We have separated this into policy and procedure and made reference to the recruitment being fair and removing discriminatory barriers. We have also referenced assurances that the CEO will have the necessary support and information to make informed decision. 1.13 CEO Performance and Salary Review We have incorporated into the policy a requirement for any information that is provided to the CEO to be in an accessible format. 1.14 Conferences - CEO & Finance Manager We have incorporated references to the CEO and Finance Manager having the ability to access additional supports to avoid discrimination by providing extra services if requested. 2.11 Complaints Handling As indicated in our Stage 1 report we have combined policies 1.17 Habitual or Vexatious Complaints Policy and 2.11 Complaints Handling We have removed duplication by doing so and have clarified the policy/objectives and procedural aspects of the policy for all management and employees to follow. We have also provided further definition of “independent Party” to include relevant sources of information and advocacy for those with a disability. 3.3 Performance Management We have renamed policy 3.3 Performance Appraisal as 3.3 Performance Management and incorporated policy 4.28 Staff Performance and Salary Reviews. A greater emphasis on flexibility in the performance of tasks and how and when they are undertaken has been incorporated into the policy and procedure. 3.4 Recruitment and Selection We have renamed policy 3.4 Position Description and Job Analysis to 3.4 Recruitment and Selection.


There is a greater emphasis on additional needs and supports a person may require in the selection and interview processes. This involves non-discriminatory and inclusive recruitment practices, including multiple and accessible recruitment tools and technologies in an accessible form. It is considered that communications technologies (ICT) can be a major form of employment discrimination. Computer systems, telephone systems, photocopiers and printers which are inaccessible to people with disability are a major impediment to workforce participation. Managers/Supervisors and relevant employees should also undergo training which would include:

The benefits of employing people with disability and a diverse workforce;

Debunking common myths (for example, health and safety risks, costs, absenteeism);

The nature of disability discrimination in employment;

Availability of support and resources, e.g. for workplace adjustments;

How and where to obtain information and advice about a range of disabilities; and

How to have conversations with all staff about what they might need to do their job.

Training may be particularly important for a person who is employed in a managerial or supervisory position and who will be required to oversee and already employed person who has a disability. It may be that the manager/supervisor does not have any previous experience in managing people with a disability and therefore they would need to be provided with support and training early in their employ. We would also recommend the Shire review any employment related forms to ensure their accessibility. 4.2 Employee Induction We have renamed the procedure 4.2 Induction Procedure to 4.2 Employee Induction.

We have ensured that there is a greater emphasis on external supports a person may require during the induction process and have included this in the policy and procedure. The initial employee induction process should contain training on maintaining and further developing an inclusive workplace. We would also recommend the Shire review any Induction related forms to ensure their accessibility. 4.10 Staff Housing & Housing Subsidy We have included references to accessible housing and making available such housing if the council doesn’t currently have it.


4.11 Employee Training and Development As indicated in our Stage 1 report we have combined policies 4.11 Employee Training and Development and 4.29 Employee Study Leave and 4.30 Conferences – Staff into a revised 4.11 Employee Training and Development. We have removed information relating to the induction process and established a new policy for this. The Employee Training and Development policy includes the provision of resources / assistance for those with a disability attending conferences. 4.35 Risk Management This policy has been reviewed in the context of disability to ensure that the Shire does not automatically deem disability to present a risk issue, but where it is found to be, it be properly investigated and reasonable adjustments be made. In the event of an identified risk, reasonable adjustments should be considered and if required on going management should be applied. 7.14 Workplace Behaviour Policy This also includes policy 2.1 OHS Bullying in the Workplace and 8.2.1 Employee Assistance Procedure. There is a greater emphasis on external supports a person may require and this has been incorporated into the policy and procedure. Ongoing training should be focussed on the avoidance of any bullying and harassment towards a person with a disability or injury leading to an organisation that should be fully disability confident and possess the knowledge, understanding, empathy and capability to work together with people with disability. Breach of this policy may lead to commencement of disciplinary procedures. We have assumed the Shire has developed an OSH management plan which goes into more detail (as per AS4801). We would recommend this be reviewed in light of the revised policy and procedure. Appropriate training in the usage and maintaining of specially adjusted equipment is essential to maintain optimal safety and health in the workplace for all employees. Successful “good practice” in other organisations has included the engagement of a specialist provider who is skilled in designing offices to meet the various needs of people. There is also a greater emphasis on external supports, such as an advocate, a person may require to assist them during the grievance handling process, plus an improved definition of a “grievance” and the requirement for sensitivity in dealing with an employee.


It is important to be clear as to extra resources a new employee with a disability may require as soon as an offer of employment has been made, so they don’t arrive on their first day at work and equipment etc. is not available. 8.21 Equal Employment Opportunity Policy We have written a new EEO policy as per the project scope of works. It incorporates some of the existing policy but has been broadened to include disability and other markers of disadvantage. It also defines the responsibilities of management, employers and employees. Further it lists the process for lodging complaints and handling breaches. In giving effect to this policy we would recommend that the Shire consider assigning an employee as an Equal Opportunities Officer to:

Provide a neutral contact point for people with concerns in relation to discrimination, harassment or general EEO issues in the workplace;

Inform the Managers/Supervisors of all EEO complaints, issues and potential issues in the workplace; and

Provide support and information to the complainant on the procedural options available to resolve the complaint.

This role would have oversight of the implementation of this policy. Alcohol and Other Drugs Policy We have included a section on medical examinations, suggesting job roles where this procedure may be necessary. We have also attempted to identify instances where it may and may not be acceptable for people with disability to undertake medical examinations. We recommend the Shire review any forms associated with this policy to ensure their accessibility. Formal Discipline and Dismissal We have included in the policy and procedure a requirement to ensure that where an employee in question has a disability or other additional needs their needs and supports must be taken into consideration in all stages of the disciplinary process. Reasonable Adjustments for People with Disability We have written a new policy as per the project scope of works, which is largely based on the Department of Social Services (DSS) Reasonable Adjustment Policy. This policy is aimed to promote the rights and participation of people with disability working at the Shire. It outlines the procedures for identifying and making decisions to implement a reasonable adjustment in the workplace.


4. General Comments about Disability Employment Commitment to disability employment needs to be driven from the top. This is one of the key messages received from individuals and organisations when asked about what workplaces could do to improve employment opportunities for Australians with disability. Leadership at senior levels is critical for setting objectives, increasing awareness and motivating organisations. Importantly, leading by example challenges negative assumptions about people with disability and is a big step towards changing workplace cultures to be more inclusive and diverse. Leadership commitment can be demonstrated by establishing disability champions, developing and implementing diversity and inclusion plans and building a conducive workplace culture.

5. Conclusion and Next Steps This completes Stage 2 of the Lighthouse project. We request feedback from the Shire on the contents of this report so we can progress to Stage 3, being the provision of training session(s) for Managers/Supervisors and employees involved in the recruitment, selection, induction and retention of people with disability. The training will focus primarily on enhancing the capacity of the Shire to ensure that mainstream policies, procedures and practices are inclusive to the needs of people with disability. It will also encourage participants to look at internal processes within their respective work areas, providing them with awareness training that would enable them to see people with disability as competent, capable, contributing members of the workforce and to cater for any additional needs or supports they may have and not be afraid to draw these to the attention of their manager/supervisor. We have commenced preparation of the training program including surveying staff about their understanding of disability and will continue to liaise with internal and external stakeholders to assist in this process leading up to the training towards the end of February 2017. The surveys will be conducted in two parts – a pre training survey to ascertain attitudes and behaviours and general understanding that staff may or may not have about disability. Following the training, participants will be asked to complete a feedback form which will also include feedback mechanisms to assist in determining whether the training has altered attitudes or helped with further education and knowledge. This information will be collated and presented to the Shire after the training in a report. We would also suggest the Shire undertake a review of all its documentation, policies and procedures to determine its accessibility, readability and the manner in which it is disseminated.


Furthermore in relation to any document that requires a signature the Shire may wish to consider alternatives methods of signing, such as electronic signatures, where a hand written signature or approval may be difficult.

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Appendix 1 – Re-designed Policies and Procedures The following policies and procedures are attached for consideration:

1.12 Staff Selection - Senior Employees

1.13 CEO Performance and Salary Review

1.14 Conferences - CEO and Finance Manager

2.11 Complaints Handling

3.3 Performance Management

3.4 Recruitment and Selection Policy

4.2 Employee Induction

4.10 Staff Housing and Housing Subsidy

4.11 Employee Training and Development

4.35 Risk Management

7.14 Workplace Behaviour

8.21 Employee Equal Opportunity Policy

Alcohol and Other Drugs

Formal Discipline and Dismissal

Reasonable Adjustment Policy for People With Disability

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