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Presentation of Workplace Diversity Awards 1999
The Hon. Dr David Kemp MP
Minister Assisting the Prime Minister for the Public Service
Canberra, 23 March 2000
Public Service Commissioner, Helen Williams, Agency Heads, distinguished guests, ladies and gentleman.
May I particularly acknowledge and welcome our honoured and distinguished guests from the People's Republic of China - His Excellency Mr Zeng Qinghong, Director of the Organisation Department of the Chinese Communist Party, Mr Zhang Bailin, Vice Minister of the Organisation Department, Mr Li Chengren, Vice Minister of the International Department, and members of their delegation. May I also welcome His Excellency, Mr Zhou Wenzhong, Ambassador for the People'ss Republic of China.
It is a great pleasure to be here today to present the Workplace Diversity Awards for 1999. We are here today to recognise and reward the high quality and innovative approaches that have been taken by agencies in implementing workplace diversity over the last year - approaches that have been not only supported by, but often driven by, the commitment and dedication of the staff of those agencies.
It is almost exactly two years since the Government introduced the workplace diversity model to the APS, and it is worth reflecting for a moment on the philosophy behind this reform. The Government is convinced that the workplace diversity model is not only essential to maintaining a fair and cohesive society but makes sound business sense.
The diversity of Australia and of the Australian Public Service is a source of significant strength. Providing an inclusive environment that recognises and utilises the positive value that a diversity of perspectives, whether of background, culture, outlook or experience, can bring to an organisation allows agencies to capitalise upon the full potential of all of their staff. It is therefore a driving force for excellence and for the competitiveness of the Service overall.
In many ways, workplace diversity is a microcosm of the Government's approach to the whole area of public sector reform. By contrast to the former more limited focus on Equal Employment Opportunity that tended to be backed by centralised prescription and process, the Workplace Diversity model is about Values and about the flexibility to be creative and innovative in implementation in ways that are best suited to the culture and business plans of individual agencies. Workplace diversity recognises that the values of equity, fairness, efficiency and client service are complementary and reinforcing, forming an integrated whole.
And like the public sector reforms overall, the people that make up the public service are central to its implementation. Leaders who understand, and are committed to, workplace diversity can convey this vision to their agencies and can lead by example. Individuals and teams who understand that their own particular strengths and experiences are valued by an organisation, and that their needs are understood and supported, have the security and confidence to use their diverse talents to add real value to the organisation1s thinking and processes.
Diversity is specifically recognised and promoted by some of the APS Values that are set out in the new Public Service Act 1999. In fact, three of the values refer to it directly. The APS must provide a workplace that is free from discrimination and recognises and utilises the diversity of the Australian community it serves. The APS must be sensitive to the diversity of the Australian public in delivering services. And the APS must promote equity in employment.
But beyond these specific requirements, it is also important to remember that the effective recognition and utilisation of diversity underlies many of the other APS Values in one way or another. Merit, for example, relies on the elimination of discrimination and disadvantage. Leaders will only be effective if they are sensitive to the diversity of the workplace. Frank, honest, comprehensive and accurate advice is less likely to be provided by an agency with a static culture, or by an agency which does not have an inclusive environment where employees feel valued and supported. And agencies that achieve results need creative, innovative advice that enables them to manage a dynamic political, social, economic and international environment.
So what progress have we made with workplace diversity over the last two years? If we take the entries for the 1999 Awards as examples, then I think we are doing very well indeed. As I indicated earlier, the workplace diversity model is all about the way in which we organise our work, the way in which we identify and nurture the skills we need, the way in which we treat our clients, and ultimately the way in which we use diversity to meet our organisational and business goals. The thing that struck me about the nominations for the 1999 Awards is how, in various ways, they demonstrate a growing understanding of all these different but interlinking facets of workplace diversity, and how they are using this understanding to practical effect.
Some nominating agencies have tackled the core issue of eliminating workplace disadvantage for a particular group of people. What interested me here was a focus on empowerment and an emphasis on interlocking the particular needs and interests and development requirements of individuals into the overall corporate interests of the agency, with mutual benefit. Other agencies have focused on the creative and innovative integration of workplace diversity into effective client service and access to information in a diverse community. I was also pleased to see a continuing emphasis on options for balancing work and caring and other personal commitments. Many of the ideas were obviously nurtured by an organisational culture that combined enlightened and intelligent leadership with staff who are fully committed to diversity and have the courage and the will to push new ideas to make it work.
What we are seeing today shows energy, enthusiasm and innovation and creative ideas, and I congratulate all those who are winning awards today. And I suspect that this may be only the tip of the iceberg. I am aware that there are many agencies that have in place excellent diversity initiatives that were not entered for the Awards. I am also aware that there are many workplace diversity coordinators and people from diverse backgrounds around the APS who work tirelessly to challenge and change their workplace cultures. Not all of them can be recognised today, but I would like to acknowledge and praise their efforts in this area.
Finally, of course, not all the entries for the 1999 Awards can receive an Award. But I strongly believe that all those involved in implementing this model will be winners as they reap the benefits of their Workplace Diversity Programs and initiatives in their agencies. I would like to thank you all, sincerely, for your work in this area.
