Diversity and inclusion
- 2017 Working for Queensland Employee Opinion Survey
- Values and Culture network
- Culture hot spots
- CUBIE Awards
- Inclusion and diversity in the workplace
- Women in Leadership
- Indigenous Employee Network
- TMR opening its arms to new Australians
2017 Working for Queensland Employee Opinion Survey
In early 2017, the Public Service Commission adjusted the scheduling of the Working for Queensland Employee Opinion Survey from April 2017 to August 2017. As a result of this change, the survey was not conducted during the reporting year for the whole of government. With this in mind, effort has been placed on progressing the focus areas from the 2016 survey.
Results from the 2016 Employee Opinion Survey (EOS) outlined three key employee engagement focus areas for TMR:
- manager capability
- organisational leadership
- organisational fairness.
TMR developed an EOS Action Plan 2016–17 to address key employee engagement focus areas. Actions include a departmental action and branch actions. The departmental action was to pilot the Passport to Leadership Program. This program was developed to address middle manager capability, with a focus on performance conversations, decision making and flexibility. The pilot for this program commenced in April 2017.
Branch level actions were developed to address branch specific challenges. Some examples of branch actions that have been implemented during 2016–17 are represented in the table below.
|Division||Branch||Action||EOS Key Focus Area||Status (actions underway or completed)|
|Policy, Planning and Investment||Transport Policy||Embedding and modelling flexible work arrangements||
||Implemented and arrangements ongoing|
|Transport Strategy and Planning||Implementation of a Job Shadow the Leaders program||
||Program implemented and at review stage|
|Portfolio Investment and Programming||Development and communication of a local level recruitment and selection protocol||
|TransLink||All branches||Implementation of capability planning for each branch||
|Customer Services, Safety and Regulation||Customer Services||Launch of a Values, Reward and Recognition program||
|Transport Regulation||Temporary and relieving monthly report made available to employees||
|Land Transport Safety||Development and delivery of a Difficult Conversations program||
|Maritime Safety Queensland||Transition Strategy Snapshots made available to employees||
|Infrastructure and Management Delivery||Program and Delivery Operations||Implementation of a recognition program||
|RoadTek||Delivery of a Performance Management Awareness Session across the state||
|Engineering and Technology||Update and implementation of a performance conversation template and factsheets||
|Corporate||Human Resources||Development and implementation of a branch purpose and great day at work principles||
|Finance and Procurement||Development and sharing of a Relief Register for roles less than eight weeks duration||
|Information Technology||Development and delivery of a one on one conversation tool||
|Governance||Delivery of team building workshops for the leadership team||
|Transport Network Security and Resilience (TNSR)||Conducted an audit of an implemented business governance tool around processes/communication for TNSR recruitment opportunities||
Values and Culture network
Our OneTMR Values and Culture Network continued to encourage and foster Queensland's public service values across the department.
During the year, the network focused on:
- being employer brand ambassadors for the department's Drive the Journey initiative
- championing our Customer First Program
- assisting in People 4 People week planning and promotion
- shortlisting winners of the department's annual values awards, the 2016 CUBIE Awards
- supporting the action planning in response to the department's Working for Queensland Employee Opinion Survey results to improve employee engagement
- driving culture in regional and remote areas through localised initiatives such as team health checks, wellbeing walks, charity fundraising and other culture based activities
- fostering networks across key stakeholder groups such as innovation, customer experience, employer branding, learning and development, inclusion and diversity, internal communications and health, safety and wellbeing.
Culture hot spots
Key feedback about workplace culture was collected in the 2016 EOS survey including:
- 76 per cent positive response regarding TMR's inclusive culture which supports diversity, up 3 per cent from 2015
- 62 per cent positive response regarding TMR's culture supporting work life balance, up 2 per cent from 2015
- 62 per cent satisfaction rate with TMR's actions in response to 2015 EOS feedback.
Despite these positive responses, areas for improvement or 'Culture Hot Spots' were still prevalent as workplace culture was cited as the second highest reason (behind other career opportunities) for people who intended to leave TMR in 2016. Culture Hot Spots (such as improvement to organisational leadership and organisational fairness) are being addressed through the TMR EOS Survey Action Plan which began its implementation in September 2016. It is expected as a result of these actions, 2017–18 results will show continued positive improvement in relation to Culture Hot Spots.
The annual TMR CUBIE Awards continues on for its fourth year. CUBIE awards are provided based on the QPS Values.
Candidates are nominated and/or rewarded based on their commitment to the values and are awarded for the following categories.
- Customers First
- Unleash Potential
- Be Courageous
- Ideas into Action
- Empower People
- OneTMR individual
- team and DG's All rounder
The following outlines winners and commendations for 2016:
Inclusion and diversity in the workplace
TMR is working towards being recognised as an inclusive organisation which embraces diversity of thought, culture, life experiences and people to ensure we reflect the communities we serve.
The focus areas for the duration of the current Inclusion and Diversity Strategy 2016–2020 are Women in Leadership, Cultural Diversity, People with Disability and creating an Inclusive and Diverse culture.
TMR has made significant progress this year through the department's women in leadership programs with the Executive Leadership Team proudly comprising of 50 per cent women as at May 31 2017.
Additional actions demonstrating the department's ongoing commitment to balanced gender representation include hosting the annual Diversity Forum. This year's event examined the issue of the gender pay gap. Continued support for events such as Queensland Women's Week and International Women's Day encourage our employees to engage in and understand the value of diverse work teams.
Women in Leadership
The Women in Leadership Mentoring Program has been offered again this year with 46 aspiring female leaders matched with mentors from across the department. This is in addition to the 74 matched pairs in the OneTMR Mentoring Program. Interest from both participants and volunteer mentors continues to grow based on the reported value for all involved in the program.
Indigenous Employee Network
The department's Cultural Capability Action Plan has been the vehicle for significant progress in 2016–17. The Indigenous Employee Network was formed in November 2016 at an inaugural forum to discuss issues of significance for Aboriginal and Torres Strait Islander employees within TMR. Access to the collective knowledge and experience of this group is invaluable and facilitates consultation on cultural priorities for TMR.
Through the support of the department's Cultural Agency Leader, all Customer Service Centres now proudly display an acknowledgment of Aboriginal and Torres Strait Islander people.
TMR continues to value culture and celebrate culturally significant events including National Reconciliation Week, NAIDOC Week and World Refugee week.
TMR will continue to build a culture where people's differences are acknowledged and celebrated. The department continues to participate in the Diversity and Infrastructure industry group and is also proud to be represented on the whole of government LBGTIQ+ Steering Committee.
TMR opening its arms to new Australians
The department was a host organisation for Multicultural Development Australia's (MDA) Work & Welcome program. TMR's involvement in this initiative demonstrates the department's commitment cultural diversity in our workplace and community.
The Work & Welcome program offers new Australians short-term paid work, providing an opportunity to gather local experience and develop skills and confidence needed to find ongoing employment in Australia. TMR recognises one of the most important ways to assist new Australians to builda prosperous life in our community involves creatingwelcoming workplaces.
While the key purpose of the program is to provide work experience for new Australians, the placements also assist employees in understanding some of the challenges faced by people who have been forced to seek a new life in a country with a completely different language and culture.
Throughout 2016, TMR hosted five new Australians in a variety of roles across the department. Maritime Safety Queensland (MSQ) was the first work group to participate in the Work & Welcome program by facilitating a field work placement for Prathee Sivakolluntau.
|EEO group||Headcount||% of TMR|
|Aboriginal and/or Torres Strait Islander||97||1.06%|
|People from a non-English speak background||524||5.75%|
|People with a disability||663||7.28%|