Workplace Diversity Program 2017-20

Foreword from the Director-General

I am pleased to present the National Archives of Australia's Workplace Diversity Program 2017-2020 (the Program).

At the Archives we are in a unique positon to support diversity in our service delivery and workplace culture. This is due to the nature of our collection and our role in preserving significant records of the Australian Government.

Under the 2017-2020 Corporate Plan we have set our purpose to promote, interpret and make available the archival resources of the Commonwealth. The records and information managed by the Archives form the collective memory of the nation. They are valued and accessed by a wide range of users to gain a greater understanding and knowledge of Australia's heritage, democracy and place in the world. Our collection contains invaluable information about the history of our society such as immigration records and the records of the administration of Aboriginal and Torres Strait Islander affairs during the twentieth century.

As such we are committed to taking our responsibilities seriously in making our collection available to all people to allow access to their personal history and our nation's history while ensuring our workplace is inclusive of the society we live in. The Program serves to document and measure our progress and provides a clear message to all employees about the importance and relevance of workplace diversity and inclusion practises. The Program also aims to celebrate the existing diversity in the Archives workplace and ensure employees demonstrate inclusive behaviours as required by the APS and Archives Values.

Australian Public Service (APS) agencies are facing challenges in maintaining and building capable workforces and workplace diversity will remain a high priority. The employment of people from Indigenous backgrounds or people who are living with a disability continues to remain a key priority of the Government detailed in the Commonwealth Indigenous Employment Strategy and the As One Strategy to improve employment for people living with a disability. The Program ensures we are incorporating these two important strategies through clear actions that will provide a measurable change.

We all have responsibilities in relation to workplace diversity, and I recommend that you all familiarise yourself with the Workplace Diversity Program, and your responsibilities under it. Together, we can continue working towards making the Archives a successfully diverse and tolerant workplace.

Signature of David Fricker, Director-General, National Archives of Australia, dated 17 February 2014

David Fricker
Director-General

16 November 2017

What is workplace diversity and inclusion?

Diversity is about our individual differences and acknowledging the unique blend of knowledge, skills and perspectives people bring to the workplace.

Diversity can include characteristics such as cultural background and ethnicity, age, gender, gender identity, disability, sexual orientation, religious beliefs, language and education. Diversity also includes characteristics such as professional skills, working styles, location and life experiences.

An inclusive culture is one where everyone feels valued, respected and is able to fully contribute. It is about removing movable barriers to make sure everyone can fully participate in the workplace and have equal access to opportunities. Inclusion is about empowering people to contribute their skills and perspectives for the benefit of the Archives' performance and business outcomes.

Diversity is central to innovation. It brings forth new and better ways of doing things, helps us to harness the benefits of technology and improve the efficiency and quality of our services. Inclusion is the key to unlocking this potential.

When we value workplace diversity and inclusion we see benefits such as higher employee engagement, improved performance, greater innovation, retention of talent, improved employee well-being and lower levels of inappropriate behaviour such as harassment and discrimination.

Perhaps most importantly, as a service provider from government to the public, our workforce should be as representative and reflective of the public to which it serves as it can be.

Legislation supporting diversity

The importance of diversity not only within the APS but within employment generally is reflected within several pieces of relevant legislation. The Public Service Commissioner's Directions 2016 (the Commissioner's Directions), APS Employment Principles and the Commission's Guidelines on Workplace Diversity (2001), require agency heads to adhere to a series of measures to ensure workplace diversity. These include:

  • Ensuring the diversity of APS employees is recognised, fostered and made best use of within the workplace, taking into account the organisational and business goals of the Agency and the skills required to perform the relevant duties.
  • Ensuring APS employees are helped to balance their work, family and other caring responsibilities effectively.
  • Developing performance indicators for their workplace diversity program so that they can evaluate the effectiveness and outcomes of the program.
  • Reviewing their workplace diversity program at least once every four years to ensure that the program continues to give effect to the APS Values and achieves its outcomes.

Employment Principles are set out in section 10A of the Public Service Act 1999.

The Employment Principles ensure the APS is a career-based service that:

  • makes fair employment decisions with a fair system of review
  • recognises that the usual basis for engagement is as an ongoing APS employee
  • makes decisions relating to engagement an promotion that are based on merit
  • requires effective performance from each employee
  • provides flexible, safe and rewarding workplaces where communication, consultation, cooperation and input from employees on matters that affect their workplaces are valued
  • provides workplaces that are free from discrimination, patronage and favouritism, and
  • recognises the diversity of the Australian community and fosters diversity in the workplace

All APS employees also must comply with:

  • Racial Discrimination Act 1975
  • Sex Discrimination Act 1984
  • Human Rights and Equal Opportunity Commission Act 1986
  • Work, Health and Safety Act 2011
  • Disability Discrimination Act 1992
  • Age Discrimination Act 2004
  • Fair Work Act 2009

Our diversity and inclusion journey so far

Our diversity and inclusion journey so far has been guided by our previous program (2014-17) which has helped us to increase the diversity of some areas of our workforce and lay the foundations for an inclusive workplace. However, we remain under represented for employees with a disability, Aboriginal and Torres Strait Islanders and the employment of younger employees.

Our Workforce in 2017 from a diversity perspective

Worforce Diversity Perspective

Our diversity and inclusion vision

Our goal is to reflect the diverse community we serve and continue to create a great place to work for everyone by embracing the individual skills, perspectives and experiences our people bring to the workplace. In turn, we harness these characteristics for high performance and improved service delivery.

We want our people to feel included, valued, respected and have access to equal opportunity which supports full participation at work  We want to retain the diverse talent in our workforce and support our people to maintain a long and productive working career.

Ultimately, we want to unlock the value that diversity brings to our business. To achieve this we must create a culture shift that shifts us away from traditional ways of thinking and towards practices which address the needs of a contemporary workforce, maximise talent and embrace the use of technology and innovation. We must be bold in our approach and committed to action.

Everyone in the Archives has a role to play in supporting a diverse, accessible and inclusive workplace. For example, managers must foster workplace flexibility and be open to different ways of working. Equally, employees need to share their perspectives and where flexible working arrangements are taken up to demonstrate the benefits of those arrangements from both a business and personal perspective. We all need to work together for the benefit of all.

Our guiding principles

The following guiding principles are seen as important focus areas to achieving our diversity and inclusion vision.

  • Recruit - our workforce reflects the diversity of the community we serve.
  • Include - our culture fosters access and inclusion.
  • Develop - we continually promote, raise awareness and develop our workforce (particularly our leaders) in the value of diversity.

Archives Culture - Diversity is a key enabler

The Archives culture is an amalgamation of the individual behaviours and attitudes that each employee brings to the workplace. This in itself provides a rich tapestry of diversity (but not limited to) opinion, thought, perspectives, ways of working and leadership/management styles. As an APS agency, we strive to harness and help to focus these differences by providing firm boundaries through which our people can direct their individual efforts with a common purpose. A mutual understanding of what the agency expects coupled with an ever improving alignment between the values of the agency and the individual helps the Archives to work together for mutual benefit.

The Capability Framework is a key component within the Archives culture agenda. It provides a clear and consistent basis for highlighting the critical capabilities we need across the Archives to meet the ongoing challenges of the future. The capabilities are largely behaviour based with a clear indication of what behaviours represent higher levels of capability. Importantly, it also provides example behaviours which are inconsistent with the expectations outlined. The Capability Framework helps both managers and employees to regularly calibrate observed behaviour against the standard. There is a clear positive relationship between the Diversity Program principle goals of inclusion and development and the organisational capabilities of flexible thinking, collaborative working, and building organisational capability. These capabilities will be enhanced by ever increasing diversity in our workforce and visa-versa.

Similarly, the recently released 'The Archives Way' reinforces expected cultural attributes that support the mission and vision of the Agency. These are commitments that most closely align with the desired future state of being an organisation that is more innovative in its approach and increasingly more digital in its focus. The attributes are both attitudinal and behavioural in nature. Again, there is a clear positive relationship between the principles of the Diversity Program surrounding inclusion and development and the cultural attributes of leading at levels and working together / succeeding together. A workforce culture that is recognising the value of diversity at all levels as well as working together cohesively across teams and branches will also be meeting the aims of the Diversity Program Diversity is an integral part of our ongoing culture journey. A culture that recognises the role that increased diversity plays in terms of capability, behaviour and attitude is pivotal to the needs of a modern contemporary workforce that embraces the use of technology and actively looks to ways to innovate.

The Archives Way

Key APSC documents / strategies encompassing diversity

The Archives’ Diversity & Inclusion Program takes note and acknowledges key diversity plans and strategies within the last 2 years from the Australian Public Service Commission. The requirements of the following strategies have been captured and included within the forward work program:

As one making it happen - APS Disability Employment Strategy (2016-19) - http://www.apsc.gov.au/managing-in-the-aps/disability/as-one-aps-disability-employment-strategy-2016-19

Commonwealth Aboriginal & Torres Strait Islander Employment Strategy (1 July 2015) - http://www.apsc.gov.au/publications-and-media/current-publications/commonwealth-aboriginal-and-torres-strait-islander-employment-strategy

Balancing The Future: The Public Service Gender Equality Strategy (2016-19) - http://www.apsc.gov.au/managing-in-the-aps/gender-equality

Inclusive leadership

The true benefits of a diverse workforce can only be realised when the workplace is inclusive and supports everyone to achieve their best.

Achieving an inclusive workplace that drives performance, innovation and productivity requires inclusive leadership. Research by the Diversity Council Australia (DCA) refers to inclusive leadership as the capabilities including the knowledge, skills and behaviours that leaders possess which make their organisation inclusive. DCA’s Inclusive Leadership Model, shown below, identifies five mindsets, or ways of thinking, which are necessary for a person to be an effective inclusive leader. These mindsets are Identity-Aware, Relational, Open and Curious, Flexible and Agile and Growth-Focused.

As workforce diversity and inclusion is everyone’s responsibility, these mindsets can be applied by all staff to benefit the workplace and foster an inclusive culture across the Archives. Employees in management and leadership roles are encouraged to apply these mindsets in their approach to leadership and use them as a tool for improving individual, team and organisational performance.

Leadership

The Archives will continue to provide SES sponsorship to specific diversity categories by continuing to allocate "Champions". These senior officers will help the Archives promote activities, act as patrons during awareness events and continue to forward information on their respective diversity areas. For the life of this program the following allocations will apply:

  • Indigenous Champion - Assistant Director General Access and Public Engagement
  • People with a Disability Champion - Assistant Director General Information and Technology

https://www.dca.org.au/research/project/building-inclusion-evidence-based-model-inclusive-leadership

Our commitment to action

We have committed to a range of actions designed to build upon our inclusive workforce culture, retain our diverse workforce for the benefit of performance and productivity and support our people to have long and productive working careers.

We acknowledge that employees may identify across a number of diversity groups.

This Program is also underpinned by the Archives Aboriginal and Torres Strait Islander Strategy 2017-2021 and the Reconciliation Action Plan (currently under review).

Tracking our progress

We will report on our progress against the forward work program to the Workplace Relations Committee three times per year.

We will regularly measure, monitor and report on the diversity of our workforce, the key performance indicators under this program, evaluate trends and identify areas for improvement. We will report against these annually to the Executive Board.

Governance of the Workplace Diversity Program

Reporting of achievements

Workplace Relations Committee (WRC) - The achievements against the program are reported to all WRC meetings occurring three times per calendar year.

Executive Board - Reporting of metrics and achievements against the program are reported to the Executive Board on an annual basis.

Annual Report - Activities supporting our diversity objectives are detailed in our Annual Report each year alongside progress against the actions.

Roles and responsibilities

Everyone at the Archives has a role to play in embracing diversity and being inclusive in our workplaces. Detailed roles and responsibilities of the Archives as an organisation, as leaders, as managers and for each individual employee are available at Appendix A. If all employees no matter what level adhere to these roles and responsibilities and take action under this program we can ensure we can achieve our diversity and inclusion vision together.

Review of the Program

The program will be reviewed no later than 30 June 2020; however we will consistently and regularly review our success against the outcomes to ensure the actions are still achieving our aim.

Definitions

Culturally and Linguistically Diverse

Cultural and linguistic diversity refers to those parts of our identity which stem from where our parents were born and the languages they speak, where we were born and the languages we speak, our ancestries and our religious identity. For data purposes the definition is usually people whose first spoken language was not English.

Disability

The Australian Public Service Commission has developed a definition for APS agencies to use when considering inclusive measures for people living with a disability.

Persons are considered to have a disability if they have a limitation, restriction or impairment, which has lasted, or is likely to last, for at least six months and restricts everyday activities. This includes:

Sensory:

  • Loss of sight (not corrected by glasses or contact lenses)
  • Loss of hearing where communication is restricted or an aid to assist with, or substitute for, hearing is used
  • Speech difficulties

Intellectual

  • Difficulty in learning or understanding things

Physical

  • Shortness of breath or breathing difficulties that restrict everyday activities
  • Blackouts, seizures or loss of consciousness
  • Chronic or recurrent pain or discomfort that restricts everyday activities
  • Incomplete use of arms or fingers
  • Difficulty gripping or holding things
  • Incomplete use of feet or legs
  • Restriction in physical activities or in doing physical work
  • Disfigurement or deformity

Psychosocial

  • Nervous or emotional condition that restricts everyday activities
  • Mental illness or condition requiring help or supervision
  • Memory problems or periods of confusion that restrict everyday activities
  • Social or behavioural difficulties that restrict everyday activities

Head injury, stroke or acquired brain injury

  • Head injury, stroke or other acquired brain injury, with long-term effects that restrict everyday activities

Other

  • Receiving treatment or medication for any other long-term conditions or ailments and still restricted in everyday activities
  • Any other long-term conditions resulting in a restriction in everyday activities

Gender Equality

Gender equality refers to creating workplaces where everyone is afforded equal opportunities and employment conditions irrespective of their gender.

LGBTI

Lesbian, gay, bisexual, transgender and/or intersex (LGBTI) people includes people who do not identify as a heterosexual. Examples include same sex attracted, attracted to both men and women, people who identify as a gender other than the one they were assigned at birth and those that have biological characteristics not typically male or female. This description also includes other non-heterosexual labels that people identify with such as pansexual and queer.

Young People

In the program the definition of young people is as that used by the United Nations as a person between the ages of 14 and 24.

Mature Age

Whilst being of mature age is not defined as a specific age bracket, for data collection purposes and the purposes of the Program, the definition of mature age refers to people aged 50 or over.

Workplace Diversity Program Objectives

The status of each of these individual objectives will be reported to the Workplace Relations Committee and to the Executive Board through the Workplace Relations Committee report.

RECRUIT - our workforce reflects the diversity of the community

Objective

Description

Theme(s)

Why is this Important?

Delivered

Who is Leading This Action

What will this Action Achieve?

REC1

We will apply RecruitAbility to all externally advertised vacancies.

We will provide workplace adjustment training to people likely to serve on selection panels

Disability

This will provide a more open opportunity for people with a disability to proceed to interview stage across all Archives jobs.

This will provide people serving on selection panels to be more equipped and aware when interviewing people with a disability.

2017/18

PM&D
Assistant Director Strategy & Culture
And Assistant Director HR Policy & Services
Assistant Director Professional Development and Wellbeing

Greater participation in the workforce of people with a disability

REC2

We will identify vacant positions across classifications and functions that can be used for special measures for Indigenous employment

ATSI

Take advantage of our national footprint to increase indigenous participation.

2017/18

Greater participation in the workforce of people who are Aboriginal or Torres Strait Islander.

REC3

We will review and refresh our employee value proposition1, attraction approach, communication channels used and all recruitment process/documentation to maximise our ability to attract more candidates from a diverse background.

All Diversity Categories

Traditional methods of approach and process may not be reaching potential Archives employees, particularly from diverse backgrounds. This is particularly important as our workforce is aging, recruiting and retaining a younger pool of employees will support meeting a more digital approach.

2018/19

Increased participation in the workforce of people with a disability, people who are Aboriginal and Torres Strait Islander and of younger people

REC4

The identification and implementation of appropriate pathways for both Indigenous and non-indigenous entry points. This includes both graduate & non-graduate programs that may utilise existing APSC or the Portfolio agency programmes. This may also include leveraging the Cultural Agencies Corporate Heads Cultural Management Forum via the HR Cultural network to look at possibilities such as the development of a shared program and a non-graduate entry program, traineeship, cadetship or school leaver's program.

ATSI
Young people
Disability

Some diversity categories such as ATSI and younger candidates lend themselves to providing opportunities through alternative pathways.

2017/18 to 2018/19

Greater participation in the workforce of diverse groups, including young people, people who are Aboriginal and Torres Strait Islanders and people with a disability.

1Employee Value Proposition: a statement of benefits an employer offers as part of being employed by the organisation.

INCLUDE - our culture fosters access and inclusion

Objective

Description

Theme(s)

Why is this Important?

Delivered

Who is Leading This Action

What will this Action Achieve?

INC1

We will continue internal and external communication activities to raise disability awareness including awareness of invisible disabilities and which promote workplace accessibility and inclusion. We will celebrate events of significance such as International Day of People with a Disability, R U OK? Day, and World Mental Health Day

Disability

Events/communication raises awareness and can include activities that promote inclusion.

2017/18 and ongoing

PM&D
Assistant Director Strategy & Culture and
Assistant Director Professional Development

Events/communications translate into greater awareness and inclusion.

INC2

We will promote days of significance such as International Women's Day, International Men's Day, White Ribbon Day and National Carer's Week

Gender

Take advantage of our national footprint to increase indigenous participation.

Greater participation in the workforce of people who are Aboriginal or Torres Strait Islander.

INC3

Support and promote activities as outlined in the Reconciliation Plan and Commonwealth Aboriginal & Torres Strait Islander Employment Strategy

ATSI

Events/communication raises awareness and can include activities that promote inclusion.

 

PM&D
Assistant Director Strategy & Culture and
Assistant Director Professional Development Reconciliation Committee

Events/communications translate into greater awareness and inclusion.

INC4

Making and promoting our collection to be available to all people to allow access to their personal history and our nation's history.

External

Events/communication with the public help raise diversity awareness generally across the community

Access and Public Engagement Branch

Ensure diversity content in our public facing programs

DEVELOP - we continually promote, raise awareness and develop our workforce (particularly our leaders) in the value of diversity

Objective

Description

Theme(s)

Why is this Important?

Delivered

Who is Leading This Action

What will this Action Achieve?

DEV1

We will implement LGBTI Inclusion e-learning to improve LGBTI awareness and inclusion across the Archives.

LGBTI

Self-paced training options provide the opportunity in a neutral environment to learn more about the issues facing LGBTI in the workplace.

2017/18

PM&D
Assistant Director Strategy & Culture
Assistant Director HR Professional Development

Employees will be more aware of the issues facing LGBTI co-workers

DEV2

We will increase awareness of mental health conditions and the uptake of mental health learning solutions, particularly completion by managers.

Gender

High prevalence of mental health within the general population means that managers (and peers) need to be properly equipped when faced with mental health situations in the workplace.

Higher numbers of managers trained in being able to manage employees who have mental health issues.

DEV3

We will develop or promote tools and resources which support managers and supervisors to appropriately manage a multi-generational workforce.
We will review and refresh our multicultural awareness e-learning and facilitated training.

Mature Age
Young People
CALD

The Archives has an older (and more ageing) workforce than the APS average. This means in many workplaces 4 generations work together. Self-paced training options in particular provide the opportunity in a neutral environment to learn more about the issues facing people who may come from a Non-English speaking background. 

2018/19

Higher numbers of managers trained in being able to manage employees across multi generations.

DEV4

Introduce the Australian Institute of Aboriginal and Torres Strait Islander Studies program known as "Core", a ten hour online program which gives a comprehensive view of the history of Australia's First Peoples.

ATSI

Building the capability of staff will aid in the reduction of bias and discrimination as well as understanding the benefits of an inclusive and diverse workforce.

2017/18

This course will educate our workforce and make them more aware of the issues facing ATSI co-workers

DEV5

We will continue to promote the Jawun experience for Archives staff.

ATSI

Participation in the Jawun program allows the Archives leaders to directly work among ATSI people. Research shows that exposure helps to break down barriers

2017/18 and ongoing

PM&D
Assistant Director Strategy & Culture and
Assistant Director Professional Development

Participants are able to bring those experiences back to the workplace and apply them in a positive way.

Measuring Success and Setting Accountability for Outcomes

To ensure we are meeting our requirements under the program we have set the below KPIs and accountability for each area. A report on progress against the KPIs will be provided to the Executive Board annually.

RECRUIT - our workforce reflects the diversity of the community

We will know that we are successful in recruiting and reflecting the diversity of our community when our program has achieved:

Theme and measureCurrent2017-182018-192019-20Responsibility & Accountability

* Increased representation of Aboriginal and Torrs Strait Islanders

1%

3%

3%

3%

Accountability - Director PM&D

Responsibility - HR Policies & Services, Branch Managers;

* Increased representation of people with a Disability

3%

4%

5%

5%

Accountability - Director PM&D

Responsibility - HR Policies & Services; Branch Managers

Increased representation of young people

5%

6%

7%

8%

Accountability - Director PM&D

Responsibility - HR Policies & Services; Branch Managers

* This includes improved rates of disclosure

INCLUDE - our culture fosters access and inclusion

We will know that we are successful in fostering inclusion and equitable access to the collection for all Australians when our program has achieved:
Theme and measureCurrent2017-182018-192019-20Accountability

* Improvements expected to APS Employee Census question "My agency is committed to creating a diverse workforce".

58% positive

60% positive

62% positive

65% positive

Accountability - Director PM&D

Responsibility - HR Workforce Strategy & Culture; Branch Managers

A Year on Year Increase in the number of internal events / seminars held that specifically promote diversity

3

4

5

6

Accountability - Director PM&D

Responsibility - HR Workforce Strategy & Culture; HR Professional Development; RAP

A reduction in HCO contacts (harassment, discrimination, diversity)

16

14

12

10

Accountability - Director PM&D

Responsibility - Branch Managers

* This question is asked in the last 12 months

DEVELOP - we continually promote, raise awareness and develop our workforce (particularly our leaders) in the value of diversity

We will know that we are successful in leading and developing all of our employees to set examples of diversity and inclusion in the workplace when we have achieved:

Theme and measureCurrent2017-182018-192019-20Accountability

Year on Year increase in attendance / participation in diversity learning & development

Baseline

5% annual increase

10% annual increase

15% annual workforce completion

Accountability - Director PM&D

Responsibility - Branch Managers; HR Professional Development

Completion of the "Core" Indigenous Cultural Awareness Course (10 hours)

z

25%

50%

75%

Accountability - Director PM&D

Responsibility - Branch Managers; HR Professional Development

An increase in the number of employees enrolled in Jawun program

0

1

1

2

Accountability - Director PM&D

Responsibility - HR Professional Development; Branch Managers; RAP Committee

* Improvements expected to APS Employee Census question "My agency is committed to creating a diverse workforce".

58% positive

60% positive

62% positive

65% positive

Accountability - Director PM&D

Responsibility - HR Workforce Strategy & Culture; Branch Managers

* This question is asked in the last 12 months

Appendix A

The Archives has a responsibility to:

  • develop policies and practices to promote workplace diversity
  • maintain awareness of workplace diversity
  • ensure that records management procedures and policies developed by the Archives take into account a range of considerations, such as the use of inclusive language
  • improve the effectiveness of services to the Archives' stakeholders and clients
  • implement recruitment and retention strategies to attract, recruit and retain employees to ensure there is diversity within the Archives' workforce noting special measures
  • support and regularly review processes that intend to eliminate discrimination, harassment and inappropriate workplace behaviour; and
  • promote and support access to the collection by clients from diverse backgrounds

The Leadership Team has a responsibility to:

  • actively undertake the role of Diversity "Champion" if allocated and to liaise regularly with PM&D regarding opportunities to promote the diversity category
  • demonstrate a commitment to the promotion of workplace diversity and the Program
  • lead by example in fostering a culture where discrimination is unacceptable and not tolerated; and
  • ensure that the Archives’ Values, the APS Values, APS Employment Principles and Code of Conduct are promoted and upheld throughout the organisation

Managers and Supervisors have a responsibility to:

  • practice and promote behaviour consistent with the Archives’ Values, the APS Values, APS Employment Principles and Code of Conduct
  • ensure that all recruitment processes are based on merit
  • lead by example in fostering a culture where the diverse skills and knowledge of employees is recognised and valued
  • wherever possible, support flexible work practices that promote work/life balance
  • communicate appropriately and share their knowledge and experience;
  • maintain a workplace that is free from discrimination
  • support employees who require reasonable adjustment2 in the workplace
  • incorporate workplace diversity principles into their team and management practices, for example, by consulting with, seeking a range of views from, and encouraging all team members to contribute positively to team outcomes; and
  • act promptly and sensitively to address behaviour that is inconsistent with diversity principles, the APS Employment Principles and Code of Conduct or other Archives' policies

Individual employees have a responsibility to:

  • behave in a manner that is consistent with the Archives’ Values, the APS Values and APS Code of Conduct
  • be aware of the Program and contribute to meeting its objectives
  • contribute to the consultation processes in the Archives so that diversity is reflected in decision making
  • recognise that others have skills and experience to offer and seek ways to utilise these
  • treat others with courtesy and respect
  • listen to the views of others without prejudice
  • provide support to colleagues
  • recognise the non-work related responsibilities of others and foster flexibility for reasonable work and personal life balance; and
  • maintain a workplace that is free from discrimination

2Reasonable adjustment includes making changes that allow employees with disability an equal opportunity to: perform their duties; be considered for transfer, promotion, training or other employment opportunities; and allow their participation in work related facilities or programs (Australian Public Service Commission, Ability at work: Tapping the talent of people with disability, 2007)

Copyright National Archives of Australia 2017