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Career development equity
Addressing barriers to career pathways for Māori and Pacific Peoples and other under represented ethnicities at IR.
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- Resources and tools to support job candidates.
- Increasing awareness of external development programmes and supporting people through applying for these.
- Exploring how we create a diverse talent pipeline for leadership and senior technical roles.
- Personal skills development for Pacific Peoples focusing on key skills such as building confidence and identifying strengths.
- Explore Pacific Mentoring programme.
- Working in partnership with Māori to support a shift in representation of Māori across IR (see He Awa Whiria).
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Q4 2023
Understand barriers and have a plan - He Awa Whiria – Braided Rivers approach to Māori and DE&I career progression mahi.
Q3 2024
Guidance on shadowing, mentoring and coaching introduced.
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Talent and development system
Leveraging our Whanake conversations to support the development of our diverse workforce. Talent conversations across all levels of leadership support development, in a way that supports our organisations strategic objectives and the career goals of our people.
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- Strengthening our Talent Management and Whanake practices to support career development and pathways with a focus on individuals who reflect high performance, high performance potential and who are from underrepresented groups who show potential. This work includes increasing recording of development progress to be more measurable and visible and reduce bias.
- Support leadership teams to navigate the talent management system through tools, on-going kōrero, and facilitated sessions.
- Explore ways to support leaders to value the benefits of diversity of thought, ideas, and cultural competency as something that is necessary to improve business performance.
- Engaging in conversations with Māori, Pacific and ethnic communities for input into the talent system that enable these communities to see themselves reflected.
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Q1 2024
Initial discovery completed and specific actions are understood
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Employee Value Proposition
Continue to understand, measure, and evolve our Employee Value Proposition (EVP) and leverage this to continue to attract more diverse talent into IR.
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- Analyse and understand what diverse communities are saying about what it means to work at IR and incorporate this into our EVP.
- Continue to run our People Experience Pulse (PXP) surveys and introduce more Moments that Matter surveys to gather insights from key points during the employee lifecycle.
- Adapt and develop marketing campaigns to continue to ensure that what we promote is based on what our people are reflecting as our strengths.
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Q4 2023
Introduce changing role and external candidate Moments that Matter surveys.
|
|
Career development equity
Addressing barriers to career pathways for Māori and Pacific Peoples and other under represented ethnicities at IR.
|
- Resources and tools to support job candidates.
- Increasing awareness of external development programmes and supporting people through applying for these.
- Exploring how we create a diverse talent pipeline for leadership and senior technical roles.
- Personal skills development for Pacific Peoples focusing on key skills such as building confidence and identifying strengths.
- Explore Pacific Mentoring programme.
- Working in partnership with Māori to support a shift in representation of Māori across IR (see He Awa Whiria).
|
Q4 2023
Understand barriers and have a plan - He Awa Whiria – Braided Rivers approach to Māori and DE&I career progression mahi.
Q3 2024
Guidance on shadowing, mentoring and coaching introduced.
|
|
Talent and development system
Leveraging our Whanake conversations to support the development of our diverse workforce. Talent conversations across all levels of leadership support development, in a way that supports our organisations strategic objectives and the career goals of our people.
|
- Strengthening our Talent Management and Whanake practices to support career development and pathways with a focus on individuals who reflect high performance, high performance potential and who are from underrepresented groups who show potential. This work includes increasing recording of development progress to be more measurable and visible and reduce bias.
- Support leadership teams to navigate the talent management system through tools, on-going kōrero, and facilitated sessions.
- Explore ways to support leaders to value the benefits of diversity of thought, ideas, and cultural competency as something that is necessary to improve business performance.
- Engaging in conversations with Māori, Pacific and ethnic communities for input into the talent system that enable these communities to see themselves reflected.
|
Q1 2024
Initial discovery completed and specific actions are understood
|
|
Employee Value Proposition
Continue to understand, measure, and evolve our Employee Value Proposition (EVP) and leverage this to continue to attract more diverse talent into IR.
|
- Analyse and understand what diverse communities are saying about what it means to work at IR and incorporate this into our EVP.
- Continue to run our People Experience Pulse (PXP) surveys and introduce more Moments that Matter surveys to gather insights from key points during the employee lifecycle.
- Adapt and develop marketing campaigns to continue to ensure that what we promote is based on what our people are reflecting as our strengths.
|
Q4 2023
Introduce changing role and external candidate Moments that Matter surveys.
|
