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GROWGEELONG INCLUSIVE EMPLOYMENT

Leaders for Geelong Project Team: Anne-Louise Dawes

Anthony Byrne Chris Balazs Freya Fidge Jason Wilde

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CONTENTS

EXECUTIVE SUMMARY iii

ACKNOWLEDGEMENTS iv

1. THE CHALLENGE 1

1.1 Vision: A Prosperous Future for All 1

1.2 GROW — G21 Opportunities for Work 1

1.3 Inclusive Employment 2

1.4 Business Benefits 2

2. THE PROJECT OBJECTIVES 3

2.1 Leaders for Geelong Project 3

3. THE PROJECT APPROACH 5

3.1 Workshopping with our Pilot Organisations 6

3.2 Other Key Stakeholders Involved in the Toolkit’s Development 8

3.3 Project Governance 8

4. THE TOOL: GROW — LEADERS FOR GEELONG, INCLUSIVE EMPLOYMENT SURVEY

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5. SURVEY RESULTS 13

5.1 Survey Output Matrix 13

6. REFLECTIONS ON LEADERSHIP 19

6.1 Mission-Driven, Belief in the Project, One Shared Vision 19

APPENDIX 1 — PROJECT PARTNERS 21

APPENDIX 2 — REFERENCES 27

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EXECUTIVE SUMMARY

“Hope is so important and we need a plan to restore it in our most vulnerable communities. How do we create employment opportunities? We need to encourage Geelong to think differently about its future and programs like #GROW are essential.— Cr. Anthony Aitken, City of Greater Geelong

GROW, a joint regional initiative between G21 Geelong Region Alliance and the Give Where You Live Foundation, has engaged over 120 Compact Signatory businesses in the Geelong region already committed to providing inclusive employment opportunities; the challenge was to create a toolkit to assist these businesses convert the commitment to employment outcomes.

The Inclusive Employment Project, sponsored by GROW, was established to find a way to improve the employment and retention of disadvantaged individuals within inclusive workplaces across the Geelong region.

Research showed that providing an inclusive workplace that actively removes or reduces barriers for individuals, irrespective of their background, has far-reaching community benefits. With Geelong experiencing economic, social and cultural renaissance — now is the time for all in Geelong to benefit.

The project team have a wide breadth of business sector experience and employer styles, and through engaging with small to medium enterprises enabled the team to collaborate with five pilot organisations.

The team worked with the pilot group of Geelong businesses to develop a simple self-assessment survey tool designed to assess their readiness and capacity to recruit and retain people from a more diverse range of applicants. The survey result would provide a score and links to information and strategies to improve inclusive employment practices. GROW is able to access the survey results to support broader initiatives and identify where targeted support or resources may need to be developed.

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ACKNOWLEDGEMENTS

The Leaders for Geelong Project Team would like to thank GROW, Elaine Carbines, CEO of the G21-Geelong Region Alliance and Bill Mithen, CEO of the Give Where You Live Foundation, who kicked off this project with evangelical spirit.

We are also indebted to GROW’s Director Anne O’Brien, Liz Everist and Kerry Farrance who gently guided the project direction and subtly challenged the project team both personally and professionally to reach higher and further.

We sincerely thank our pilot organisations, Corio Waste Management, Aus Pits, Harvest Talent Recruitment and People Solutions, Hanlon Industries, Paul Kelly Creative, and Provenir, for their commitment to the project, our region and to inclusive workplaces. Long may they prosper.

Special mention to Janelle Meyes and the Committee for Geelong. Our ‘leadership’ journey has been a privilege.

Thank you also to Kelly Wilde for her artwork and to Todd Murphy for turning rough drafts into polished creative product.

“ I am very pleased to have been involved in the GROW Inclusive Employment project undertaken by the Leaders for Geelong.

They have worked really strategically with key stakeholders including businesses across the region to develop a really practical on-line tool for employers who are wanting to incorporate more inclusive employment practices under the GROW initiative.

I have been very impressed by the group’s professional approach to managing their project and their willingness to incorporate feedback into their model.

Thank you to all involved — you have created a tool that will be widely used. Congratulations! — Elaine Carbines, CEO of G21

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1. THE CHALLENGE

1.1 Vision: A Prosperous Future for All

Creating the cultural change to further the prosperity of Geelong by enabling employers and employees to embrace and practice inclusivity.

A great city sets its vision on making the future better for its next generation. Geelong is well-positioned for its next Gold Rush in the form of jobs growth, innovation, design and prosperity. The collective challenge is to ensure the jobs growth and prosperity are created and delivered across all postcodes that make up Greater Geelong so that none in our community are left behind.

The changing labour market in Geelong, shifting from manufacturing and industrial sectors, to work requiring higher skills and qualifications, has reduced the supply of many entry-level jobs. For those living in jobless families, sometimes with prevalence of mental health issues, often with low educational attainment, the barriers to economic participation are difficult to navigate. This situation is often compounded by a lack of social network that is connected to the ‘word of mouth’ opportunities or by being able to demonstrate experience of work, which can inadvertently lock people out of the recruitment process.

1.2 GROW — G21 Opportunities for Work

GROW compact signatories have committed to resolving this challenge, not only because it is ‘the right thing to do’ but because it makes business sense and will ultimately expand the available labour market. In most parts of Australia, there are micro-level initiatives and resources designed for individual organisations, or for individuals, therefore any change is at a micro-level and consequently incremental and voluntary. In Geelong, through GROW, there is greater potential for industry, multi-sector partnerships. This brings the possibility of multipliers of economic and social benefit. The more people from the postcodes of disadvantage that find successful employment, the more peers and mentors are grown to lift the aspirations of others in those areas.

Why — GROW Target Areas

Latest figures report an increase in unemployment rates for our region, with a 7.3% unemployment rate and a youth unemployment of 14%. Some suburbs within our region report significantly higher rates, such as Corio/Norlane which recently reported an unemployment rate of 21.7%.

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However, we also know that small pockets within our region experience even higher levels of disadvantage, with unemployment rates ranging up to 23%, and youth unemployment as high as 75% in some areas.

Geelong is also seeing increasingly casual, unsecure and unpredictable employment, along with stagnant wage growth, not only in Australia and across the state of Victoria but also within our region. These compounding issues are creating high levels of underemployment and consequent financial stress, affecting people’s ability to plan for their future and fully engage in their local communities and economies.

Source: GROW Report Card #3 (2019)

1.3 Inclusive Employment

An inclusive employer in Geelong is one that makes all efforts to promote fair and equitable access to employment, ensuring social integration at work and allowing employees to contribute to their full potential. This recognises a person’s diverse strengths and needs.

Workplaces in Geelong need to reflect the breadth of difference that exists within the Geelong community. An emphasis on a cohort can itself have the effect of reproducing stereotypes or conventional assumptions, rather than making workplaces more ‘inclusive’ overall.

To reflect the diversity of the Geelong community, we need to create workplaces where everyone can speak up, feel valued and respected and is able to make an equal contribution.

1.4 Business Benefits

Inclusive employment is providing a supportive, mentally healthy and safe workplace for people who may experience barriers to getting or keeping a job.

A scan of available literature suggests that employing inclusive work practices, business could expect to:

• Find qualified candidates.

• Hire more loyal and engaged employees.

• Fuel innovation.

• Attract and grow more talent.

• Increase local spending power.

• Expand customer base.

• Build brand awareness.

• Achieve corporate social responsibility.

• Make a difference to the prosperity of their business, the employee and to greater Geelong and the G21 Region.

Good quality employment can:

• Promote recovery and rehabilitation for people with mental health conditions

• Lead to better health outcomes

• Minimise the harmful physical, mental and social effects of long-term sickness absence and worklessness

• Reduce the chances of chronic disability, long-term incapacity for work and social exclusion

• Promote full participation in society, independence and human rights;

• Reduce poverty

Source: An Employers’ Guide to Supported Employment — employing people with a mental health condition, a learning disability and/or autism.

— Kathy Melling and Sue Turner, November 2018

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2. THE PROJECT OBJECTIVES

The project team were asked by the sponsors to create a toolkit, including a self-assessment survey, to help organisations understand their current state and where additional focus may be needed to develop or strengthen inclusivity and build their confidence to employ and retain people from disadvantaged backgrounds.

The desirable project outcomes include:

• That Geelong businesses really understand what inclusivity means: e.g. making the employee really feel that they belong (which is achieved via relationships and communications).

• That this is well understood and embraced by small business in Geelong.

• That we have started a conversation around changing the culture in Geelong.

• That some small businesses may have found some jobs that may not have existed previously.

• That employers understand the benefit and strength of the skills of people in this cohort.

• That the full potential of Geelong is realised.

Toolkits inform changes to practice while appealing to business interests…

• Contributing to better employer understandings of labour market disadvantage and employment barriers for specific groups.

• Appealing to employers’ interests in terms of direct business benefits and opportunities.

• Prompting employers to assess barriers that may exist in their workplace operations, strategies or culture.

• Providing practical tools and guidance to assist employers in adapting human resource policies and practices.

— Van Kooy, 2015

2.1 Leaders for Geelong Project

The project team created a survey tool. The survey has two key purposes:

• Provide organisations with high level self-assessment survey and appropriate links to existing inclusive employment tools.

• Commence mapping of barriers and enablers for Small and Medium Enterprises which will lead to co-design of new inclusive employment tools.

The inclusive employment survey tool is designed to:

• Raise employer’s awareness of postcodes disadvantage in the Geelong labour market.

• Make a business case, or compelling argument for increased workplace diversity and inclusion, by describing the potential benefits to employers.

• Highlight common barriers for this cohort of job-seekers that may exist in workplace culture, management styles, or human resource policies and practice.

• Suggest specific adaptations to business and human resource practices, with accompanying resources such as tips, guidance, templates, and checklists.

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3. THE PROJECT APPROACH

With less than six months to deliver, it was agreed to employ a mixed Waterfall/Agile project management approach. Working to the defined, ambitious timeline set by the Committee for Geelong would enable us to deliver to GROW a bike, that they might themselves, with time, develop to become a sportscar.

A waterfall approach is one where deliverables are articulated from the beginning of a project as tasks are sequenced. An agile approach allows for rapid delivery of a range of tasks with the possibility of review with a refinement as things are delivered.

The mixed Waterfall/Agile Project Methodology enabled the team to develop a survey tool quickly and deliver a product that would live and evolve beyond the project lifespan.

This model helped to determine the technology behind the tool — Survey Monkey. A technology that GROW was already familiar with, therefore not only increasing the likely adoption rate by COMPACT signatories but also providing a familiar, easy to use (and easy to extend) capability.

A brief literature review of the theories/evidence-based research and benefits to the employer was undertaken and enabled the team to develop an understanding and build a narrative on the distinction between diversity and inclusion.

The survey tool was co-designed with key stakeholders, and a pilot period for review enabled feedback to be incorporated into the final product.

— Hickerson, M., 2016

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3.1 Workshopping with our Pilot Organisations

The stakeholders selected to co-design and pilot the survey tool represented a range of different enterprises within Geelong who were already GROW Compact Signatories.

GROW Compact signatories have committed to inclusive workplaces by their act of signing on.

The stakeholder organisations were carefully selected; each chosen either based on existing relationships, their expertise in a related field, or their passion for the cause. The project team and stakeholder organisations collaborated with companies in the Geelong employment ecosystem: G-Force, Matchworks and Northern Futures for an initial roundtable discussion about what might be achieved by working together and testing concepts.

For toolkits to be used successfully, employers already have to be notionally committed to concepts like diversity, recruitment or inclusive employment. — Van Rooy, 2015

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3.2 Other Key Stakeholders Involved in the Toolkit’s Development

In addition to stakeholder organisations, and the acknowledgements called out earlier in this report, the Project Team would like to thank the following organisations for bringing their expertise and experience to the table and engaging in such fruitful, constructive and open conversation.

• The Committee for Geelong

• Give Where You Live

• G21

• AFDO — Australian Field Diversity Program

• Louise Goodwin LfG 2019 from Gforce

• Dean Crewther LfG 2019 from Matchworks

• Sarah Cunningham LfG 2019, and Bryan Moore from Northern Futures

3.3 Project Governance

The Project Team agreed effective communication channels, and Team Rules over a coffee in the first project meeting. Meeting weekly, ensured the rhythm was uninterrupted and despite work, life and geographical challenges there was always a quorum.

The Project Team nominated a Project Manager to develop a detailed plan (Gantt chart) in MS Project, and support the identification of workstream leads for shared accountability and ownership. The Project Manager also ensured that the team provided relevant, detailed monthly status updates to the Committee, and Leadership Program peers.

Project Sponsors were engaged regularly throughout the project period to advise of progress, and provide opportunity for feedback or input as required.

Timeline

March – April

Project Initiation

May – July

Pilot Period

August

Feedback

September

Final Report and Operational Handover

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4. THE TOOL: GROW — LEADERS FOR GEELONG INCLUSIVE EMPLOYMENT SURVEY

The detailed self-assessment tool will allow GROW Compact Signatories to determine their readiness to become an inclusive workplace. A business’ desire to be an inclusive employer is only the start of the inclusive journey and many structural elements need to be in place to successfully employ and retain staff.

In an effort to maximise and encourage participation, the survey tool was developed as an online tool. At the completion of the survey a rating score provides a quantitative measure of the current self-assessment.

Over time the survey can be repeated to assess incremental progress.

The survey tool guides the participant through the five elements of providing an inclusive workplace:

1. Leadership

To understand what level of organisational commitment and leadership exists that supports the development and improvement of inclusive workplaces.

2. Policies & Procedures

To understand what level of written policies and procedures the organisation has that currently supports inclusive work practices and workplace culture.

3. Resources & Capability

To understand the organisational capacity to support the creation of inclusive workplaces.

4. Practice & Inclusion

To understand the formal and informal workplace culture that exists within an organisation that demonstrates inclusive employment practices.

5. Barriers & Enablers

What the known and unknown barriers that may be inhibiting inclusive outcomes are and what are the enablers that can be leveraged to accelerate progress.

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LeadershipPolicies and Procedures

Resources and Capability

Practice and Inclusion

Barriers and Enablers

Each element provides an interdependent building block on which a stable inclusive workplace is built. Each element supports the other; for a company to be a leader in the field a high rating is required across all elements.

By honestly self-appraising the business’ capabilities, the survey tool provides each participant an analysis of five elements required to successfully build more inclusive employment practices and indicates which areas need attention.

The survey tool provides an overall rating, which drives a tangible output that can guide what next steps are required and which can be mapped to the Survey Output Matrix. The matrix allows participants to identify what are the best next steps in becoming a well-rounded inclusive workplace.

The quantitative result also allows for each participating GROW signatory to measure growth and progress over time. This is a powerful enabler for GROW to assist their Compact Signatories to continually progress in creating inclusive workplaces.

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Screenshots of the Survey Tool

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Once completed, the survey results are returned to GROW. This allows GROW to engage directly with the participant, their Compact Signatory, to further develop the policies, procedures and systems that underpin inclusive employment.

5. SURVEY RESULTS

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Once complete, the organisation can review its results against the Survey Output Matrix. The Survey Output Matrix has been developed by GROW and can be most effectively integrated with the survey tool.

The Output Matrix guides an organisation on its current level of inclusive employment and provides specific guidance to enable tangible, measurable “next steps” for the organisations to undertake and progress.

5.1 Survey Output Matrix

Emergent 0% to 40%: Basic level Inclusive Employment with minimal measures in place to encourage. Inclusive Employment is largely uncoordinated and uncontrolled with major opportunities for change and value improvement

Developing 41% to 60%: Core Inclusive Employment foundations are in place, however Inclusive Employment is seen as an add on rather than an intrinsic practice of the organisation

Advanced 61% to 85%: Solid Inclusive Employment policies, procedures and systems are in place. Inclusive Employment activity is strategic and aligned to the organisational objectives

Leading 86% to 100%: Inclusive Employment is seen as a key part of the organisation with influence and involvement at senior levels of the organisation. Inclusive Employment is embraced strategically, culturally and in practice. The organisation influences others to be Inclusive Employers.

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GROW Compact Action PlanInclusive Employment Development Model

Emergent

Basic level Inclusive Employment with minimal measures in place to encourage. Inclusive Employment is largely uncoordinated and uncontrolled with major opportunities for change and value improvement.

Dimension Question Current Status Opportunity

Lead

ersh

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What is the level of executive management support for Inclusive Employment?

The executive do not view Inclusive Employment as a strategically important area of the organisation. There is little oversight or input into Inclusive Employment strategies and activities.

Raise awareness and understanding of Inclusive Employment issues across the organisation, identifying key drivers for why the organisation should view Inclusive Employment as strategically important. These could include labour market shortages, corporate social responsibility, diversity, connection with specific cohorts of jobseekers, commitment to community and/or meeting social procurement clauses. Undertake assessment of organisational capacity for Inclusive Employment.

Res

our

ces

and

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apab

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Do you have partnerships with local support services for Inclusive Employment pathways within your organisation? (including employment services or training organisations)

There is little or no engagement with local support services for disadvantaged job seekers.

Research and engage with good quality local support services for disadvantaged jobseekers. Find out what their placement outcomes are like and understand what their barriers to success are e.g. lack of job placements, lack of ability to engage with employers. Engage with 1 or 2 depending on level of vacancies/labour you have/need and discuss and identify with each agency what types of roles might be suitable for their clients.

Po

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Pro

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Do recruitment policies, processes and practice reflect leading practice approaches to Inclusive Employment and act in a way to reduce barriers to applying for disadvantaged job seekers?

The organisation is open to disadvantaged job applicants but have made no or little changes to recruitment policies, processes and practices.

Rewrite all job ads to be in Plain English with option of delivering applications by hand. Discuss policy framework to support ensure applications are encouraged from all including those who are long term unemployed, or if targeting a particular cohort of job seekers encourage applications from that cohort. Ensure recruitment panels have had training to remove barriers to seeing value in disadvantaged jobseekers when assessing applications and interviewing.

Pra

ctic

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How are staff engaged in the delivery of Inclusive Employment in the workplace and what strategies are in place to support employees with barriers?

Leadership or HR have committed to Inclusive Employment and provision of post placement support but have not assessed barriers, opportunities or broader staff capacity.

Identify key personnel to undertake training that will assist in providing post placement support and the identification of potential barriers and opportunities related to the retention of disadvantaged jobseekers. Establish, or undertake review of, organisational induction / orientation / performance management process to ensure they are supportive and inclusive of varying capacity and needs.

Bar

rier

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Op

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How do employment conditions support sustainable employment for people with barriers to work?

The organisation is yet to review the potential specific employment conditions that support employees who are experiencing challenges to retaining jobs, appropriate to this workplace.

Review employment conditions that support sustainable employment for people with barriers such as flexible hours, 48/52, access to appropriate leave e.g. carers leave, job sharing or job carving


Developing

Core Inclusive Employment foundations are in place, however Inclusive Employment is seen as an add on rather than an intrinsic practice of the organisation

Dimension Question Word Picture Intervention

Lead

ersh

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The executive demonstrates support for Inclusive Employment and an understanding of the potential benefits of Inclusive Employment and are providing input into Inclusive Employment strategies and activities.

Build a Business Case for Inclusive Employment which fully articulates benefits to the organisation for Inclusive Employment. The Business Case may also identify specific cohorts of jobseekers the organisation sees value in targeting initially. Seek to strengthen the understanding and appreciation of Inclusive Employment by gaining approval to adequately resource Inclusive Employment initiatives and through tracking and reporting. These benefits should link closely with organisational objectives.

Res

our

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Partnerships have been formed with local support services for disadvantaged job seekers and their candidates are considered for organisational vacancies.

Ringfence jobs where jobseekers put forward from local support services are at a minimum guaranteed an interview and the goal is to fill the role with a jobseeker from a local support service where possible. Create a partnership with local support services that allows them to continue to support employee once in position in an ongoing capacity (beyond 26 weeks) and also provide support to organisation to integrate employee and troubleshoot issues.

Po

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Disadvantaged job seekers are actively and respectfully encouraged to apply through job ads e.g. ‘x is an inclusive employer and encourages applicants from a wide range of backgrounds (or specific backgrounds if particular cohort is being targeted)’. Job ads are in Plain English and applications can be made by hand as well as online.

Complete a skills forecast and assessment to identify which jobs could be suitable for disadvantaged jobseekers. These may vary vastly according to cohort so is best discussed and designed with job support agencies with expertise with long term job seekers or a specific cohort. e.g. barriers to work may be very different for an aboriginal jobseeker and a jobseeker with a disability. Ring fence identified jobs that selected cohort will have guaranteed interviews for.

Pra

ctic

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d In

clus

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Leadership and HR are committed to Inclusive Employment and the provision of post placement support, and are actively championing it throughout the organisation,and attempting to develop policies and practice that reduce barriers and support ongoing retention and sustainability of employment. Organisation has an established induction / orientation / performance management program that supports the integration of disadvantaged jobseekers in to the workplace.

Provide Inclusive Employment (general or specific to cohort) training to staff across the organisation to help integrate employees more effectively into the workforce. Develop peer mentoring and buddying programs to support people in the workplace, providing training to staff to undertake this role and linking this to professional development and management objectives for staff. Consider opportunity to track retention of disadvantaged job seekers within the workplace, where relevant in partnership with support services.

Bar

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The organisation has identified employment conditions that support sustainable employment for people with barriers and is updating policy and practice (e.g. flexible hours, 48/52, access to appropriate leave e.g. carers leave, job sharing or job carving).

Implemented the new employment conditions by updating the policy and associated practice.

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Advanced

Solid Inclusive Employment policies, procedures and systems are in place. Inclusive Employment activity is strategic and aligned to the organisational objectives


Lead

ersh

ip


The executive understand and support Inclusive Employment as a significant objective for the organisation. The Business Case for Inclusive Employment has been articulated and is championed by the executive to the rest of the organisation. The executive provide enough resources to implement Inclusive Employment strategies.

Create detailed and comprehensive communication plans and engagement models to demonstrate the impact and show case successes of Inclusive Employment that can be promoted internally and externally. Ensure Inclusive Employment remains an ever improvable target by keeping as an item on executive and Board agendas. The executive should authorise the organisation to mentor and capacity build suppliers and other organisations to inclusively employ.

Res

our

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Organisational vacancies are ringfenced for candidates from GROW target communities, with a range of local support service partners. Partners provide ongoing support to placed employees and to organisation to ensure sustainability of employment.

Develop a strategic demand-led approach to inclusive employment by working closely with local support services to design inclusive workforce planning strategies, co-designing training (both technical skills and employability skills) to create specific pathways for disadvantaged job seekers into roles at the organisation. This may mean engaging with a third party training and education partner. Ongoing support should be given to employees and organisation and used to reflect on best practice and lessons learned to improve approach for increased successful employment outcomes.

Po

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Pro

ced

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A commitment has been made for organisational vacancies to be ringfenced for disadvantaged job seekers. These candidates are guaranteed an interview for specific jobs.

With expert advice from partner agencies write Inclusive Employment policies and practices into mainstream recruitment policies. Regularly review them based on well documented success and failures in Inclusive Employment recruitment processes and placements. Remain ambitious in increasing Inclusive Employment by extending to general recruitment once successful processes have been established and setting high targets (e.g. 10%+ of workforce).

Pra

ctic

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d In

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Appropriate training and / or resources are provided to staff throughout the organisation to ensure ongoing support of disadvantaged job seekers succeeding in the workplace. Peer mentoring and buddying has been built into the policy framework, including performance management, and is seen as a professional development opportunity for staff.

Build a program to engage all staff in buddying and mentoring employees who have come in through inclusive employment pathways. Staff can contribute to policies and practices such as, performance management, recruitment and workplace culture based on what they learn from their buddying/mentoring experiences. Develop measurement tools and report on how effective mentoring and buddying is in helping sustain employment for employees coming through Inclusive Employment pathways as well as impact on staff who are mentoring/buddying. Consider the establishment of formal EAP program if considered appropriate to the workplace.

Bar

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The organisation has implemented new employment conditions and has an updated policy and practice (e.g. flexible hours, 48/52, access to appropriate leave e.g. carers leave, job sharing or job carving).

Establish an employment conditions evaluation process which involves both executive and employees.

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Leading

Inclusive Employment is seen as a key part of the organisation with influence and involvement at senior levels of the organisation. Inclusive Employment is embraced strategically, culturally and in practice. The organisation influences others to be Inclusive Employers.


Lead

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The executive act as Inclusive Employment Champions both internally and externally to the organisation influencing others, including their suppliers, to move to an Inclusive Employment model. The executive clearly demonstrate an ongoing oversight and support toward Inclusive Employment strategies and activities and includes these on the agenda as part of executive meetings.

Provide ongoing opportunities for professional development including mentoring both internally and external to the organisation and present at relevant forums.

Res

our

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A strategic demand-led approach is used where the organisation and local support service partners discuss work force planning and skills requirements. Partners work with candidates from GROW target communities to ensure they have the right skills required for upcoming organisational vacancies.

The leading approach to partnership with local support services for disadvantaged jobseekers is consistently reviewed and improved to maintain quality and increase employment outcomes. The partnership share best practice and lessons learned publicly and mentor/capacity build suppliers and other organisations.

Po

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Leading practice Inclusive Employment is embedded into recruitment policies, processes and practices creating real systemic change. On a regular basis these recruitment policies, processes and practice are assessed and reviewed. High Inclusive Employment targets are set (e.g. 25%) and disadvantaged job seekers are considered for general roles as well as ringfenced jobs for those referred by partner organisations.

Mentor and capacity build other organisations including suppliers around best practice Inclusive Employment recruitment policy and practice.

Pra

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d In

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The culture of the organisation wholly supports Inclusive Employment and staff are actively engaged in activities such as buddying and mentoring disadvantaged jobseekers. The impact on sustainability of employment of employees coming through Inclusive Employment pathways and the impact on staff mentoring/buddying is measured and reported on transparently.

Staff and Leadership share the lessons and successes as well as mentor and capacity build staff in other organisations, including suppliers, to have quality staff engagement in supporting employees coming through Inclusive Employment pathways to sustaining employment in the workplace.

Bar

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The organisation has leading practice employment conditions and undertakes to involve employees in development and/or review of Inclusive Employment policy and processes, including ongoing review of flexible work arrangements and conditions that can support individual needs of employees.

Mentor and capacity build other organisations, including suppliers, on creating systemic change to HR and management systems to improve Inclusive Employment outcomes.

6. REFLECTIONS ON LEADERSHIP

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6.1 Mission driven. Belief in the project. One shared vision.

Each of the people on the GROW project team picked this project as their first choice to deliver something for Geelong. Having an emotional attachment to bettering outcomes for more vulnerable people in the community gave the team a drive and personal investment in ensuring the project was successful.

The 2018-19 Leaders for Geelong alumni was marked by good humour and honest dealings. From the opening residential, egos were kept in check by good humour. The honesty of sharing good and bad life experiences led to a close cohort. In terms of leadership lessons, this genuine connection and friendship achieved far better outcomes than would have been possible, potentially, had we simply formed a ‘network’.

The team assembled for the GROW project looked, on face, to comprise a healthy dose of ‘alpha’ personalities. This led to some teasing about how everyone in this group would be ‘in charge’. What started in jest became a team mantra, a minimum standard and call to step-up from each. A co-operative and not competitive arena, doubling-down on our individual strengths.

Team rules were established, which included an agreement to manage egos and leave them at the door. It was agreed that each would get out what was put in and that each would support one another to dig deep. This would prove vital as the pressures of life and of the ‘day job’ encroached on the project.

To ensure enough time was devoted to competing priorities, the deliverables were carefully project managed. An operating rhythm of weekly meetings was established and throughout the project this time was respected with almost 100% attendance from all members. A range of difficulties hit different team members at different times. Members were supported to step out for brief periods to deal with other pressing matters. There was a grace in this that was borne of the acknowledgement that when needed all would lift. An authentic and genuine support grew over time and the GROW ‘team’ became the GROW ‘family’.

We wanted to become the trickle that would become a torrent in terms of inclusive employment in the Geelong region.

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APPENDIX 1: PROJECT PARTNERS

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Harvest Talent Recruitment and People Solutions is more than just recruitment. Harvest is an end-to-end employee lifecycle HR services firm.

From humble beginnings, led by Founder and Director Maree Herath, Harvest has grown into a strong, professional brand expanding its profile and is now a major player in the Talent Recruitment, Industrial, HR / People Solutions and Careers arenas.

As Geelong has transformed over the past few years, Harvest has continued to adapt and embrace the notion of strong economic prosperity in the region and the unprecedented opportunity provided by population growth.

The team at Harvest are renowned for having their finger on the pulse understanding the changing business landscape and impact on employers and job seekers alike.

In early 2019, officially a COMPACT Signatory of GROW, the team at Harvest developed its first Geelong HR Index designed to help employers to gain a clearer picture of Geelong’s current employment trends, challenges and potential opportunities.

The HR Index highlighted postcode disadvantage, including Corio, Norlane and North Shore (3214) and Breakwater, East Geelong, Newcomb, St Albans Park, Thomson and Whittington (3219). And in doing so began its journey of reporting analytics and trends specifically targeted towards Postcode 3214 and 3219.

The Harvest team are Geelong-proud, and demonstrate their commitment to the Geelong community through memberships with the following organisations: GROW, Localised, Geelong Chamber of Commerce, Geelong Business Club, VECCI and AHRI.

We thank Maree, and her team for their commitment and honest contribution to developing the GROW tool and look forward watching the partnership between GROW and Harvest beyond the life of the Geelong Inclusive Employment Project.

Working with Maree was an absolute pleasure, and her knowledge of analytics in helping develop the tool was invaluable and her extensive knowledge and experience in the HR and talent sector. — Freya Fidge, Leaders for Geelong 2019

The Geelong Inclusive Employment project has been integral in raising awareness of employers to inclusive employment. The analytical tool will assist the region’s employers develop their capability to become inclusive workplaces. — Maree Herath, Director, Harvest Talent Recruitment and People Solutions

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Corio Waste was not only founded in Geelong, it is an organisation that lives and breathes its commitment to Geelong and the GROW network.

Its namesake, from our beloved Corio Bay, has been led by Geelong Dickens family since 1996.

As part of the first cohort to complete its 2017/18 Compact Action Plan, the Corio Waste group have been leaders in this space supporting the G21 and Give Where You Live initiative. Furthermore, by incorporating its commitment to Localised; a business procurement network connecting employers with local suppliers, Corio Waste is a key partner for these organisations helping to tackle disadvantage.

We know from the research commissioned by GROW, less than half of $17 billion of business procurement in the G21 region each year goes to local suppliers. To do its part, Corio Waste has set a target of increasing the percentage of operating expenditure from suppliers from the G21 region, initially by 10% of the previous year baseline.

We know too, employment created as a result of the Localised commitment will target entrenched joblessness and disadvantage in partnership with GROW, the G21 Region Opportunities for Work program. Corio Waste have been instrumental leaders in incorporating its aspirational targets into operational procedures and reporting accountabilities.

To read more go to https://grow.g21.com.au/get-involved/compact-action-plans.

We thank the Corio Waste team for its leadership in this space, continued investment in the GROW initiatives and support of our 2019 Geelong Inclusive Employment Project.

Corio Waste are an impressive outfit that have had some real success with employment of people with disability and people from the lower socio-economic areas of Geelong. — Anne-Louise Dawes, Leaders for Geelong 2019

Corio Waste Management was really happy to combine with Give Where you Live and the project team from Leaders for Geelong. We have had a close relationship with Give Where you Live for some time and have always received great support from them on how to recruit and do business in a way that benefits the community we serve. — Tim Langler Manager Improvement and Innovation, Corio Waste Management

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Hanlon Industries is a proud, independent, family-owned and family-run enterprise with almost two decades of demonstrated success in its industry.

As a specialist steel fabrication, mechanical maintenance, labour hire, commercial building and construction company, Hanlon Industries is committed to providing a safe and stimulating work environment with a strong and focused people values proposition.

Hanlon Industries values are realised through the leadership and commitment of the organisation within the community. It is clear, working with Elly Hanlon, General Manager People, Admin and Safety, that people and community are the cornerstone of how Hanlon truly put people first.

Located in the heartland of postcode 3214, the team at Hanlon Industries can, and have, lived their commitment to the G21 and GROW initiative through real employment examples.

It is through these examples that the invaluable lessons and contributions can be shared with other organisations facing challenges and barriers to achieving a successful inclusive employment opportunity.

We thank the Hanlon Industries team for its very real contribution to our project, specifically Elly for helping us realise the true barriers that can face organisations in successfully implementing an effective inclusive employment opportunity for disadvantage. Your contribution has been invaluable for our 2019 Geelong Inclusive Employment Project.

Every time I’ve interacted with Elly I’ve been blown away by her passion for the community, and the support that she provides to Hanlon employees, which goes above and beyond. They are an amazing Geelong success story, and I am in no doubt that this is because of the Hanlon values and the commitment that they have to their people. — Jason Wilde, Leaders for Geelong 2019

I have thoroughly enjoyed working with the Geelong Leaders on the Inclusive Employment Tool development project. It is refreshing and rejuvenating to hear from such passionate individuals. There is no quick fix when dealing with disadvantage, however this tool will certainly play a part in working towards change. — Elly Hanlon, General Manager People, Admin & Safety,Hanlon Industries

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Aus Pits calls Geelong home.

With its head office located locally in Breakwater, Aus Pits point of difference with its competitors is its nationwide coverage, including offices in Sydney and Northern NSW, as well as five manufacturing sites in Victoria and three in NSW, Aus Pits have a proven track record for offering the market coverage and support required to meet project deadlines for its clients.

Beyond the products and services that Aus Pits provide to the construction industry, Aus Pits is a local leader supporting the G21 and GROW initiative.

Aus Pits joined the force, and in 2017/18 was named one of the first to complete its GROW Compact Action Plan. Through extensive actions, particularly in the leadership, education and training streams, it is clear that Aus Pits as an organisation is committed to the cause.

One of the features of the partnership has been Aus Pits job carving exercise where, through the guidance of the Diversity Field Officer programme a number of roles have been created leading to efficiencies in production processes while at the same time offering job opportunities to individuals living with a disability.

We thank Cameron Shepherd for his support of the initiative on behalf of Aus Pits in helping the team test the tool and taking the time to provide feedback, helping us to refine a successful tool for our 2019 Geelong Inclusive Employment Project.

Being a part of the LfG GROW project has given me the insight that an inclusive workplace has deep and significant impact on the social fabric of our community. — Chris Balazs, Leaders for Geelong 2019

GROW makes sense to a business like ours which has always sought to build strong relationships within the community and employ locally. We look forward to our continued partnership with GROW and its network of providers. — Cameron Shepherd, National Human Resources Manager, Aus Pits

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Paul Kelly Creative is as local as its founder, Paul Kelly.

A small business located in the heart of Geelong, Paul has over 20 years’ experience in both the graphic design and printing sectors.

His focus is hands-on, and his success is achieved through strong relationships. His passion goes beyond his creativity and extends to his commitment to the Geelong community and a signatory to the G21 and GROW initiative.

By signing the GROW Compact, PKC has committed to integrate the GROW philosophy; simply, that a prosperous community cares; into his own company’s values and daily operations.

As a small business owner, PKC understand the challenges of how GROW can come to life in an organisation which is not resource heavy.

And on the other hand, how inclusive employment in Geelong can extend beyond the traditional forms of direct employment and into the space of community engagement and Localised procurement initiatives.

As a GROW signatory and a small business, direct employment opportunities may be limited but does not stop Paul and his team in working with other organisations to help stimulate inclusive job growth and increase local investment to maximise economic and social outcomes in targeted areas across the G21 region. These local organisations will work collectively to maximise the value of their procurement spend by focusing on local content and social outcomes to create job opportunities.

It is through Paul’s leadership, his relaxed easy-going manner that can help influence and shape others commitment to the G21 and GROW initiative.

The Geelong Inclusive Employment Project team would like to thank the Paul Kelly Creative team, particularly Kris Kelly for her insights to the challenges that face small businesses in this space but likewise for her contribution how we can overcome some of these challenges to create opportunity.

It has been a pleasure to work with Kris to gain the perspective of a professional small business committed to the Geelong community. Her honesty and input has helped shape the tool to be beneficial for all businesses that will utilise it. — Anthony Byrne, Leaders for Geelong 2019

It’s been an honour and a pleasure to participate in the feedback component of the Inclusive Employment Tool development for the Leaders Program. Anthony and his dedicated team members have worked diligently to create a tool that is relevant and purposeful. — Kris Kelly, Project Manager, Paul Kelly Creative

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APPENDIX 2: REFERENCES

1. ACT Government – Education (n.d.), Valued, Connected, Confident: Access and Inclusion (Disability) Employment Action Plan 2019-2023 retrieved from https://www.education.act.gov.au/__data/assets/pdf_file/0006/1372389/Access-and-Inclusion-Employment-Action-Plan_Final-Web.pdf

2. Aitkin, Anthony (2019), Facebook retrieved from https://www.facebook.com/photo.php?fbid=405387220184378&set=a.100218237367946&type=3&theater

3. Australian Human Rights Commission (May 2010), Workers with Mental Illness: A Practical Guide for Managers 2010 retrieved from www.humanrights.gov.au/disability_rights/publications/workers_mental_illness_guide.html

4. Aus Pits (2019) http://www.auspits.com.au/

5. Deloitte, in collaboration with The Rockefeller Foundation (2014), A Guide to Recruiting and Hiring the Long-Term Unemployed: A Handbook for Employers retrieved from https://www2.deloitte.com/content/dam/Deloitte/us/Documents/about-deloitte/us-employer-handbook-recruiting-and-hiring-the-long-term-unemployed.pdf

6. Corio Waste Management (n.d.) https://www.coriowm.com.au/

7. GROW Report Card # 3 (2019) retrieved from https://grow.g21.com.au/wp-content/uploads/pdf/GROW-REPORT-CARD-2019.pdf

8. GROW G21 Regional Dashboard (2019) retrieved from https://public.tableau.com/profile/grow1467#!/vizhome/GROWG21RegionalDashboard/GROWStory?publish=yes

9. Hanlon Industries (n.d.) https://www.hanlonindustries.com.au/

10. Harvest HR (2019) https://www.harvesthr.com.au/

11. Harvest Talent Recruitment and People Solutions (2019, 7 May) Harvest Quarterly Review – Jan to Mar 2019 retrieved from https://www.harvesthr.com.au/2019/05/harvest-quarterly-review-jan-to-mar-2019/

12. Melling, K., Turner, S., (2018) An Employers Guide to Supported Employment – Employing people with a mental health condition, a learning disability and / or autism retrieved from https://www.base-uk.org/sites/default/files/knowledgebase/HWA_Report_Final_Edit.pdf

13. Mission Australia (2018), The Next Generation of Employment Services – Employment Services Review 2018 Submission retrieved from file:///C:/Users/fidgefre/Downloads/The%20Next%20Generation%20of%20Employment%20Services.pdf

14. OECD LEED Programme and the World Association of Public Employment Services (2012), Tackling Long-Term Unemployment Amongst Vulnerable Groups retrieved from https://www.oecd.org/cfe/leed/Tackling%20Long_Term%20unemployment_%20WP_covers.pdf

15. Paul Kelly Creative (n.d) https://www.paulkellycreative.com.au/

16. Van Kooy, John (2015), Employer Toolkits: Building more inclusive workplaces? retrieved from https://www.bsl.org.au/research/browse-publications/employer-toolkits-building-more-inclusive-workplaces/

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ADDITIONAL RESOURCES

1. ACT Council of Social Service Inc, (2019), Aboriginal and Torres Strait Islander Cultural Awareness Self-Assessment Toolkit: Good practice standards for culturally appropriate community services retrieved from https://www.actcoss.org.au/sites/default/files/public/publications/gulanga-cultural-awareness-self-assessment-toolkit-casat.pdf

2. Australian Human Rights Commission, (n.d.) Workplace Cultural Diversity Tool retrieved from http://culturaldiversity.humanrights.gov.au/home.html

3. Australian Human Rights Commission, (n.d.) Toolkits, guidelines and other resources retrieved from https://www.humanrights.gov.au/employers/toolkits-guidelines-and-other-resources

4. Australian Human Rights Commission (2016), Willing to Work – National Inquiry into Employment Discrimination Against Older Australians and Australians with Disability – Good practice example: A resource for employers retrieved from https://www.humanrights.gov.au/our-work/disability-rights/publications/willing-work-good-practice-examples-employers-2016

5. Australian Network on Disability, (n.d.) Access and Inclusion Index retrieved from https://accessandinclusionindex.com.au/overview/

6. Australian Network on Disability, (2018), Top takeaways from Diversity Council Australia event on workplace mental health retrieved from https://www.and.org.au/articles.php/38/top-takeaways-from-diversity-council-australia-event-on-workplace-mental-health

7. Australian Network on Disability (n.d.), Access & Inclusion Index retrieved from https://accessandinclusionindex.com.au/overview/comprehensive-self-assessment/

8. Canadian Centre for Occupational Health and Safety, (n.d.), OSH Answers Fact Sheets retrieved from https://www.ccohs.ca/oshanswers/psychosocial/mentalhealth_risk.html

9. City of Ryde, (n.d.) City of Ryde Social Inclusion: Social Inclusion and Diversity Checklist retrieved from https://www.ryde.nsw.gov.au/files/assets/public/community/2018-02-social-inclusion-and-diversity-checklist.pdf

10. Coleman, B., (2018), Forget The ‘Business Case’ For Diversity And Inclusion retrieved from https://www.forbes.com/sites/forbescoachescouncil/2018/01/23/forget-the-business-case-for-diversity-and-inclusion/#6ec33a4e4a90

11. Council of Small Business Organisations Australia (COSBOA) in association with 89 Degrees East and Truth-Serum, (2018), Making it Easier for Small Business to employ people with disability retrieved from https://www.dss.gov.au/disability-and-carers-research-and-data/making-it-easier-for-small-business-to-employ-people-with-disability-research-report

12. Deloitte Development LLC, (2019) A new home at work: An employer’s guidebook to fostering inclusion for refugee employees retrieved from https://www.tent.org/resources/employers-guide-refugees-workplace/

13. Disability Awareness, (2019), Disability Awareness: An Introduction to Disability retrieved from https://disabilityawareness.com.au/?doing_wp_cron=1554850019.4073159694671630859375

14. Diversity Council of Australia, (2019), Business Case for Diversity & Inclusion: Develop your own D&I business case retrieved from https://www.dca.org.au/di-planning/getting-started-di/business-case-diversity-inclusion

15. Donaldson, D., (2018), Making the case for diversity: what is the evidence? Retrieved from https://www.themandarin.com.au/91690-making-the-case-for-diversity-what-is-the-evidence/

16. Dubey, R., Hirsch, A., (2018) Viewpoint: Building a Business Case for Diversity and Inclusion retrieved from https://www.shrm.org/resourcesandtools/hr-topics/behavioral-competencies/global-and-cultural-effectiveness/pages/viewpoint-building-a-business-case-for-diversity-and-inclusion.aspx

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17. Federation of Ethnic Communities Councils of Australian, (n.d.), Harmony and Productivity retrieved from http://fecca.org.au/resources/harmony-and-productivity/International Labour Organization, (2016),

18. Promoting diversity and inclusion through workplace adjustments: a practical guide retrieved from https://www.ilo.org/wcmsp5/groups/public/---ed_norm/---declaration/documents/publication/wcms_536630.pdf

19. Hava, C., (2018), The business case for diversity retrieved from http://www.hrmonline.com.au/topics/culture-and-diversity/business-case-diversity-ahri/

20. Michelle, K., (2018), Why focusing on the “business case” for diversity is a red flag retrieved from https://qz.com/work/1240213/focusing-on-the-business-case-for-diversity-is-a-red-flag/

21. Migration Council of Australia. (2019), Australian Employers Guide to Hiring Refugees retrieved from https://fni.org.au/wp-content/uploads/2019/02/Australian-Employers-Guide-to-Hiring-Refugees-25-January-2019.pdf

22. Diversity Council Australia, (n.d.) Knowledge Program Suite retrieved from https://www.dca.org.au/membership/member-services/knowledge-programs

23. Morley, T., (2018), Making the business case for diversity and inclusion retrieved from https://www.emeraldinsight.com/doi/full/10.1108/SHR-10-2017-0068

24. NADA, (n.d.), Aboriginal Inclusion Tool: A tool to improve Aboriginal inclusion in AOD services retrieved from https://www.nada.org.au/resources/aboriginal-inclusion-tool-2/

25. NSW Government – Public Services Commission, (2018), Diversity and inclusion in the NSW Public Sector: A conversation retrieved from https://www.psc.nsw.gov.au/workplace-culture---diversity/diversity-and-inclusion/a-conversation/a-conversation

26. NWMR Koolin Balit PCP Consortium, (n.d.), The Building Blocks to Organisational Cultural Responsiveness Toolkit retrieved from http://inwpcp.org.au/toolkit-main-page/

27. Rohwerder, B., (2017), Impact of diversity and inclusion within organisations retrieved from http://www.5050foundation.edu.au/assets/reports/documents/Diversity-Report-2017.pdf

28. Salesforce Essentials, (2018), Why Equality and Diversity Need to be SMB Priorities retrieved from https://smallbiztrends.com/2018/03/small-business-equality-and-diversity.html

29. The Auckland Co-Design Lab, (2016), The Attitude Gap Challenge: A South Auckland Employment and Skills Challenge retrieved from https://static1.squarespace.com/static/55ac5ee5e4b08d4c25220f4b/t/5ab37c25758d46f90e271b4d/ /Attitude+Gap+Challenge+Final+report.pdf

30. The Cultural Competence Program, (2018) Cultural Competence Program retrieved from https://cultural-competence.com.au/home

31. The University of Sydney Business School, (2018), Benchmarking Diversity and Inclusion Practices in Australia retrieved from https://www.dca.org.au/research/project/benchmarking-diversity-and-inclusion-practices-australia

32. Trenerry, B., Franklin, H., Paradies, Y., (2010), Victorian Health Promotion Foundation 2010 Review of audit and assessment tools, programs and resources in workplace settings to prevent race-based discrimination and support diversity retrieved from https://www.vichealth.vic.gov.au/~/media/ResourceCentre/PublicationsandResources/Discrimination/Workplace_discrim_review.ashx

33. Ways To Welcome; a project funded by the National Disability Insurance Agency (NDIA), (n.d.) You’re Welcome retrieved from http://waystowelcome.org/

34. Workplace Strategies for Mental Health, (n.d.), Inclusivity and Discrimination retrieved from https://www.workplacestrategiesformentalhealth.com/job-specific-strategies/inclusivity-and-discrimination

35. Worksafe Victoria, (n.d.), WorkWell Toolkit: Helping you to create positive, mentally healthy workplaces retrieved from https://www.workwell.vic.gov.au/toolkit

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