Goal One - Inclusive and accessible services
Strategies:
Recruitment
The MFB commits to the development and implementation of a recruitment strategy and practices that encourage and attract a diversity of applicants. Current recruitment practices will be reviewed to ensure that people who apply for positions at the MFB are not disadvantaged as a result of their race, gender, disability or ethnic background.
The recruitment strategy may involve a number of actions which range from including a statement on diversity in all positions descriptions, to advertising vacancies in niche markets and networks such as Indigenous, women and multicultural organisations, media and employment agencies, to developing and implementing a number of programs that assist under-represented groups to improve their chances in gaining employment with the MFB. These may include pre-employment programs, mentoring schemes and traineeships.
Retention and Training
The MFB’s organisational culture and environment have a significant impact on the inclusion and retention of diverse employees. Recruitment practices need to be supported by internal diversity management arrangements that promote retention and prevent loss of employees for reasons associated with conformity, uniformity and homogeneity of the workforce.
Diversity management arrangements may include but are not limited to the following actions:
- The development and delivery of comprehensive cross-cultural training program commensurate with the various levels of seniority and functions in the organisation. Such a program includes:
- General diversity awareness training delivered to all existing and new employees
- Tailored diversity training to be developed and delivered to supervisors, managers, executive managers and directors
- Tailored diversity training to be developed and delivered to firefighters post their initial 14 weeks of training and during their subsequent four years and then at each promotional course undertaken. Such training will range from the general to more specific and in-depth up-skilling in diversity competence relating to many of the diversity dimensions.
- Such training to be established as an on-going annual program to be evaluated and linked to performance appraisal for senior managers
- Establishing an internal Diversity Interest Group open to all staff members with an interest in diversity to attend regular meetings where diversity issues are discussed and opportunities are created to further staff’s understanding and appreciation of diversity and to give them the skills and confidence to be internal diversity champions,
Other initiatives which support retention and the cultural transformation of the organisation into a diversity inclusive workplace may include:
- Incorporate awards on championing diversity into existing MFB employees awards program
- Incorporation of diversity as key performance indicator in key Directorates’ annual business plans
- Acknowledgment and celebrations of staff cultural, racial, gender and religious identities via existing state and national events such as: International Women’s Day, Cultural Diversity Week, Reconciliation and NAIDOC week, International Day for People with Disabilities
- Flexible leave policy that acknowledges religious and cultural observances and requirements as well as the parental or carer demands on staff across the organisation
- Professional development opportunities that enable MFB personnel to gain insight, knowledge and skills in successful practice on diversity
- Opportunities for job seekers from under-represented groups to undertake work experience at the MFB and in various roles
Organisation’s Public Image
The MFB’s public image is largely derived from the MFB’s personnel contact with the public, as well as through the various publications, educational campaigns, events and media reporting.
Through its public image, the MFB is able to attract the attention and interest of under-represented groups in its existing workforce. Images that appear in MFB’s publications, internet website, publicity and educational campaigns can affect the way the community views the MFB. They need to show the diversity in our workforce to support efforts to recruit from diverse groups.
The MFB’s public image is further enhanced through its public statements on diversity, its support for diversity groups and events, its participation in local communities’ significant celebrations, its flying of the Aboriginal flag on NAIDOC and Reconciliation weeks, its acknowledgment of Aboriginal people in MFB’s public events and MFB stations, and through the fire trucks that feature specific community’s art work such as the Indigenous and Vietnamese fire trucks already in operation.
Internal Communication
Internal communication in an environment such as the MFB is a challenge due to the scattered nature of the operational staff and the shift work patterns. A variety of methods is required to ensure that key messages reach a majority of people.
Diversity initiatives, policies and events need to be communicated on regular basis and through all existing methods available such as: Firecall, Firevision, intranet website, email system, direct mail, posters at stations, Firemark, Chief’s Corner, and others.