Diversity and Inclusion Framework Diversity and Inclusion Framework | Page 16

FOCUS AREA
WHO
Training in affinity bias
has been conducted for
all staff who participate in
recruitment activities. PC&P
RI
Working
arrangements Policies and practices reflect
inclusion principles. PC&P
Workplace
culture Develop a working knowledge of
the migration experience
Develop an understanding of the
refugee experience. Training of staff to improve
knowledge and skills in
working with CALD.
Staff report understanding
and awareness of migrant
and refugee experience.
The number of partnerships
that have been developed
with Migrant and Refugee
organisations. RI
PL’s
Culturally and Linguistically Diverse (CALD)
Australia has a culturally diverse population, and Interrelate services need to be inclusive of
all families who are part of our multicultural society. The term “culturally and linguistically
diverse” (CALD) is commonly used to describe people who have a cultural heritage
different from that of most people from the dominant Anglo Australian culture. Interrelate
is committed to building an effective organisation that is safe, responsive and culturally
appropriate in meeting the needs of CALD staff, individuals, families and communities, by
supporting the strengths that reside in those communities. To do this we need to recognise
that people from culturally and linguistically diverse backgrounds are all unique. There
are many different cultural and ethnic groups, considerable diversity within each of these
groups, as well as many other factors which affect each person’s identity, including people
who may have a bicultural or multicultural heritage. It also requires the organisation to
acknowledge and respect the individual rights of these individuals to practice their faith,
cultural practices and customs and to embrace what makes us unique.
MEASURE OF
SUCCESS
Work to increase awareness of
the effects of affinity bias and
other unconscious biases, through
training and prompts to serve as
reminders before panels meet to
make hiring decisions.
Review policies and practices to
identify and remove systemic
barriers to inclusion.
Recruitment
ACTION PLAN
ACTIONS
Identify practices and systems that
hinder cultural competency.
Leadership
Communication
Customer
service
Develop opportunities to increase
understanding of people from
diverse backgrounds.
Foster inclusive cultures by
celebrating days of significance to
our wider communities including
Harmony Day. Build key events into
the annual marketing calendar.
Foster inclusive cultures by
celebrating the diversity of our staff
through communication strategies
to all staff.
Use an accredited professional
interpreter when a person is unable
to communicate effectively in
English.
Monitor access to services by
people from culturally and
linguistically diverse backgrounds
through data collection.
Modify service delivery to support
cultural inclusion.
A culturally aware workforce
supports diversity in service
delivery.
Case-studies for the annual
report (1-2) to showcase
our work with CALD
communities.
Sites report on activities
that they have initiated or
participated in that celebrate
CALD communities.
BDM’s
PL’s
Marketing
Team
BDM’s
PL’s
Marketing
Team
Staff stories promoted to
inform and educate staff.
Staff are competent in
PL’s
accessing interpreter services
and actively use these
services when needed.
Data Team
The percentage (%) of CALD
clients in regions in line with
ABS data (CRM).
Programs reflect client needs.
Client satisfaction reflects
cultural responsiveness.