PO BOX 12-209 GOVERNMENT 6t44 COMMUNICATIONS :gjjg? SECURITY BUREAU nae Ting? A1 322? 80 18 December 2015 David Fisher David.Fisher@nzherald.co.nz Dear Mr Fisher refer to your request dated 20 November in which you ask for: a a copy of the diversity report done in 2073/74 on the NZIC. The report, entitled Diversity in the New Zea/and Intelligence Community: The Representation of Mdon? and Pacific People, and Women in Leadership was prepared by a Masters student in 2014; as part of an internship run in conjunction with Massey University. The views are those of the author, not necessarily those of the agencies. The report focuses on the representation of Pacific island and Niaori individuals and women in leadership roles in the New Zealand Security intelligence Service and the Government Communications Security Bureau. it contains some useful observations that have been considered within the intelligence community and acted upon in appropriate instances. For instance, a women?s network has been established with the aim of helping women across the New Zealand intelligence Community realise their potential through informal coaching/networking and hearing from inspirational female leaders about their experiences in reaching career goals. The Learning and Development Team also rolled out training to heip staff understand and address the impact of unconscious bias as a direct result of the Report. ~{he subject of this report was accepted for consideration because the recognised that it needed to increase the diversity of its workforce. A number of efforts have been made to this end and there are signs of success particularly within management structures. However, it wiil liker always be a challenging issue for us, due to the nature of our work and the requirements for vetting. lattach the report for yeur consideration. The small number of redactions we have made have been clone under section of the Official information Act 1982 to protect the privacy of natural persons. in accordance with section 19 of the Act, you have the right to seek an investigation and review of the redactions outlined by way of complaint to an Ombudsman under section 28(3) of the Act. Yours sincerely Unajagose Director Massey University Diversity in the New Zealand Intelligence Community The Representation of Maori and Pacific People, and Women in Leadership New Zealand Internship Programme 149.820: Applied Security Research Project (60 Credits) Name: Student ID: Assignment: Report Due date: 30 May 2014 Academic Supervisor: 5 Agency Supervisor: 5 Contents Contents ..3 1. Executive Summary ..4 2. Introduction ..5 3. Why diversity? .. 6 3.1 Equal Employment Opportunities Policy State Service Commission .. 6 3.2 Diversity and the NZIC ..6 3.3 Managing Diversity ..7 4. Maori and Pacific People Representation ..9 4.1 Current Environment -- Statistics .. 9 4.2 Current Environment Informal Discussions .. 10 5. Women in Leadership ..15 5.1 Current Environment Statistics .. 15 5.2 Current Environment - Informal Discussions ..16 6. Additional Themes ..23 6.1 Current Environment - Statistics. .. 23 6.2 Current Environment informal Discussions .. 24 7. External Agencies .. 28 7.1 Ministry of Defence and New Zealand Defence Force ..28 7.2 New Zealand Police (NZP) ..30 7.3 New Zeaiand Customs Service .. 33 8. International Perspective .. 36 8.1 Canada CSIS ..36 8.2 United States - NSA .. 37 8.3 United Kingdom - GCHQ .. 38 9. Recommendations ..39 10. Conclusion ..42 Bibliography Appendix A ..45 Appendix ..47 Appendix ..51 . AppEi?idiX ..52 1. Executive Summary The purpose of this report is to examine the current environment of the core New Zealand Intelligence Community this is in specific reference to the Government Communications Security Bureau (GCSB) and the New Zealand Security Intelligence Service (NZSIS). The focus is on the representation of Pacific island and Maori individuals into these agencies, and Women in leadership roles. This was part of the Massey University 149.820 Applied Security Research Project completed in Semester 1 of 2014. The fact this report was asked to be undertaken highiights that the NZIC recognises and understands that diversity and the inclusion of minorities is important in regards to reflecting the New Zealand community. In addition, a diverse workforce wili produce highly efficient and functioning agencies, as it better utilises people, resources, while also increasing productivity, and engagement. ln terms of the current state of the numerous aspects were iooked at within the GCSB and Statistical data was gathered on both agencies looking at gender and ethnicity demographics, informal discussions with those who identified as being of Maori and Pacific Island ethnicity as well as well?baianced selection of females from both agencies. This was in order to ascertain the representation of Maori and Pacific people in the and women in leadership. it was concluded from informal discussions and examining the current environment of the that there is a lack of representation of Maori and Pacific People in the when compared to the New Zealand community. There were several reasons for this, both internal and external to the For example, the externai public profile of the NZSIS and GCSB, as well as recruitment, vetting and the in?house support minorities receive. in regards to women in leadership, it is clear that there is a lack of women represented in higher tiers in proportion to male counterparts within the What was apparent is that the faces the same issues as any other government department when it comes to women in management positions. This is essentially attributed to career breaks and re-entry to work, lack of flexible work arrangements, unconscious bias (leadership and gender stereotypes) and lack of career pathways. In order to conduct this report successfuliy several areas were required to be examined in addition to the current state of the The practises of comparable external government agencies (Police, Customs, and New Zealand Defence Force/Ministry of Defence), and several of the NZIC counter~parts within the Five-Eyes intelligence community. The information examined on external agencies and international counterparts looked at the practices they have in place in terms of diversity, women in leadership and recruitment strategies. This was conducted through gathering openusource information and where possible, having meetings with external agencies. The purpose of looking outside the core was in to make an environmental scan, examining external best practices and to make weil rounded recommendations suitable to the The NZIC shouid be commended on initiating this research. Fundamentally, this is a supporting research report and continuai work and investigation in the area of diversity is needed. 2. introduction The New Zealand intelligence community (NZEC) is one area of the New Zealand government which wishes to create a more diverse workforce that is reflective of the nation and the global intelligence community. it is an area of government that has unique barriers to diversity and extremely specific needs that must be met. This report examines the current NZIC environment and diversity within it, in particular looking at ethnicity and gender. To further this, the following was the brief given by the NZIC in regards to this research; "The core is not an accurate reflection of New Zealand?s population. We would like to gain an understanding of what diversity currently looks like within the look for what is best practice to promote diversity in the NZIC, particularly women in leadership and the representation of Maori and Pacific lsiand within the community? In order to undertake this efficiently, and provide a report of benefit to the NZIC research took place in the form of informal conversations with staff from both the New Zeaiand Security intelligence Service and Government Communications Security Bureau (GCSB). Statistical data where possible was collected on these, and information from severai wider agencies (New Zealand Defence Force, New Zealand Police and the New Zealand Customs Service) and several agencies in the Five-Eyes community (CSIS, NSA, and GCHQ) was collected. From this, recommendations where possible have been presented; this is in order to help the NZIC achieve its goal of becoming a diverse workforce reflective of its population. The limitations of this research report and future research opportunities have been included in appendix A. 3.1 3.2 Why diversity? Equal Employment Opportunities Policy -- State Service Commission The Equal Employment Opportunities Policy states "that equality and diversity in the Public Service Workforce, as required by the State Sector Act 1988, will enable the best service to the government of the day and to New Zealanders. We will base appointments on merit, while recognising the employment aspirations of Maori, ethnic and minority groups, women and people with disabilities. We will ensure fairness in employment for all persons and groups of persons. The integration of equality and diversity throughout the public Service will be a key aspect of strategic planning and performance, and chief executives will provide the lead in the work to this.? The NZIC is no exception to this. Diversity and the NZIC The finds itself in a new era. At present there is a significant push to increase diversity within the community. This push has come from those in positions of power, staff who have come from external agencies, and those within minorities. The reasons differ as to why certain individuals and groups want diversity and what diversity will mean; from reflecting and representing the New Zealand community, through to the benefits a diverse workforce can achieve. A business with a diverse workforce performs exceptionally better than most. Individuals who are part of a diverse workforce possess unique and weaknesses. These and weaknesses are derived from their culture, age, religion, gender, disability, education etc. When diversity is managed effectively within a workplace it promotes and alleviates individual weaknesses, this in turn allowing for a workforce that is essentially ?greater than the sum of its parts?. Diversity has the ability to create competitive advantage in the workplace. The following is some of the reasons why; Increased skill sets, experience, and knowledge Alternative solutions and innovation Customer satisfaction Retention gene?s? Recruitment a. Increased skill sets, experience, and knowledge Diversity increases skill sets within a workforce, introduces a variety of qualified staff, and increases task?relevant knowledge and expertise. In regards to the NZIC diversity will lead to better sourcing and allocation of already stretched resources. This will also allow for more adaptability within a continually changing environment, and this essential to the intelligence community. b. Alternative solutions and innovation An increased pool of heterogeneous individuais leads to an increased variety of experiences, ideas, and responses. A diverse workforce has the ability to function more efficiently and elicit healthy task?reiated conflict. This creates increased productivity, creativity and more effective problem solving which is essential for the current climate of the c. Customer Satisfaction A diverse workforce and its benefits allow an organisation to better meet the needs of its customers, not only domestically but internationally. For the NZIC it is imperative that the demands and needs of their customers are met timely, efficiently and comprehensively and this can be achieved effectively through diversity. This is through the variations in skills sets, experiences, and viewpoints that a diverse workforce can elicit. d. Retention Diversity also has the potential to increase and retain staff numbers as weil as enhancing GCSB and reputation as leading government agency employers. This is due to being seen as an equal employer, with increased staff morale and higher workpiece satisfaction. e. Recruitment If an agency is being seen as an Equal Employer Organisation which promotes, accepts and wants diversity, it has the potential to have larger taient pools to recruit from. Therefore this creates an increase in the variety and selection of skilled talent available to the NZIC. Again, this is important in an ever changing world and to ensure that the GCSB and have a range of highiy capable, skilled, and agile staff to meet it. 3.3 Managing Diversity Diversity is not beneficial nor does it provide business advantages if employees find themselves in non-inclusive, non-trusting, and unsupportive environment. Therefore it is imperative that the NZIC explores and navigate ways in which those who find themselves within minorities or "the status quo? feel comfortable to express their own contributions and feel valued to do so. in most organisations there would be those against diversity, this is no exception for the lnstitutionai and ingrained biases are present within the but are not overly common. This type of mentality in the inhibits new ideas, solutions, prevents growth and decreases competitive edge. Therefore, first and foremost, acceptance to diversity is education. Education is vital in regards to promoting awareness and understanding of diversity, its benefits, and the ways of best managing and navigating a diverse workforce. Diversity is not just a ?buzzword? and this needs to be understood across the Diversity can eiicit integration and communication issues. However, these can be reduced to achieve the positive and advantageous benefits diversity brings if mitigated effectively and efficiently. Therefore the NZIC cannot just empioy and seek out a diverse workforce, correct mechanisms, support and initiatives need to be in place in order for diversity to help with the NZIC reaching its full potential. ln order to successfully manage diversity a flexible approach must be taken by the NZIC, a combination of a top?down and bottom-up strategy. This means that staff at all leveis, need to be involved in diversity management. management need to be active and seen at the forefront of promotion, cohesion and inclusion. For more information on workpiace diversity, what it is, how it occurs and different types of diversity management see Appendix B. 4.1 Maori and Pacific People Representation Part I of this report required the examination of Maori and Pacific Peopie and their representation in the NZIC. For this to happen three elements were assessed; recruitment, vetting and the current environment. in order to achieve this, statistics, informal discussions and observations were used. Those who had identified being Maori or Pacific Island decent where asked to participate in informal discussions. This information was located in HR and Payroll. it was purely of their own accord if staff chose to meet and discuss their views. Over 15 staff members from the NZIC chose to participate. These meetings either occurred within groups or in a one on one setting. Talks were held in a confidential open style forurn. Due to the reiaxed informal environment it was found that healthy interactive discussion and debate occurred on a range of issues that not only have an effect to those of ethnicity but employees across both agencies in general. Those who participated were informed that thernes would be taken from discussions that took place for the purposes of this report but no names or identifying information would be involved. There were mixed responses when people meet with me; some with apprehension, some realised the importance of this research, whereas others were unconvinced it was necessary. Current Environment - Statistics The following statistics highlight the representation of ethnic minorities within the GCSB and NZSIS in comparison to the New Zeaiand Population. In addition, data on the Public Sector has been included in order to ascertain how the NZIC performs in relation to the wider government. Representation of ethnic groups within NZIC, Public Sector and the New Zealand Population Census Government GCSB NZSIS M?ori 14.9 16.5 7.4 4.9 Pacific People 7.4 7.7 3.9 2.0 Asian 11.8 7.6 4.3 5.9 European 74.0 72.0 82.4 86.3 *These statistics are based on the New Zealand Census, State Service Commission Data, and information collected by the NZIC for State Service Commission in 2013. These are approximates. These statistics do not include those who have not stated their ethnicity or ethnicity is unknown What is iliustrated via these statistics is that NZEC does not reflect the New Zealand popuiation nor does the NZIC reflect the wider Public Sector. The exception to this is the representation individuais of Middle Eastern, Latin American and African ethnicity which the NZIC at present is reflective of the community and the Public Sector. 4.2 Current Environment -- Informal Discussions 4.2.1 Through meetings with staff who have identified as being of Maori or Pacific island decent, several prominent themes occurred. They have been categorised appropriately under four key areas; management, in-house, recruitment and vetting. Management When employees spoke of managers, it not only referred to their immediate manager, team leader, and supervisor but all management across their agency. From this, several common elements came through; a. a. Unawareness to Diversity b. Lack of Cultural Awareness and Understanding c. Lack of Recognition Unawareness to Diversity Mixed responses and debates were found when staff were asked if they believed their managers knew the importance and benefits diversity can enlist. One group of interviewees? responded saying that they beiieved managers preferred "yes men?, those who stick to the status quo, "fit a mould" and would not encourage healthy and productive debate nor actively seek out diversity. Other?s suggested that managers do understand the importance of diversity depending on their team?s operational function, and the cultural and language expertise needed. Again, staff suggested that managers do not recognise diversity as a productivity tool to increase new and creative ideas and solutions. Lack of Cultural Awareness and Understanding All groups acknowledge that managers had a lack of cultural understanding or awareness of those they worked with. Many felt that their colleagues and managers did not understand their cultural upbringing and this lead to issues in regards to family, cultural and work commitments. Most had found issues arose when it came to family or cultural events, or other family obligations such as Tangis or funerals. Many felt discriminated against or ostracised in the work place due to external family and cultural commitments, some even feit penalised not only by management but their peers because of it. Lack of Recognition Some staff have been approached by other managers and teams to work on operational aspects of the business outside of their role, for example, their personal knowledge and cultural/language skills in order to assist other areas of the business. Ethnic staff are happy to do so, as they understand the importance of the work being performed by the but there is a lack of formal recognition for performing outside their role and it is more expected from those individuals of certain ethnicities. At present any cultural activities, for the most part are staff led initiatives (such as the waiata/kapahaka groups) with little support or recognition from management. One employee was quoted as saying that they felt that "culture is only good when foreign nationals are here? and was otherwise not promoted or recognised. To further this, it was raised that any cultural initiative within in the could be seen to be tokenistic and lacking any real authenticity if it was not integrated or supported appropriately. 4.2.2 In house Staff a. Lack of Cultural Awareness and Understanding b. Unawareness to Diversity c. Double Standards, Perceptions and Harassment 0 Lack Cultural Awareness/Understanding Lack of cultural awareness extends beyond management to all levels of staff in both agencies. Also see 4.1.2.b. Diversity It was found that not only management but staff in general were unaware of the benefits diversity can bring to an organisation. This was highlighted in terms of production, workplace satisfaction and why we should aim to reflect the New Zealand community. This notion was echoed and verified by staff outside of the Maori and Pacific demographic. c. Double Standards, Stereotypes and Harassment it was noted by Maori and Pacific staff they had felt or experienced harassment through humour. Although, it was not a pressing issue staff did note that often at times this type of banter was excessive, unnecessary, and that it would not be tolerated if the same was done to those of non?ethnic decent. Media portraying negative individuals of certain ethnicities often lead to comparisons and perceptions in the work place by some colleagues, these were unjust and unwarranted. No one mentioned or thought this needed any significant attention. However, it was highlighted that staff needed to have more cultural sensitivity, awareness of those they work, and behave with more respect and professionalism. 4.2.3 Recruitment 3. Lack of Targeted Recruitment b. Media c. Cultural issues a. Target Recruitment At present recruitment occurs through generic employment websites and both the and GCSB website. Currently the recruitment strategy and profile is not attractive to ethnic minorities nor is it effective at reaching them. Previously, the GCSB had attended career expos at universities however staff attending these were unprepared and offered no support or guidance beforehand. This was acknowledged by several interviewees who had participated in these events. It is evident that in the past recruitment has been a mechanically functioning process that has not previously thought to expand on their strategy in regards to targeted recruitment and creating a diverse workforce. In particular, a diverse workforce that still meets the needs of the business as well as hiring on merit. This was the combination of lack of education in regards to diversity, recruitment strategy and the necessary tools and know- how. Media it was noted that the negative media attention the GCSB has received recently has potentially played a part in the lack of representation and recruitment of ethnic minorities within the In terms of those who are ethnically diverse, their family and community may not see the GCSB or the NZSIS as suitable options for employment and therefore potential ethnic employees will be forced to look elsewhere. Cultural issues It was noted that those who are of Pacific or Maori decent and meet the requirements to work for the can come from highly moral, religious and ethical families. Maori and Pacific People often come from open, honest, trusting families and communities. Therefore, the type of work that is undertaken within the NZIC, the secrecy surrounding employment, and essential having to lie can go against cultural norms and personal values, and can be a potential barrier to recruitment. 4.2.4 Vetting a. Lack of Vetting information b. Excessive Risk Aversion c. Lack of Cultural Awareness and Understanding a. Lack of Vetting information The vetting process is long, intrusive and daunting, but is one that must be done in order to obtain a job with the This process has the potential to be a deterrent to those of ethnicity applying due to the lack of information given to potential candidates in the recruitment and vetting stages. individuals may be hesitant to seek employment with the due to seeing their possible past indiscretions, and seeing past or current associations as barriers to obtaining a security ciearance. Again, this is down to the lack of information available to a potential candidate in regards to the vetting procedure. For example, it is not common knowledge that once an individual (potential candidate) makes it to the vetting interview stage they have the opportunity to respond to information that may come to light in the vetting process. [7 Excessive Risk Aversion The NZIC is about risk; identifying, managing, mitigating and avoiding risk where possible. There is the potential of vetting being excessively risk adverse, and this has the potential of prospective employees being denied a security clearance. New Zealand has a smali population, with a small part of the population consisting of ethnic minorities. Due to the small population size of New Zealand, it is more probable that ethnic minorities going through the vetting process will potentially have affiliations with person(s) that are deemed to pose a risk. For example, there is an over representation of ethnic minorities within New Zealand crime statistics. Therefore, it is a possibility that ethnic individuals being vetting can be associated with someone who holds a criminal conviction. This ?red flag? can often happen eariy in the initial stages of the vetting process. This means candidates may not have the chance to legitimately explain any issues or any connections that arise as possible risks. c. Lack of Cultural Awareness and Understanding The impression given through informai discussions that vetting officers and vetting may have a lack of cultural awareness and understanding. Discussions highlighted that there did not seem to be any training provided to vetting staff in respect to culture and unconscious biases. it is possible that this is a contributing factor to minorities encountering barriers during the vetting process. Vetting is a process that has several components with different "checks and balances?. it shouid be noted that the N2515 have adopted and use a behavioural framework (CPNI) when assessing candidates for clearances. However, recommendations are still formulated based on the analysis conducted by the vetting officers and anaiysts. Therefore, without proper training, institutional or unconscious bias could still be present. Thus, it is the view that further research and comprehensive investigation around vetting in regards to ethnicity, data to vaiidate biases in vetting and streamlining current procedures is needed. 4.2.5 Recruitment and Vetting Together these components of the entry process to the NZIC have the potential of creating and establishing an affinity or in-group bias, due to the way they have historically operated. This has allowed for a ?mini?me? cuiture to unconsciously occur though repeating the same patterns unbeknown to staff. This has involuntarily allowed and encouraged a non-diverse workforce. 4.3 Overall it was concluded from informal discussions and examining the current environment of the there were several reasons in regards to the lack of representation of Maori and Pacific People in the NZIC. As stated earlier the have specific barriers and requirements that must be met in regards to employment. This has meant that there have been difficulties in recruiting an ethnically diverse workforce for several reasons. As previously mentioned following categories management, in?house, recruitment and vetting have been acknowledge as areas key areas of concern in regards to obtaining and maintaining a diverse workforce. It is not only a case of needing and implementing a targeted recruitment strategy in order to create an ethnically diverse workforce but also a case of examining vetting procedures. in particular, where and if there are specific issues that need to be addressed within that process in regards to people of ethnicity such as cultural awareness and unconscious bias training for vetting staff. To further this, it is not just a case of wanting to employ an ethnically diverse workforce as it is imperative that procedures and support is availabie to those of minorities in regards to managing ethnic diversity, and ensuring cultural awareness and understanding of ethnic stafic is present. Women in Leadership Part 1! of this report required the examination of women; looking at the development of women ieadership and management positions. In order to establish the current environment for women in the NZIC, statistics, informal discussions and observations were used. in regards to informal discussions, over 40 female staff were met with from both agencies, at all levels. it was purely of their own accord if staff chose to participate. Those who accepted were often frank and open about their time with GCSB and NZSIS. These meetings either occurred within groups or in a one on one setting. Those who participated were informed that themes would be taken from discussions that took place for the purposes of this report but no names or identifying information would be involved. There were mixed responses; some women were reserved, others realised the importance of this research and eager to share their opinions and experiences, whereas others were unconvinced it was necessary 5.1 Current Environment - Statistics The following statistics highlight the representation of males and females within the GCSB and NZSIS in comparison to the New Zealand Population. In addition, data on the Public Sector has been included in order to ascertain how the NZIC performs in relation to the wider government. Gender Representation within Public Sector and the New Zealand Population Census Public Sector GCSB NZSIS Women 51.3 59.8 36.3 40.6 Men 48.7 40.2 63.6 59.4 *These statistics are based on the New Zealand Census, State Service Commission Data, and information collected by the NZIC for State Service Commission in 2013. these are approximates. The following statistics highlight the representation of males and females within the GCSB and NZSIS at senior leadership positions. In addition, data on the Public Sector has been included in order to ascertain how the NZIC performs in relation to the wider government. Gender Representation in Senior Leadership, (Public Sector, NZSIS and GCSB) Public Sector GCSB NZSIS Women 41.5 24 28.5 Men 58.5 76 71.5 *These statistics are based on the 2014 Organisationai Charts for the NZIC, and 2013 State Service Commission Data. These are approximates. The following graphs highlight the representation of males and females within the GCSB and NZSIS at senior leadership positions. Gender Representation in Senior Leadership, GCSB (Tier 1 5) GCSB Managerial Roles Male No. of Staff Female 1 2 3 4 5 Management Tiers Tiers 1 5 have increasingly high proportions of men to female. This leads to a substantial underrepresentation of women and gender imbalance in leadership and management positions throughout the GCSB. Gender Representation in Senior Leadership, NZSIS (Tier 1 4) NZSIS Managerial Roles Female Male No. of Staff Tier 1 Tier 2 Tier 3 Management Tiers Tier 4 5.2 it is evident that the a presence of females at management and ieadership positions, and this increases as the Tiers lower. However, this is still below national standards. Current Environment - Informal Discussions The point of these discussions was to establish how women regarded their employer and the NZIC, the deveiopment and representation of females at leadership and management levels as well as establishing the current environment. It was evident from both agencies that those who worked within the NZIC enjoyed the work they did and what that work meant for the security of the state. 3' 5.2.1 GCSB Through interviewing GCSB staff clear thoughts, themes and subjects were highlighted. What was evident is that women here tended to fall into three main categories; 0 career orientated - family orientated - both/work life balance orientated These categories are interchangeable. These groups had individual themes, as well as commonalities across them. In addition, female graduates, gender representation and gender discrimination were briefly examined. 5.2.1.1 Career Orientated Women in this category had different priorities and demographics when compared to others. Those associate with this category often were those who were younger or graduates, those women who had no children and those whose children were now selfwsufficient or were supported by someone else. Those who were spoken too enjoyed working for GCSB clue to the nature of work, i.e. working for the state, being influential in its security and dealing with intelligence. There were continual themes mentioned in these meetings in regards to career development within the a. Lack of Career Progression - Lack of Career Pathways (Expertise and Management Stream) 0 Lack of Availability in Management Roles 0 Lack of Support, Training, Up?Skilling b. Lack of Female Role Models Lack of Mentoring a. Career Progression Opportunities At present there is only one career pathway available, this pathway leads into management. This does not allow for individuals to become recognised experts in their field. Women who wish to aspire to management roles within the agency are limited. This is due to the size of agency and as with any small agency there are a limited number of management roles. These are not readily available due to the longevity of careers in the agency, and external appointments into management roles. It was highlighted that the nature of women is to be inherently less assertive in their dispositions. Therefore, those who noted this had difficulty in applying for higher roles and positions. lt was believed they did not have the necessary skills in regards to interviewing, self~promotion, and curriculum vitae writing and found it difficult to know where for help. It was apparent to female staff that in terms of career progression, development and moving into senior roles was essentially a case of "not what you know, it?s who you know?. Therefore those who felt underutilised, undervalued and overlooked often felt like leaving, were looking for employment elsewhere or had resigned. The lack of regular training, support and development was highlighted. In particular, the inability to move around the business in order to improve skill sets, knowledge of the agency, and missed opportunities. Increasing development opportunities was noted as a way to decrease the risk of seeking alternative employment and therefore increasing the chances of women attaining higher roles. b. Lack of Female Role Models A lack of female role models in management positions was noted as one of the reasons women possibly do not apply or aspire to management positions within the agency. Furthermore, not having a mentor as a sounding board for advice was also seen as another possibility in the failure of women achieving higher roles within the agency 5.2.1.2 Families Staff with children identified with this category; these women often identified as their family and being a mother as their first priority. Women with this disposition were positive about GSCB as an employer. Through meetings it was constantly recognised that GCSB was a great environment ?allowing females opportunities to be a mother? for several reasons; 0 Flexi?time - Partntime Hours 0 Little Pippies - Facilities 0 The inability to take work home Staff often felt like a valued employee due to their managers making allowances such as part- time and flexi-time hours. A majority of those interviewed felt that at no time they were pressured from their respective managers to commence full-time hours. It was suggested that these allowances are subjective to individual managers, the individual employee and in some part nepotism. These interviewees also mentioned that the job security the GCSB offered and flexi-time makes up for any pay discrepancies felt. Although, others did believe that due to flexitime being subjective to an individual manager it has been exploited by some and under?utilised by others. a. Career Progression Opportunities Many were seeking career development, progression and up?skilling but not necessarily into management positions. Their goals were to maintain their current work?family balance whilst receiving a broader skill set and gaining greater expertise. There are those that would like the opportunity for management, supervisor, team leader or project management roles and would like to think that being part-time or a mother does not affect this. Those in these positions found it hard to assert themselves when career development and progression opportunities arose. This was due to the already receiving the benefits of part?time and/or flexi?time and felt like they could be "pushing limits?. b. Lack of Female Role Models See 5.2.1.1.b 5.2.1.3 Both/Work-Life Balance Females that identified in this category often were those who desired a work~life balance. Different types of women fell into this category. This included those whose who had children (at varying ages), to those who wish not to progress to management levels, as well as those who were contemplating a family soon or in the future. Women in this arena typical enjoyed the work~life balance GCSB creates with its flexi?time initiative and the inability to take work home. a. Career Progression Opportunities Moving to management levels was often not a priority or an aim. Staff would rather progress ?up the ranks? in their field, but not into a team leader, supervisor or managerial role. It was established that these women had "nowhere to go? or a clear career path when they reached the highest level in their in respective positions. This presented an internal conflict in regards to wanting to stay employed with the GCSB and seeking better opportunities b. Lack of Female Role Models See 5.2.1.1.b 5.2.1.4 Female Graduates For the most part young female graduates found this environment to be one that is encouraging and supportive in terms of learning and seeking advice from their immediate colleagues. Those in male dominated areas did feel and see the gender imbalance; however this did not seem to be an issue at present. it was mentioned that those who work with men from a military background at times found it difficult as they were often "talked at, not too?, and that somewhat perpetrated an old boys club. They noted flexi?time is extremely beneficial but impractical with the workload, understaffing, and time constraints currently facing the organisation. 5.2.1.5 Gender Representation As the statistics highlight women are not well represented in the overarching organisation. However, as staff noted they can be seen well represented in certain ?silos? or sections of the agency. There was a common acknowledgement that the gender imbalance is possibly due to the type of work GCSB performs; information technology, computer science, and mathematics as these are generally male dominated fields. It was also concluded to be the gender imbalance result of non?targeted recruitment, the nature of the job and the perceptions that media has created. In regards to women in already in senior management positions, they could visually see and feel the underrepresentation of the females in meetings, on boards etc. Due to being significantly underrepresented an ?old boys club? was present, leaving women feeling isolated, out of place and essentially like the "little woman? in the room. 5.2.1.6 Gender Discrimination in essence most seemed positive about their working environment; on a rare occasion did anyone mention that they felt any form of discrimination due to their gender. Nonetheless, a low level of sexism is present with the GCSB. It was noted that those who had been with GCSB for 10 years had experienced some form of gender discrimination or harassment from their male colleagues but this decreased overtime. Again, it was commonly thought that movement into management roles was not due to gender but a case of "not what you know, it?s who you know?. 5.2.2 NZSIS Women within the NZSIS brought up similar themes and issues to that of their GCSB counterparts. a. Career Progression/Pathway/Structure b. Lack of Female Role Models 0. Career Progression/Pathway/Structure See 5.2.1.1.a Additionally, others noted that the lack of levels within roles meant that one would move quickly into the next role/level within NZSIS. These individuals often did not feel that they had the necessary training or skills therefore lacked confidence in their promoted position. b. Lack of female role models See 5.2.1.1.b 5.2.2.1 Families It was mentioned that part time and flexibility was subjective to managers and an individual?s role when it came to accommodating families. Several interviewees noted that they did not see the as a family friendly environment, in particular for those who work within the operational side of the agency. This is due to the workload, unpredictable hours and the lack of knowledge and information on policies such as maternity/parental leave. This was not acknowledging by those who worked within the corporate side of the agency. 5.2.2.2 Work?life balance Most suggested that had a good work life balance due to the inability to take work home, "allowing for detachment?. In regards to flexitime it was seen as subjective to managers, and dependant on the organisation?s work load and current priorities. The issue is busy periods, or when the work load is high as it can often impede on that balance, but all staff recognised that this was the "nature of the iob? and what they ?signed up for". 5.2.2.3 Female Graduates See 5.2.1.4 5.2.2.4 Gender Representation Gender representation was not perceived to be an issue to NZSIS staff in regards to the overarching organisation, nor did they believe there was an unfair representation in females in management roles. This was often the View of those not in managerial roles. Those in management positions acknowledge the same sentiments as those in the GCSB. See 5.1.2.5 5.2.2.5 Gender Discrimination Responses to discrimination varied within the NZSIS. Several had noted that at one time or another they had experienced sexist remarks and/or felt or seen gender related discrimination. There were several reasons presented by interviewees to explain gender discrimination. Various staff suggested that this was due to the perceived ?nature of the job?, to intelligence originally being a male dominated field, the historical military origins intelligence has and the institutional nature the NZSIS has previously found itself in. it was mentioned that preconceived notions and perceptions of gender roles may be present within the organisation. For example it was mentioned that males are seen inherently more ?competitive, assertive,? were as women tend to be more ?gracious, less assertive?. Females stepping outside of these roles received backlash and were labelled as "aggressive or a bitch?. This was marked as a possible reason that women were overlooked for management roles as well as more operational roles within the business. 5.2.3 Overall When further simplifying and streamlining discussions it is clear that the reasons women are not in leadership or management positions in the NZIC, are in line with the 2013 Realising the Opportunity Report released by the Ministry of Women?s Affairs.1 They are three key factors that are apparent within the New Zealand government and from discussions with staff the NZIC is no exception; 0 Career Breaks and Re-entry to Work 0 Flexible Work Arrangements 0 Unconscious Bias Leadership and Gender Stereotypes (see Appendix C) Furthermore, the current lack of career pathways and as the State Services Commission?2 has noted in their 2013 Human Resource Capability report the lack of turnover in management hinders career development and progression of women into leadership and management roles. 1 Ministry of Women's Affairs. Realising the opportunity: Addressing New Zeaiand?s leadership pipeline, 2013. 2 State Services Commision. Human resource capability in state services. 2013. Therefore, there are no reasons that are inherently specific in regards to why there is a lack of female representation or their development at senior levels, and this is an issue that most, if not all, New Zealend government agencies face. 6. Additional Themes 6.1 The following are additional themes and concerns noted in statistics and informal discussions with staff. They are not in iine with the original brief but are valuable to the and should be acknowledge as such. Current Environment - Statistics. The following was highlighted when examining the statistical data from both the GCSB and NZSIS. It is highly valuable information for the NZIC as it illustrates the issues the community will face in the future. Data collected looked at both the GCSB and NZSIS workforce in relation to age and gender to highlight the future ofthe NZIC. Gender Representation and Workforce Age, GCSB Female No. of Staff Male 24-34 35-44 45-54 Age Groups 55-64 65 The current graph highlights an age distribution that is in line with the rest of the public sector workforce (see appendix D). There is a decrease in the number of younger workers, and an increase in oider workers. This is important to take note of for several reasons, the decrease in younger workers will mean that that the GCSB will be at risk of a significant proportion of their workforce aging out, retiring, or seek less demanding employment. This will have several repercussions, such as large gaps in the workforce, losses to management (in particular, middle management levels) and a loss of critical institutional knowledge if not captured and managed effectively. Gender Representation and Workforce Age, NZSIS Staff Female No. of Staff Male 24-34 35-44 45-54 55?64 65 Age Groups This graph highlights that the NZSIS has a relatively young workforce. There are several risks that are associated with a young workforce. in terms of both genders, those who fall in the 24-34 age brackets can be seen to be a flight risk. At this point of their lives there is more mobility and flexibility to move, change career path and take up overseas travel. In terms of management or leadership positions regardless of gender, it will inherently mean that the potential of viable candidates for these roles will decrease or leave the workforce. This has the potential to be amplified if the necessary steps and support networks are not in place when transitioning out of the workforce and when returning. This is also a crucial time in which many females will be seeking to start a family, look at part-time work and alternative options to meet their lifestyles. if the NZSIS cannot help facilitate this these employees will look for employment elsewhere. However, this is not only the female staff as males can take up paternity leave. 6.2 Current Environment - Informal Discussions Over 60 staff were interviewed in the course of this research report in a two month period. Staff were at a range of levels, areas and had differing of service within both organisations. These are the subjects, concerns and observations that were repetitively presented by staff throughout these informal discussions. 6.2.1 Management a. Lack of Communication b. inconsistency c. Follow Through d. Lack Appropriate Training a. Lack of Communication It was often mention that there was a lack of communication from managers to their staff throughout the building as well as between managers. Employees felt left in the dark in regards to core business matters, directions and poor management? employee engagement was hindering productivity. Inconsistency Inconsistent management and processes were prevalent for employees. it was often suggested and highlighted that manager to manager differed in the way they treated and made aiiowances for their staff/teams. Several reasons were presented for this; - Nepotism ?it?s not what you know it?s who you know? I Lack of Knowledge and Adherence in Regards to Policies I Lack of Guidelines, Training and Processes 0 Different management styles from those who are ?loose?, hands off to those who micromanage c. Follow Through Often, it was mentioned that managers "talked the talk? yet when it came to providing actions and support on employment matters there was a lack of follow through, feedback and movement This was not the same for everyone and again, is in line with point 6.2.1.b d. Lack Appropriate Training The focus on leadership and not the key elements of management meant that managers were still not learning the necessary skills in order to effectively and efficiently engage with their staff and achieve best outcomes. 6.2.2 Career progression a. Lack Appropriate Training and Development b. Lack Transparency, Understanding and Communication 0 Nepotism 0 ?Growing your own? c. Lack of Direction and Guidance a. Lack Appropriate Training and Development Employees noted that there is a lack of training available. Those who participate are chosen by managers with little to no formal process for selection, transparency and again it is seen as a case of "not what you know, it?s who you know?. Furthermore, employees wanted more core business training opportunities available in relation to their current roles. At present and with the current career progression pathways more staff wanted the opportunity to move laterally within their organisation in order to broaden skiils. Secondments were also mentioned as a way in which staff would like to increase their skills, and offer more to their organisation through increased knowledge and outside awareness Lock in Transparency, Understanding and Communication It was noted that employees felt a lack of transparency in the processes that involve career progression within each organisation. This has led to a lack of understanding, individuals have received promotions and appointments. in particular, if it is merit based or not. communication and reasoning into why certain 0 Nepotism several employees noted that they thought nepotism played a role in several appointments within 0 ?Growing Your Own? - it was highlighted by staff that they believe there is not enough investment in staff in regards to "growing your own". This is a case of not promoting or developing their own for management positions, instead these positions are tilted by external secondees. Lack of Direction and Guidance Many staff appreciated the "find your own path" approach to career plans and paths. However, staff did note the lack of guidance, formal structures and best points of contact in regards to achieving career goals as a hindrance to their development. 6.2.3 Organisational Level insular Environment Government Policies and Resources Remuneration Insular Environment Responses from interviews highlighted that individual teams and sections were seen as insular or operating in silos. They lacked the to be seen as parts of a larger functioning unit therefore fail to act as such. This is having an impact on the culture of each organisation and the overall productivity of the NZIC as a unified sector. On a thematic level, responses from staff interviewed highlighted that even though both GCSB and are now located in the same building, there is a lack of authentic interaction (both professionally and socially) between members of both agencies. Cohabitation has been a good first step in bring the concept of the NZIC to life, however, there is much more work that needs to be done in this space. Both GCSB and need to develop a measured approach to estabiishing relationships between the agencies beyond formal settings like induction and orientation. Government It became apparent through discussions that there was a significant proportion of staff who did not think of their organisations as a government department. This was more apparent by staff within GCSB but was evident in the This perception was perpetrated by staff that had significantly iong careers in intelligence or had not worked in external government agencies, and did not see the work being performed as a "public service?. it was often mentioned by these empioyees that they did "not see the point of reflecting the outside community? because of this. Policies and resources Staff felt that the policies and resources which are available are outdated and for the most part non-existent. in particular, policies on leave, flexitime, maternity/paternity, study leave etc. are unavailable or are not easily accessible via the intranet. Remuneration Issues with remuneration often presented in the form of employees not having a salary that reflected their work, in particular personal risks and hazards that can be faced within certain roies as well as the lack of annual increments, pay scales and discrepancies. 6.2.4 Overall The statistical data highlighted concerns in regards to the age population of both agencies and issues that could arise in the future. For example, the have a relatively young workforce and GCSB, the opposite. These have different repercussions and consequences in themselves. In addition, the formal discussions that took place with staff from both agencies illustrated simultaneous themes and issues. As noted these issues raised were not only limited to minorities, such as ethnicity or gender but were highlight as issues that seemed to be feit my many within the These issues tended to fall into three areas; management issue, career progression and organisational concerns and have been outlined above. it is appropriate that these issues are presented as it is beneficial for GCSB and to note and reflect on any issues their staff may have. Recommendations have been made where possible. 7. External Agencies 7.1 7.1.1 7.1.2 As part of this report external agencies were examined to complete a wider environmentai scan and to heip formulate and support recommendations for the core agencies. Agencies examined for this report were Police, Customs, and Defence (Ministry of Defence and New Zealand Defence Force). Severai aspects were considered in particular the processes, procedures and initiatives in place, in regards to diversity, recruitment and the development of women in leadership. This information was accessed in two ways, open source information and informal discussions with relevant people at these agencies. Ministry of Defence and New Zealand Defence Force in order to establish what and how the NZDF and operate when it comes to diversity several pieces of open source information were taken into account. - Defence White Paper 20103 - Maximising opportunities for Military Women in the New Zealand Defence Force4 What has been highlighted from the information gathered from the sources mention is that similarities that exist between Defence and the NZIC. The following information is a subset of the priorities, goals and initiatives that Defence are attempting to enlist. Diversity NZDF supports the notion of reflecting the contemporary society it serves, and want to be valued by New Zealanders for this. It is noted that as becomes more re?ective of New Zealand society it becomes a more trusted organisation, to which more people are willing to make a commitment?.5 NZDF acknowledges that they will need to expand recruitment in order to target under-represented ethnic minorities. At present the NZDF is currently developing a new Diversity and Inclusion Strategy. This is due to the recognition that those who feel valued in their organisation are more productive. It is a priority that equity and non-discriminative behaviours are prevalent within the NZDF. The focus on the inclusion of women in particular, as the report highlights, takes shape from the New Zealand Police and Austraiian Defence Forcee. It is presently noted that at women?s representation and progression is limited by high attrition within the NZDF.7 Career Development and Progression a. Multiple career pathways b. Career opportunities c. Career Management 3 New Zealand Defence Force. Defence White Paper 2010. 2010 docs/2010/defence white paper 2010.pdf 4 New Zealand Defence Force. Maximising opportunities for military women in the New Zealand Defence Force, 2014. 5 New Zeaianci Defence Force. "Maximising opportunities for military women in the New Zealand Defence Force? 6 ibid 7 Ibid Multiple career path ways Similar to the current state of the system for career progression is one pathway only allowing for progression into leader, supervisor and management roles. Therefore vacancies at higher ranks must be available before any form of career progression can take place. There is also the notion that is "not what you know but who you know? regards to promotion, as boards sit behind closed doors.8 Career opportunities Those within the NZDF want variety, challenge and the opportunity for growth in their current organisation. in order for this to happen NZDF realised they must provide staff with opportunities in order to attract and retain. in order for this to happen the aim is to promote career pathways for specialisation and externai qualifications, skills and courses.9 Career Management In 2010 it was noted that the NZDF was reviewing the systems and processes in place that support career management, this allows staff to have a hands on approach in planning their career and development. It was also illustrated that it would be easier to leave and re?enter the NZDF as well as move around various roles within NZDF. This would enable staff to gain skills and experience, and ultimately lead to lower retention.10 7.1.3 Women and the NZDF Families Training issues Leadership Families in line with the findings from discussions within female staff from it was noted that "operational requirements usually take priority over family needs, and part?time is seen as not being possible due to the nature of the work?. Female staff however felt they could be transfer to another area of the business if they needed part-time hours? Training Issues Women noted that courses and training can require extended periods away from home and this can be an issue for those with family commitments, and would like the option of shorter training courses and online learning options.12 Leadership 8 Ibid 9 New Zealand Defence Force. "Defence White Paper 2010? 1? Ibid 11 New Zealand Defence Force. "Maximising opportunities for military women in the New Zealand Defence Force? 12 New Zealand Defence Force. "Maximising opportunities for military women in the New Zealand Defence Force? 7.1.4 7.1.5 7.2 "Given the lower numbers of women entering service, this means there are few women left to promote to senior ranks? a notion that is apparent in the NZIC, especially with decreased numbers of females going into senior roles.? Recruitment Targeted Recruitment (Universities) Similar to the NZIC, recruitment is a struggle. In order to increase the number of technically- skilled graduates NZDF has noted the importance of relationships with tertiary education providers, as this is a way to boost recruitment in non-uniformed roles. Also it was mentioned the use of online strategies and using social media as a way to reduce cost and target a wider audience. Retention Again, and in line and highlighted within the NZIC reasons for leaving the NZDF, for both 14 15 genders include; 0 Outside employment and personal development opportunities 0 Career management 0 Family issues (especially when in senior roles) - Work-life balance issues (especially with senior roles) - Internal ?nancial and political constraints New Zealand Police (NZP) Police have made a significant push and continue to do so in regards to diversity recruitment, and the development of women within their organisation. The issues they have faced are not uncommon and are comparable to the core NZIC agencies. There are initiatives, programmes and procedures in place that can be adapted and transferred to the and have premise within it. These have been highlighted through recommendations made in this report. These were the sources were used in order to examine the current state of the New Zealand Police in regards to diversity and women in leadership; 0 Building and Strengthening Women in Blue16 0 Building Diversity: Understanding the Factors that Influence Maori to Join Police17 Barriers to Recruiting a Diverse Workforce: Literature reviews18 0 informal Discussion - National Strategic Ethnic Advisor Ibid 14 Ibid 15 New Zealand Defence Force. "Defence White Paper 2010? 16 New Zealand Police. Building and strengthening women in blue. 2014 and-strengthening-women?blue 17 New Zealand Police. Building diversity: Understanding the factors that influence Maori to join Police. 2010. 18 New Zealand Police. Barriers to Recruiting a Diverse Workforce: Literature reviews. 2008. 7.2.1 7.2.2 Diversity Targeted Recruitment (Buiiding a Maori recruitment profile) For the NZP to introduce a recruitment campaign to eniist more Maori, the barriers to the recruitment of Maori first had to be recognised. The following are some examples of the barriers recognised in regards to the recruitment of M?ori and the parameters the NZP used in order to establish an effective recruitment targeting campaign. These have the potential to be adapted accordingly for the The main barriers to the recruitment of M?ori identified:19 0 lack of knowledge of policing; 0 having few or no personal contacts with Police through family and friends; a lack of knowledge and support available to help potential recruits meet the relevant standards, 0 The cultural bias of some tests and racist Police culture. The following are the targeting initiatives used in the recruitment of M?ori:20 Sponsorship of community based radio and TV shows on Maori channels. 0 Use of Maori role modeis in advertising, and placement of advertising according to media consumed by Maori (TV, Radio, online). is Production of Maori -specific resources/promotional materiai and a presence at Maori specific events. 0 Utilisation of lwi Liaison Officers. 0 Te Haerenga Maori, a recruitment ?roadshow? targeting Niaori . Diversity Community Outreach Through an informai discussion with a National Strategic Ethnic Adviser, it was noted that community engagement was important in relation to the recruitment of ethnic minorities. It was clear that investment in local communities is a significant contributor to getting those from minorities to join the NZP. investing in local communities does several things for the image and public profile of the organisation. Community invoivement allows for the negative perceptions created by media, stigmas and preconceived notions to subside allowing for individuals appiying for roles within the NZP to have support from their families, communities and peers. In addition to this, and more generally police have had a recruitment presence at the foilowing highly publicised community events in order to continue to create a diverse profile;21 0 Girls Day Out, 0 Big Day Out, 0 NZP organised - New Zealand Communities Footbail Cup 19 New Zealand Police. Building diversity: Understanding the factors that influence Maori to join Poiice 20 Ibid 21ime 0 Chinese Lantern Festival, 0 Pasifika, - Parachute, and The Chinese Youth Festival 7.2.3 Women in leadership It was highlighted the there is a tow representation of women officers at higher ranks within the NZP. ln order to improve this leadership and development programmes specifically for women (sworn and non-sworn) were impiemented.22 These programmes are designed to assist female officers meet the challenges facing them; it equips members with appropriate management and leadership skills" and capabilities that will enable and demonstrate effective leadership within the NZP and wider community.23 These programmes have received praise and recognition from the Ministry of Women Affairs. 0. Police Women?s Advisory Network April 2014, saw the establishment of the Police Women?s Advisory Network. This is a breakthrough in the development of women leaders across the NZP. It has been created by several senior women within the organisation in order to support the recruitment and development of women in the NZP.24 Police Commissioner Mike Bush is highly supportive and vocal of the new initiative. am committed to developing more female leaders within NZ Police. Many of our women leaders are influential within police already. It?s vital that our decision making includes a range of perspectives so that we achieve the best outcomes for all New Zeaianders".2S b. Retention The reasons for women lacking in leadership/management positions and leaving are similar to that of those found with the 0 Lack of role models 0 Feeiings of isolation - Balancing family and work commitments 0 Limited development/promotions 7.2.4 Diversity ln-house support The NZP has made significant strides in establishing acceptable and beneficial diversity support networks, programmes and initiatives to ensure staff retention, morale, and development of employees. 0 Equity and Diversity Networks 22 New Zealand Police. Barriers to Recruiting a Diverse Workforce: Literature reviews. 2008 23 Ibid 24 New Zealand Police. Building and strengthening women in blue 25 . - Ethnic Liaison Officers 0 NZ Police Maori Pacific and Ethnic Services (MPES) Leadership programme 0 Police Women?s Advisory Network The National Equity and Diversity Office, the District EEO, and Diversity Liaison Officers have roles in representing and advancing women in the Police as well as ethnic minorities. The Officers;26 0 provide advice on diversity policies, ethnic issues, recruitment; - coordinate implementation of all equity and diversity initiatives; 0 give operational advice; 0 establish effective communication and partnerships between the Police and a range of diverse communities; and 0 have responsibilities to develop good working relationships with gay and lesbian communities. 7.3 New Zealand Customs Service 7.3.1 The following sources were used in order to examine the current state of the New Zealand Customs Service in regards to diversity and women in leadership. 0 New Zealand Customs Statement of Intent 2012?201527 0 New Zealand Customs Service Workforce Strategy 2012 -- 201628 informal discussion Human Resources Diversity As part of being a good employer, Customs remains committed to equality and diversity across their workforce.? Currently, Customs are exploring strategies that support diversity and equal employment opportunities.? it is understood that culture is critical to performance and productivity, this equates to staff who are engaged with the organisation and its direction.31 Customs have a strong focus on equal employment opportunities. Their earnest is to ensure Customs values a diverse workforce in regards to cultural ethnicity and gender. Furthermore diversity ensures Customs assists in understanding and meeting the needs of their clients and customer base.32 3?3 26 New Zealand Police. Barriers to Recruiting a Diverse Workforce: Literature reviews. 2008 27 New Zealand Customs Service. Statement of Intent 2012-2015. 2012 28 New Zealand Customs Service. Workforce strategy 20122015. 2012 EST 11304 1 29 New Zealand Customs Service. Statement of intent 2012-2015. 30 New Zealand Customs Service. Workforce strategy 2012-2016 31[bid 32 Ibid 33 New Zealand Customs Service. Statement of Intent 20122015. it is imperative to Customs that they maintain and continually build on their awareness of ethnicity, gender, and disability issues relating to recruitment and career development. This is to identify and address possible barriers to career development and recruitment reiating to ethnicity and gender. Likewise, the organisation values the unique social and cultural and perspective of ethnic staff.34 it was noted through an interview that customs have made two significant pushes recently. the education of their staff, in particular senior management in relation to diversity; what does it mean, why is it necessary, how is it managed etc. Secondly, to ensure they begin with gender and women in ieadership. They have received help for an outside organisation in regards to the diversity training of staff. The following was confirmed and highlighted in a formal discussion Unconscious Bias training recruitment Customs approached all staff, asking for expressions of interest in regards to creating and being involved with a Diversity inclusion Council. This group takes an advisory role in regards to matters of diversity, reviewing current strategies and future strategies that couid be executed in order to create a New Zealand Customs Service workforce that is diverse and inclusive. Customs have established a Maori network as well as Maori responsiveness policies/Advisors. The network establishes strategy and plans in order to deal with various issues internally (staff) and externally (customers). They also encourage staff to apply for senior positions and facilitate a shadowing programme so staff are able to "shadow" manager to see the role "up?close and personal?. At the end of 2013 Custom?s commenced a review into Women and leadership. The review found similar results in regards to women in leadership as those found within the Career breaks pregnancy, family) and the inability to have a ?exible work schedule was a key factor in not having more women in leadership. Currently, Customs is looking at implementing strategies in ensuring women return from career breaks seamlessly.35 7.3.2 ln-house support a. Diversity inclusion Council Maori Network 0. Diversity Inclusion Council b. Maori Network 7.3.3 Women in leadership 34ibici 3'5 New Zeaiand Customs Service. Workforce strategy 2012-2016 it was recommended that unconscious bias training was needed for staff at management levels when looking at new appointments in to senior roles, to create greater transparency and equality for women. Recently, there has been a slight increase of female staff in management roles at Customs, and they aim to keep this trajectory.36 37 Customs have no specific programmes in place for women as they are building a culture of inclusion; however they are making opportunities more accessible to women. 35 Ibid 37 New Zealand Customs Service. Statement of intent 2012-2015. 8.1 8.1.1 8.1.2 International Perspective There is a significant cause to look at the international counterparts, those speci?cally within the Five~Eyes community. This is due to the similarities in job profile, work ethic and being involved with the unique parameters that face intelligence agencies. information collected for the most part was open sourced. This involved looking at the information available made available via their websites in regards to recruitment, diversity and their public profile. lnformation was then used to formulate and support recommendations for the core agencies Canada CSIS38 Transparency and awareness are key features. This is evident from the unclassified information the public are able to retrieve. The information is vast and abundant compared to the information available via the NZIC websites. encourages openness, is educative, promotes diversity and cultural cohesion, and ensures the public is aware of their mission. it offers information in both French and English, a FAQ section where those can find and source more information and knowledge on historical and current information, areas of priority and concern for CSIS/Canada. Recruitment Strategy in 2009 CSIS conducted a recruitment evaluation via an external organisation. The key areas focus on attracting younger professionals in an attempt to ensure ?healthy workplace renewal?. individuals were not reluctant to seek employment at CSIS due to bad media coverage; this was seen to spark curiosity. It was noted that recruitment did not advertise effectively, job descriptions were too vague and unspecific. Job descriptions neglected the demanding nature of the work and this sentiment was shared by new employees. The lack of knowledge on the agency and their function was apparent in the reasoning into why potential recruits would not consider CSIS as an employer. CSIS has attempted to make their organisation visible, open and transparent. Recruitment now has its own highly interactive website.39 The focus is on being open, detailed and specific with job descriptions (skills, remuneration, benefits, likely hours etc.) as well as using short videos acknowledging and attempting to explain these roles and the role of CSIS. Social media is also used as a recruitment tool with CSIS having profiles on both YouTube and Twitter to connect with audiences. Diversity Diversity is highly evident throughout the CSIS website. CSIS, have several imperative initiatives in place to help promote diversity, manage diversity, and ensure that the obligations of Canada?s Multiculturalism Policy and Equal Equity Act are met. in particular, their establishment of the Diversity Management Unit ensures this. 38 Canadian Security intelligence Service. Welcome to Canadian Security Intelligence Service. 2014 3'9 Canadian Security Intelligence Service. CSIS Careers. 2014. httg?csiscareerscal The information highlights that C515 is well aware of the benefits diversity brings to an inteliigence organisation and this is further identified by the Employment Equity Programme report;40 Employment Equity Programme Report This report outlined strategies, procedures and processes in place for in?house support of minorities and diversity; from Employment Equity Programs establishment up to 2010. The strategies and initiatives in place by CSIS have the ability to be adapted where necessary by the some are already in place exit interviews by Human Resources for departing staff, leadership programs etc.). For those the do not included in recommendations where possible. What is evident is CSIS takes great pride in currently have in place and are adaptable, these have been acknowledging, promoting and pursuing diversity not only within the agency, but also that it is seen as one of the foremost leaders for diversity in employment. The NZIC should look to the Employment Equity Programme Report for guidance 8.2 United States 8.2.1 8.2.2 There is an abundance of material available to the public; mission statements, profiles on both the Director, and Deputy Director, core values, heritage, strategic plan, public releases, information assurance etc. This information is not only in print but also found in videos. This highlights the nature of the NSA, an organisation who is attempting to be transparent and open (where possible) to the people they serve Recruitment Strategy42 Like that of CSIS, NSA has found value in using technology to their advantage in terms of not only educating the public on what they do, but also as a recruiting tool; using online videos to explain and illustrate the positions available at NSA. Jobs are categorised into career fields, explaining the roles of each, tailoring specifics in job descriptions, technical skills required and salary. Also illustrated are the benefits that are received as being an employee of the NSA. In addition to this, NSA offers high school students, undergraduate and graduate internships, scholarships and work study Opportunities to gain experience and possible future recruits. For professionals, NSA offers development programs catered to specific fields for new hirers as well as long?term employees. in addition, they have resume building tools online, they hold recruiting events at not only local campuses, but professional organisations to ensure target audiences are met diverse workforce. therefore creating a 40 Canadian Security Intelligence Service. Annual report to the treasury board of Canada: Employment equity program 2008-2009. 2009 0809 41 Nationai Security Agency. Welcome to 2014. 42 National Security Agency. Careers. 2014 8.2.3 8.3 8.3.1 8.3.2 Diversity Diversity information, in regards to recruitment, the benefits, in?house support that is needed to maintain a healthy and productive diverse workforce is available. Diversity training and education has been illustrated a key requirement in the NSA, encouraging awareness, and inclusion. A range of courses are offered from laws?, ?Recognizing and Preventing Sexual Harassment? and "Diversity and Disability Awareness Training?. The in?house Special Emphasis Programs celebrates diversities within the agency. The celebration and promotion of ethnicity, religion, disability, sexuality and gender is completed through a variety of events; training, speakers, demonstrations, displays etc. Employee Resource Groups represent various ethnicities, sexualities, people with disabilities and women. In addition, their Disability Affairs Office ensures that assistive technologies are available to those with any disability to ensure equal employment opportunities United Kingdom GCHQ43 information relevant to the GCHQ public profile, GCHQ awareness and transparency is evident. GCHQ is involved with a local civil servant volunteer program, employees spend a day volunteering within their community, and this does not only promote community engagement with the organisation but improves public profile. in addition, GCHQ runs competitions within high schools, supporting Science, Technology, Engineering and Maths (STEM) subjects. Recruitment Strategy?M The recruitment process is informative. information regarding the initial recruitment process and vetting procedure is well documented, what is expected of applicants, possible roadblocks in regards to security clearance and expected time?frames. Development opportunities are recognised and highlighted on the website and as for job description these are similar to however are categorised into specific areas, with more tailored details. They also have continually running vacancies, in order to have a continuous supply of potential new recruits. Diversity GCHQ highlight that in?house they have several support groups for women, those with disabilities, lesbian, gay, bisexual and transgender (LGBT) community and minority?ethnic (BME) employees. GCHQ, externally seeks outside help and advice to ensure diversity, is present, respected and valued within their organisation. This focus, is not only ensuring that GCHQ has a diverse workforce but that it is present as all levels; from the general GCHQ working population through to management levels. "Valuing diversity isn?t about political correctness: it?s about making sure you can get the very best talent there is without imposing some arbitrary stereotype of what a "norma employee looks like.? 43 Government Communications Headquarters. GCHQ homepage.201AL 44 Government Communications Headquarters. GCHQ careers.2014 9. Recommendations These recommendations have resulted from a combination of the examination of the current climate of the NZIC, practices implemented by external agencies in the wider NZIC, and open source research on the international counterparts. The goal is to increase the representation of ethnic minorities and the development of women. These recommendations are a base on which the NZIC should attempt to build from and be adapted accordingly and appropriately where possible to include constraints which are not included in this report funding, capability, etc.). Example Refer to community initiatives. University competitions, (GCSB) Recommendation A physical presence at; Establish and Investigate targeted Career Expos, 4.23 1 recruitment strategies to ensure the needs University Expos, 8 and wants of the are met. Pasifika, Professional Organisations etc University publications Establish and Investigate processes that A process available to staff in 4.23 2 attract target audiences through the use of regards to recommending 8.1.1 technology, social media, external and staff future employees. networks. Alternative job websites e.g. Linkedln . IT. Continue the development of post?graduate . Mathematics, 3 Internships in conjunction With unrversrties in Science 8.2.2 a range of study areas relevant to the business . Arts based fields, investigate creating specific scholarship iT, 4 programmes in conjunction with universities Mathematics, 82.2 in a range of study areas relevant to the Science, business Arts based fields, . High school programs Investigate the DOSSIbillty of sponsored 5 competitions (GCSB), 8.3 Establish a community liaison officer, who is 6 actively seen in within the NZ community as representative for the NZIC. 7.2.2 8.3 Five~Eyes partners in respect to information available regarding the recruitment process 4.2.3 7 Train recruitment staff in cultural awareness 5.2.2.5 and ways of diffusing unconscious bias. 7.3.3 Appendix 3 8 Train vetting staff in cultural awareness and 4.2.4 ways of diffusing unconscious bias. Appendix 3 Update and Invest in the 9 websites to be more in line and on par with 8 Update and Invest in the 10 websites to be more in line and on par with New Zealand Government Agencies - Update and Invest in the 11 websites to be more in line and on par with 8 Five-Eyes partners in respect to information available regarding the vetting process Recommendation Example Refer to Management need to be properly advised Flexitime 6.1.1.b 12 on the current policies of the NZIC in order maternity 5.2.1.2 to effectively manage Study leave etc. CV building, interviewing, 13 Create jobmseeking skilled based information 5.2.1.1.a Widen skills, preparing for next career moves Tier 1 and Tier 2 female staff Develop lunchbox where women in I External Tier 1 and Tier 2 Within 14 posations of leadership can speak to staff and 5.2.1.1.b act as a role model. the wider NZIC, Government, Public Sector Provide transparency and explanations of 1 7.3.3 15 the appointments of those in to senior 5.2.1.13 management positions Develop an open forum for NZIC women to 5.2.1.1.b 16 attend in order to meet, establish working 7.2.3.3 relationships, network, discuss issues, 7.2.4 Create and Streamline procedures and 17 processes for employees to transition out 733 and back into the workforce after career breaks. Investigate introducing a formalised 18 5.2.1.1.b programme for mentoring staff Develop and implement multiple career 5.2.1.1.a 19 pathways for staffwho do not wish to go 5.2.1.2.b into management positions 5.2.2.3 Ensure appropriate and formal support is 5.2.1.1.a 20 provided to those who want become field 5.2.1.2.a experts and develop their skills Ensure appropriate and formal support is Diversity Training 21 provided to those in management positions People Management 6.2.1 or appointed to these position ensure that Budget/Finance Create and enlist a ?Code of Conduct? for managers to adhere too, which includes .. . performaneeandzdEscupianary. .. . 6.2.1 more descriptive behaViour Indicators in the procedures-and wo rkplace. . - Increase secondments to external agencies 23 so staff are able to continue to develop and 6.2.2.a bring valuable skills to Recommendation Example Refer to 24 Educate staff on Machinery of 6.2.3.13 Educate NZSIS and GCSB on the roles, The links that connect them, and 6.2.3.a 25 function and purpose of each other?s how they contribute collectively business and dependently to the Educate, each agency needs to learn . 6.2.3.a How they contribute to the what each part of their organisation 26 organisation, who they interact, does in order to be perform what they contribute etc. coheswely. Create informal and formal initiatives Maori Language week 4-2 27 regards diversity; promotion, cultural inter-faith calendar 8-32 awareness and understanding Cultural Activities Those at Tier 1 and Tier 2 4.2 Establish a lunchbox seSSion held on 28 I I establishing its importance to the the benefits of diverSIty Present more informative lunchtime 4-2-1 EthI?llCIty, 29 on minority groups, With a 4.2.2 Religion etc busmess focus core - . . . 7.2.4 Establish an inwhouse DiverSity 7 3 2 inclusion Group or Advisor to ensure i 30 . . . . 8.2.3 that policy, strategies and diversny 8 1 2 management occurs within 4 . 7.1.1 Management sending emails, 4.2.1.c Encourage and Support staff lead . encouraging staff to partiCipate, 31 initiatives cultural initiatives. E.g. being seen as actively involved Waiata/KapaHaka groups. Sporting competitions, 32 Encourage inter-agency events . 6.2.3.a Somal theme nights etc 10. Conclusion The undertaking of this research is a testament to the NZIC. it is an acknowledgement that diversity is an important and contributing factor to the intelligence community and its future. There is no easy or permanent solution to a creating a diverse workforce for any organisations. Diversity must continually be sought, developed and managed through the implementation and formation of up?to? date policies, strategies, and initiatives. This report highlights the current environment the NZIC has found itself in. This is in relation to the underrepresentation of Maori and Pacific peopie and women in leadership within the NZIC workforce. The lack of diversity present in the is the combination of several components; recruitment, vetting, lack of support networks for minority gioups, and limited development opportunities and ?exibility in the area of leadership and management for women. These are complex issues that require certain considerations due the parameters the NZIC face. it became evident that there is room for improvement in these areas mentioned above, as this report has illustrated. in order for this to occur the NZIC must continually evaiuate their current diversity practises, the current practises of external agencies (not only limited to the wider NZIC), international intelligence counterparts as well as globally to ensure best practices are in place. This will ensure that the New Zealand Intelligence Community builds and retains a better workforce that reflects the population it serves and protects. This is a supporting research paper as it is critical that above all else, continua! and constant education in the realm of diversity, awareness and management persists Bibliography Canadian Security intelligence Service. Annual report to the treasury board of Canada: Employment equity program 2008-2009. 2009 0809 new Canadian Security Intelligence Service. Welcome to Canadian Security Intelligence Service. 2014 Canadian Security Intelligence Service. Careers. 2014. http://csiscareersca/ Government Communications Headquarters. GCHQ careers.2014 Government Communications Headquarters. GCHQ homepage.2014 Ministry of Women's Affairs. Realising the opportunity: Addressing New Zealand?s leadership pipeline, 2013. National Security Agency. Careers. 2014 National Security Agency. Welcome to 2014. New Zealand Customs Service. Statement oflntent 20124015. 2012 New Zealand Customs Service. Workforce strategy 2012?2016. 2012 EVE EST 11304 1 22950772 New Zealand Police. Barriers to Recruiting a Diverse Workforce: Literature reviews. 2008. literaturewreviews New Zealand Police. Building diversity: Understanding the factors that influence Maori to join Police. 2010. evaluation?report.pdf New Zealand Police. Building and strengthening women in blue. 2014 New Zealand Defence Force. Defence White Paper 2010. 2010 white paper 2010.pdf New Zealand Defence Force. Maximising opportunities for military women in the New Zealand Defence Force, 2014. opportunities-milita Sara Nonu, Research Proposal, Unpublished Manuscript, Massey University, 2014 State Services Commision. Human resource capability in state services. 2013. Appendix A Limitations This report has several limitations that must be considered when examining and using this report. Methodology Due to the time constraints and word limit restrictions several aspects of this report were reduced and passed over in order to provide a useable report for the Unfortunately due to time constraints of not only the report, but individuals being interviewed it was not feasible or practical to interview all employees; males, females, ethnic and non?ethnic. Therefore there are gaps in the research that would need to be addressed in the future. Not all employees selected and invited to attend discussions accepted. Therefore this reduced the number of people interviewed. it is not clear ifthis would have impacted the report in terms of the information collected. Maori and Pacific People It was impossible to interview all ethnic and non-ethnic employees. Employees who were approached were those who identified as being of Maori and Pacific island decent. The purpose for interviewing these ethnicities was based on the premises that 1. These are the largest ethnic minorities within both agencies 2. These ethnicities are also two ofthe largest within the New Zealand population The goal with interviewing these ethnicities was not in order to make recommendations specifically tailored to their needs, but recommendations that can have implications for all ethnicities across both organisations Future research It is suggested that future research involves those staff of other ethnic minorities and non-ethnic staff in order to produce a we l~rounded report on ethnicity representation within the Women in the New Zealand intelligence Community It was impractical to interview all female and male staff within GCSB and Therefore a range of female staff were selected, as randomly as possible to participate with this report. There were a few limitations that need to be considered when looking at this sample 1. Not all women were invited to informal discussions. Males were not included in this report, therefore their views were ignored. 3. It was difficult to have a decent sample size of participants in certain areas of the business. For example IT is a male dominated field and had a decreased number of female employees working within the operational side of the business who had young children. Therefore it was difficult provide holistic results. Future research It is suggested that future research involves both the opinions, and perspectives of female and male staff in regards to women in leadership, management and their development. External Agencies and International Perspectives Due to the open source collection of information any further and in-depth information on the external and international agencies is difficult to obtain. This means several things; 1. The accuracy, effectiveness and usefulness of programmes, policies, and initiatives in place by these agencies are difficult to examine and quantify accordingly. 2. The internal and precise functions of these programmes, policies, and initiatives in place by these agencies are not defined or explained due to the lack of information that is availabie through open source. Further Research It is suggested that future research involves using internal contacts and supports within external agencies and international intelligence counterparts to gain further information, skills and tools in order to create well rounded diversity schemes for the NZIC Recommendations The recommendations presented in this report do not take into account factors such as capability, funding, and certain security issues, therefore should be considered as a base on which to build from. Future Research These recommendations need to be further researched, developed and adapted by those already within the NZIC, who have institutional knowledge on these issues and can appropriately define and expand the parameters of these recommendations Additional Future Research Themes in regards to future research several areas can be more extensively looked at; A more comprehensive investigation around adverse vetting in regards to ethnicity, data to validate biases in vetting and streamlining current procedures. 0 Diversity in regards to the Lesbian, Gay, Bisexual and Transgendered community and their representation within the 0 Due to the classified and consequently, insular nature of the intelligence community, research should look to investigate the current cultural climate of the NZIC. This includes the social environment, behaviours and what have become acceptable social norms within the NZIC comparative to external counterparts. 0 Further investigation in to workforce gaps and how to prevent them from occurring and how to ensure that institutional knowledge is retained. 0 Performance management, in particular, adequate standardised processes, best practices for performance management and disciplinary process. Appendix Literature Review Workplace diversity is one arena that deserves significant recognition and currently does (Prasad et al., 2005; Thomas, 2008, Popescu 8: Rusko 2012, B'ucher Bucher, 2010). This is due to an ever changing and globalising world and the diversity that it creates (Williams O?Reiily, 1998). Workplace diversity is the primary concern in the realm of organisational and human resource management and has been the centre of prominent discussion in these fields (Stockdale Crosby, 2003). In the early 90?s workplace diversity was suggested to have been an organisational strength. Previous to this diversity was perceived to be a disadvantage by many within organisations, in particular those at management level and within human resources (Hays-Thomas, 2004). in the workplace, diversity became the segregation and discrimination of those who do not necessarily fit the norms of an organisation and/or society and therefore were excluded or prejudiced against. This discrimination has been highlighted to come in many forms, rejection from employment, the lack of minorities represented, gender?imbalance, limited promotional opportunities, reduce salaries, etc (Mor-Barak, 2014; Rashbrooke, 2013). There has been extensive research on the topic of workplace discrimination, why it occurs, what are its effects in organisations and employment, as well as possible solutions to diversity resistance. The issue of workplace discrimination is not related to a specific type of discrimination or prejudice such as age, race or sex. Research has shown most demographics if not all can be discriminated against in the workplace (Prasad et al., 2005). This discrimination, prejudice or resistance to diversity can occur because of one demographic/character trait an individual has or because of multiple factors (Thomas, 2008). For example, an individual who is female, has unfavourable ethnicity, and is of a certain religion. Stereotypes and schemas have been known to be one of the most influential tools in organisations for employees and coworkers resisting diversity (van Knippenberg, De Dreu, Homan, 2004; Harrison, Price Bell, 1998; Kuiik, Bainbridge Cregan, 2008). Hogg and Abrams (2007) have noted that individuals who are identified to be associated with a specific group or minority will have their individual qualities and merits ignored. This is in favour of the collective assumptions or actions of said group or minority. This failure to acknowledge an individual?s capabilities, potential and value comes from not only the preconceived notions that stereotypes create, but also their peers and colleagues who have similar ideals and reinforce discrimination against minorities The literature on workplace diversity highlights several key elements that should be taken into consideration when discussing the reasons behind resistance to diversity, the likely solutions to this resistance and the effects that diversity has. As it stands, there is no singular answer to explain the resistance to workplace diversity, however there are possible practical/theoretical applications to help deter resistance to diversity (Kulik Bainbridge, 2006; Ensari Miller, 2006). There are several perspectives and theories that have had an impact on workplace diversity and this is seen throughout the literature available on the subject. It has been shown that a social approach and a functionalist perspective have become known to be key elements when discussing or even considering solutions to diversity resistance (Christian et al, 2006; van Knippenberg Schippers, 2007; Jackson et al., 2003). These theories originate and contain elements of social and organisational and human resource management (Prasad et al., 2005). The social approach to diversity looks at the issues concerning diversity resistance and the relationships that maintain this. Whereas, the functionalist element looks at the task?related aspect of diversity in the workplace while removing the relationship and social aspects often associated with diversity issues. it is found through literature and research that when organisations take a social focus when trying to increase diversity and acceptance, negative effects follow or there is no change at all (Christian at al., 2006). However, when organisations adopt approaches that are based on functionality and are task-related individuals look past diversity to achieve a common goal (De Dreu Weingart, 2003). Both these theories and the literature available will now be explained in further detail. Diversity resistance in the workplace has strong ties to social cognition, it is here that various social theories are able to be applied or used as models in an attempt to explain why resistance and discrimination can occur. Research has shown that a common element conveyed through literature is the social connection diversity has become synonymous with. Our social perceptions are what frame our ideals, impressions and knowledge of individuals in particular those we do not yet know, do not get the time to know, or simply do not want to know. This is using stereotyping, categorisation and schemas at their finest (Ashforth Mael, 1989; Campbell Wilbur, 2009; van Knippenberg Schippers, 2007). information comes for personal experiences, real life observations and relationships portrayed in the media and from this we draw conclusions about an individual or individuals (Lippa, 2007). It is because of this diversity resistance is on a conscious and subconscious level (Campbell Wilbur, 2009; Bucher 8L Bucher, 2010). Social Identity theory represents the notions above, and when these are applied in the workplace it also highlights the missed opportunities and mismanagement that can lead to having negative effects in the workplace. These effects are at the organisational, management, and individual level (Schneider 1999; Chrobot?Mason Ruderman, 2004). These social models tend not to be workplace specific, however they are transferrable, can give rise to practical applications to combat diversity resistance and can answer questions into why people discriminate. The human resource management viewpoint thrives on the functionalist perspective and the information/decision making process (van Knippenberg Schippers, 2007; Christian et al., 2006). These approaches have a workplace/goal-orientated focus that assumes certain aspects of diversity can be controlled in order to increase positive effects of diversity while decreasing the negative effects it is associated with (Ayub et al., 2013). This type of view not only has ties to human resource management but organisational The ideals from this standpoint are mentioned widely in a variety research and literature. It also seems to be the reason many organisations see diversity to be crucial in terms workplace productivity, effectiveness, and increased quality of work (Cox, 1994; Wise Tschirhart 2000; Amable, 2003; Grimes, 2002). This perspective also highlights that diversity in the workplace is a "strategic management issue? and should have a top?down focus (Prasad, et al, 2005). In essence this perspective promotes social evolution, cohesion and in particular the knowledge diversity can produce as well as the necessary tools to maintain it (Nemetz Christensen, 1996; Burrell Morgan, 1979). The information/decision?making process induces social change and promotes diversity through problem solving and using tasks, objectives, and goals. Essentially, peers and co-workers should be able to see past any diversity issues and see the benefits of diversity in achieving common goals; larger pool of resources, opinions, and innovative/creative solutions (van Knippenberg et al., 2004; De Dreu Weingart, 2003). However, to say that this type of rational does not produce any conflict is ignorant. The point of this approach and the functionalist perspective is to produce and support conflict in a controlled setting using an open forum. This conflict is for the purpose of inducing work, functionality and ideas; not supplementing discrimination or prejudice ideals (Jackson et al., 2003) The literature specifically on the public sector and diversity is not nearly as well rounded as the previous. Academic and non-academic sources conclude mixed results when considering diversity resistance training programs or policies. These results have strong ties that relate and reflect the theories previously mentioned. What is highlighted and prominent throughout the literature (in particular academic literature) is that hiring a diverse workforce due to wanting to reflect a population or to produce public service for said population is inadequate (White Rice, 2010; Marina, 2005). Again, these views are in line with the theories presented. Within this literature there i? are several demographics that have been noted as the more "traditiona ideals of diversity in the work place; race, age and gender leaving other demographics such as culture, socio?economic and sexuality somewhat neglected (Popescu Rusko, 2012). Therefore, most of these reports have focused on the management diversity, the lack of diversity within upper?level roles within public sector organisations and the procedures that have been put in place to create, implement and continue diversity (Rivera Ward, 2005). Winn and Taylor?Grover (2010) highlighted the importance of management in changing diversity, that an organisations culture must be changed first through the use of policies and procedures. This again is in agreement that any diversity campaigns should have a top down focus. Yet, as Mathews (2010) noted in her research, public organisations have been shown to undervalue diversity and therefore a combined flexible top?down and bottom-up strategy needs to be implemented in order to successful integrate and accept diversity (Barman, Bowman, West, Van Wart, 2001). In most governments systems or policies have been put in place to ensure that diversity is found within their organisations and agencies or at least appears too. These government policies, articles and initiatives are easily found when using open source information/non-academic sources, although that being said, knowing the effects and results of said systems or policies is not (Groeneveld Verbeek, 2012). However, every organisation or agency within the public sector is unique, provides a different service and has particular needs in terms of work force and therefore systems in place also need to reflect this (Popescu Rusko, 2012). Appendix 3 Unconscious bias Unconscious bias is the product of a person?s unconscious knowledge (what we know) and unconscious thinking processes (how we think)?. Unconscious processing using our unconscious knowiedge happens automatically, and is sometimes described as ?fast thinking?. The advantages of fast thinking are speed and efficiency, since we use shortcuts to avoid having to sort through every piece of information. The disadvantage is that we do not take ali the reievant information into account when making a judgement or decision, which means that the decision has a greater risk of being sub-optimat Sub-optimai decisions can occur when our unconscious knowledge is either wrong or insufficient or when our unconscious thinking processes, which are shortcuts, mean we exciude relevant information. We are not aware of unconscious bias in?uencing our decision-making. Use of stereotypes can create unconscious bias One form of unconscious thinking that can result in sub-optimal decisions is our use of stereotypes. Stereotypes are widely heid, but ?xed and oversimpli?ed, images or ideas of a particular type of person or thing. Such stereotypes are implicit; we do not know we have them and so they can lead to unconscious bias in our decision?making. We unconsciousiy use our stereotypical beiiefs to make decisions, particularly in ambiguous situations14 or in the absence of personal experience?. The danger of using stereotypes and other unconscious thinking is that they are not ?tact checked?. This means we can continue to use it even when it does not match externai realities and it may even contradict our conscious thinking. In other words, we can make biased decisions even when we believe ourselves to be unbiased. Research and anecdotal information suggest many peopie have stereotypicai views about gender and ieadership17 18 Gender stereotypes are generalisations about how women and men differ based on our perceptions of how women and men ?should? or ?ought to' behave in various situations. Leadership stereotypes are preconceived notions about leaders and how they should behave. Leadership stereotypes create challenges for women leaders All the evidence indicates there are no gender differences in outcomes achieved by male or female leaders; both perform equally weiizo. However, there is evidence that peopie associate ieadership with behaviours and traits that they link with men. People associate effective leadership with ?agentic? behaviours, such as self-con?dence, decisiveness, self? reliance, individualism, that convey achievement and controi21 22 23 24. These are typicaliy considered to be more masculine and associated with men. This phenomenon has been described as ?think ieader, think male?zs. in contrast, women are associated with more ?communal? behaviours, such as being kind, heipfui and interpersonaiiy sensitive26 27. These behaviours are not typicaily associated with leadership. 80 many peopie impiicitiy associate men with ieadership and unconsciously see men as natural ieaders, whereas women have to prove they can ieadza. Ministry of Women's Affairs. Realising the opportunity: Addressing New Zeaiand?s leadership pipeline, 2013. Appendix army .. {at . 3.5.. tr "ti i ?bfva'w; page ff?. ?gt itwa so}. a 5 a. As Figure 17 shows, the Public Service has a smaller proportion. of workers in the 35-29 age range than the New Zeaiand workforce as a whoie. Despite new recruits being hired in large proportions in this range, young staff members are ieaving their roles at an equiveient rate, meaning there has been no signi?cant increase in the proportion of young staff in the Public Service workforce over the iest year. Young people are more iikely to move between roies than oider staff and oroportioneily, young staff take up more ?xed term contracts than older staff. Figure 17 shows the age profile of the Pobiic Service compared to the total New Zealarici Workforce, as measured by the Statistics NZ survey the Household Labour Force index. Figure l7: Employee age profile, 30 Jurie 2013 Percentage of Employees zebricsesse'e: cServicere:- m?niv?vr if new? ?1 r?vwsm- ?53 2 Age Groves State Services Commision. Human resource capability in state services. 2013. RC2013.odf