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Chapter 7 contents
7.1 Overview
7.2 Equity Rights, Responsibilities and Principles
7.3 Adjusting the Workplace
7.4 Equity Performance Indicators
7.5 Further Resources

7. Induction

 7.1 Overview

The University's Staff Orientation Policy (MOPP B/12.2) requires supervisors to develop an orientation program for all new staff.

An effective program should welcome new employees into the organisation. It should also inform them of their rights and responsibilities, particularly in relation to the University's Code of Conduct, equity policies and relevant legislation. It is important for new employees to be aware of the standards of behaviour you expect of them and the consequences of unacceptable behaviour in relation to issues such as gender, ethnicity, race and religion. It is also important to keep in mind that sometimes changes will be needed in the workplace to make the culture more suitable for new starters.

Unless the University takes adequate steps to inform new staff of their responsibilities, it may be liable if others complain that a new staff member has behaved in a discriminatory manner. Although the University's staff orientation seminar includes information on equity policies, the Code of Conduct and relevant legislation, this information serves only as an introduction and would not be sufficient to protect the University against complaints.

As managers, you are required to reinforce and elaborate on information provided in the orientation seminar. You must ensure new staff with managerial or supervisory responsibilities are aware of their specific equity responsibilities.

The University can also be liable if managers do not make reasonable adjustments to accommodate the needs of new employees.

The following strategies will assist you to ensure new staff are aware of their rights and responsibilities and feel welcome in your workgroup. They will also assist you to ensure appropriate adjustments are made to the workplace for equity group staff.

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7.2 Equity Rights, Responsibilities and Principles

Obligations
  • Anti-Discrimination Act 1991 (Qld)
  • Disability Discrimination Act 1992
  • Racial Discrimination Act 1975
  • Sex Discrimination Act 1984

    Under legislative provisions, the University may be liable for discrimination and harassment if managers do not take steps to ensure staff and students are aware of their responsibilities and what constitutes discrimination and harassment.

  • Code of Conduct

    QUT's Code of Conduct provides a framework for ethical behaviour for all employees. The Code is largely a compilation of existing policies, rules and practices. Breaches are covered either by the relevant University procedures (for example, incidents of racial discrimination will be covered by the procedures for the Racial Discrimination and Harassment policy), misconduct or serious misconduct provisions, dispute resolution processes or performance management processes.
    (See Code of Conduct)

  • University Staff Orientation Policy

    Upon commencement with the University all new staff are involved in an orientation program. The program incorporates the following components
    a staff orientation seminar
    an induction interview with either the Human Resources Department or Campus Administration
    a local workplace orientation
    (MOPP B/12.2).

Strategies
  • Advise new staff that harassment and discrimination will not be tolerated at QUT and what is meant by these terms. Inform them of their rights and responsibilities under equity policies, relevant legislation and QUT's Code of Conduct and where they can find further information by
    sending them to Staff Orientation seminars
    sending them to relevant equity seminars and workshops, for example, Equity Basics and Cultural Diversity seminars
    giving them copies of brochures and policy statements
    briefing them on the relevant policies and their implications
    introducing them to the University's Discrimination Contact Officers and explaining their role.

  • Advise new supervisors of their specific responsibilities in relation to QUT's equity policies and Code of Conduct by
    sending them to additional workshops specifically designed for managers, for example Equity Basics for Supervisors, Grievance Management and Diversity Management
    briefing them on the University's expectations of them in relation to equity issues.

  • Include attendance at relevant seminars and training workshops in PPR agreements for new staff (see Chapter 3. Performance Planning and Review, Section 3.6 Equity Performance Objectives).

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7.3 Adjusting the Workplace

Obligations

Strategies
  • If the particular needs or customs of the new employee will be unfamiliar to some of your staff, talk to them about any uncertainties or questions they may have before the new person starts. For example, they may want to know why the new person wears particular items of clothing; why they need to pray at certain times; what special equipment they need; whether there are particular communication issues.

  • Brief your staff on the behaviour you expect of them. This may be particularly important if the new employee is a woman entering a male-dominated work group.

  • With the new staff member's cooperation, organise a session where the new employee, or someone else with expertise, answers questions and provides information about their background or needs.

  • Before any new employee starts work, find out if they have any special requirements. For example, some staff may need a quiet place in which to pray. Breastfeeding mothers may need somewhere to express milk. Wheelchair users will need access to appropriate toilet facilities. People with some types of disability may need access to special equipment. Parents may need to leave work by a certain time to pick up children.

    Adjustments, particularly for people with disabilities, should be negotiated and arranged before the new employee starts work. When negotiating reasonable adjustments for staff with disabilities, you are encouraged to seek advice and assistance from the Human Resources Department, Equity Section and Disability Officer.

  • In accommodating the needs of new staff, there may be an impact on existing staff. They may have to adjust the work practices they have used to date. You will need to manage this situation sensitively (see Chapter 2. Leading and Managing a Diverse Workforce).

  • Provide a mentor or buddy for new employees who may be marginalised in the workplace.

  • Arrange a workplace reorientation for staff members returning from extended periods of leave such as parental leave.

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7.4 Equity Performance Indicators

Performance Objective Performance Criteria
QUT staff and students work and study in an inclusive environment free from all forms of discrimination and harassment.
Induction programs include information and training on equity rights and responsibilities, particularly in relation to QUT's policies, relevant legislation and the Code of Conduct.
Feedback from new employees, in particular those from under-represented groups, indicates that they felt welcome when they first started.
Exit interviews with staff leaving within two years show staff received an adequate and appropriate induction program and were satisfied with the workplace culture.

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7.5 Further Resources

Equity Section

Equity Training and Development Program

Disability Officer

Contact:
phone (07) 3864 2699
e-mail equityenq@qut.edu.au
www.equity.qut.edu.au

Human Resources Department

Staff Orientation program 'Welcome to QUT'

Contact:
phone (07) 3864 4104
www.hrd.qut.edu.au

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  This page last updated January 8, 2004