USQ Employment Equity

and Diversity Strategy

2014 - 2017
Human Resources
1. Introduction and Background
The University of Southern Queensland seeks to ensure all its staff are culturally competent and able to contribute to their full potential.
Informed equity and diversity leadership is vital in achieving this. The purpose of this Strategy is to provide guidance for the proactive
management of equity and diversity within USQs workforce.

The 2014-2017 Employment Equity and Diversity Strategy is a key document linking implementation measures and policies to enhance
inclusion and opportunity, and outlines the Universitys intent to address and redress barriers to employment.

USQ is committed to the core principles of:

Supporting social justice and multiculturalism and appreciating the value of difference and diversity, and
Caring for the individual through approaches that are fair, inclusive and equitable.

The reasons for addressing equity and diversity issues are evident. There are direct costs associated with a failure to address these
issues, including but not limited to increased sick leave, lower morale and higher staff turnover. Ensuring that staff are valued and that
the University focuses its attention to its employee diversity programs will enable the University to develop improved productivity and
competitiveness.

The Staff Equity and Diversity function within Human Resources supports equal opportunity in employment and assists the University to
provide a safe workplace that is free from harassment, bullying and discrimination, and one that values a diverse culture.

The USQ Employment Equity and Diversity Strategy should be read in conjunction with the:
USQ Strategic Plan 2013-2015
USQ Social Justice Strategic Plan 2014-2015
USQ Strategic Workforce Plan 2011-2015
USQ Reconciliation Action Plan 2015-2017
USQ Aboriginal and Torres Strait Islander Career Development and Employment Strategy 2013 2016
USQ Enterprise Agreement 2014-2017

2. Scope and Purpose

Talent and capability is not found in one particular demographic. To ensure USQ has access to the best available talent and is able to retain
this, it will need to progressively become an employer of choice for existing and potential employees of all backgrounds. Rapidly changing
workforce demographics (including a shrinking, ageing and more female workforce) means USQ will increasingly be challenged in the
search for talent unless it is able to draw from, and retain, candidates from diverse backgrounds.

Since the amendments to the Fair Work Act and the implementation of the USQ Social Justice Strategic Plan 2014-2015 there has been
extra emphasis within the University on attracting and managing workplace diversity as an asset. The aim of managing and promoting
workplace diversity promotes the University as a fair and equitable employer of people with diverse backgrounds.

USQ is committed to providing employment opportunities for the designated under-represented groups identified by Queensland
legislation. The Universitys Strategic Plan 2013-2015 and Social Justice Strategic Plan 2014-2015 identifies a number of priorities relating to
staff.

2 | University of Southern Queensland | Employment Equity and Diversity Strategy

In addition, the USQ Social Justice Strategic Plan 2014-2015 has a scope that includes both students and employees with a focus on
addressing structural and systemic inequality in education and employment. That Plan specifically identifies a number of Core Priority
Groups for the 2014-2015 period that focus on employees, that is:
Aboriginal and Torres Strait Islander Employees
Gender Equality in the Workplace
Employees from Non-English Speaking Backgrounds

In addition to these Priority Groups, Human Resources also identifies additional Diversity Groups, adapted from the Diversity Council
Australias 2014 key diversity areas including:
People with a disability
People practicing different faiths
Generational/mature aged
LBGTI (lesbian, gay, bisexual, transgender and intersex)

The USQ Employment Equity and Diversity Strategy 2014-2017 aims to support achievement of the goals and objectives in the USQ Social
Justice Strategic Plan 2014-2015 which incorporate an element of employment and employees, and aligns the actions to be taken in
support of these goals and objectives with USQs Strategic Workforce Plan priority areas of focus of:
Workforce Planning, Analysis and Design
Employee Attraction and Recruitment
Employee Retention, Engagement and Development.

Demographic data collected by the Government provides benchmarks for workplace diversity to enable employers to gauge the level of
diversity of their workforce against that of the wider community.

USQ has also set its own targets in the Strategic Plan 2013-2015, Social Justice Strategic Plan 2014-2015 and in the Aboriginal and Torres
Strait Islander Career Development and Employment Strategy 2013-2016.

Where measures of success and targets are stated in this Plan, these are intended as University-wide outcomes, with an expectation that
each Division of the University will support actions and activities that are relevant to their local area and work towards the overall University
goals and key performance indicators for employment equity and diversity.

3. Governance
The Vice-Chancellors Committee, as the key advisory committee to the Vice-Chancellor on all matters relating to the management of the
University, setting of strategic directions and development of policy, has overall responsibility for implementation, oversight and monitoring
of this Strategy.

The Vice-Chancellor, as chair of this committee, acts as the clear senior advocate for strategies that support equality at the University.

The Social Justice Strategy Board also provides an advisory and support role in the implementation of this Strategy.

University of Southern Queensland | Employment Equity and Diversity Strategy | 3

4. Goals
USQ aims to build an equitable and inclusive workplace where all diversity groups are appropriately represented, valued and rewarded.

The Strategy aims to support equality in all areas of employment, including recruitment, retention, performance management processes,
promotion, talent identification/identification of high potentials, succession planning, training and development and resignations.

In broad terms, the goals of the Equity and Diversity Strategy are to:
1. Attract, retain and develop employees from around the world to reflect the diversity of our society.
2. Improve participation and retention rates for employees from all diversity groups, disadvantaged and under-represented
backgrounds.
3. Enhance USQs employee diversity through the development and maintenance of existing or new community partnerships and
the strengthening of relationships, outreach activities and support for communities in the USQ corridor.
4. Maintain and implement a range of Diversity Networks to support staff and students.

And specifically in alignment with the 2014 and 2015 Social Justice Priority Areas:
5. Improve the proportion of female staff in senior academic and professional positions, and improve gender representation in all
Divisions more broadly to achieve gender balance at all levels.
6. Increase the number of Aboriginal and Torres Strait Islander staff in senior, academic and professional staff positions across all
areas and levels.
7. Improve the representation of staff from diverse cultural/linguistic backgrounds across the University, especially in senior
academic and professional positions at all levels and in all divisions.

And for other identified Diversity Groups:

8. Continue to support LGBTI staff and students, through maintaining the Ally Network and other associated initiatives.
9. Continue to encourage the recruitment and participation of suitably qualified people with disabilities or long term medical
conditions at all levels of the workforce.

4 | University of Southern Queensland | Employment Equity and Diversity Strategy

 5. Employment Equity and Diversity Strategies and Actions 2014-2017
The USQ Social Justice Strategic Plan 2014-2015 includes a number of Goals, Objectives and Actions which specifically contain a focus on employment and employees, and in a number of instances assigns
responsibility to Human Resources for ownership.

Actions in the Plan specifically with a Human Resources responsibility, and their alignment to USQ Workforce Strategy Priority Focus areas are:

Workforce Planning, Analysis and Design Employee Attraction and Recruitment Employee Retention, Engagement and Development

6.1.1 Increase the number of employees who are aligned to USQ
values and represent diverse backgrounds.
University of Southern Queensland | Employment Equity and Diversity Strategy | 5
4.1.1 To recognise, value and promote diversity amongst the
employees and students that we attract.
4.1.2 To promote USQ as an Employer of Choice for employees
from diverse backgrounds.
5.2.3 To continue to invest in increasing Aboriginal and Torres Strait
6.1.2 To provide employees with timely and relevant professional
support and development opportunities related to social
justice issues.
6.1.3 To enhance the cultural competence and cultural awareness
of academic and professional employees to support

Islander employment at USQ and support employees in their Aboriginal and Torres Strait Islander students.
employment and education aspirations.

To achieve the measures of success aligned with the above actions, the University will focus its HR activities on the following for all equity groups:

Workforce Planning, Analysis and Design Employee Attraction and Recruitment Employee Retention, Engagement and Development

Actions Responsibility Timeframe Actions Responsibility Timeframe Actions Responsibility Timeframe

Annual review of demographic Human 2015 - Annually Development and maintenance of Human 2015 - Ongoing Develop and implement an Human 2015 - Ongoing
staff profiles in key equity and Resources an Equity Talent Pool for managers Resources Employee Health & Wellbeing Resources
diversity factors and identification Staff Support and supervisor to utilise for equity Staff Support Program which meets the needs Staff Support
of areas of focus. and Equity and diversity specific projects or and Equity of specific diversity and equity and Equity
Advisor roles. Advisor groups. Advisor
6 | University of Southern Queensland | Employment Equity and Diversity Strategy

Workforce Planning, Analysis and Design Employee Attraction and Recruitment Employee Retention, Engagement and Development

Actions Responsibility Timeframe Actions Responsibility Timeframe Actions Responsibility Timeframe

Succession Planning for key Human 2015-2016- Optimise community sources and Human 2015-2016- Develop and implement the Human 2015-2016-
positions with opportunities Resources Ongoing networks to attract the attention Resources Ongoing EXCELL Program for Staff to Resources Ongoing
identified and consideration given Staff Support of, and application from, members Staff Support ensure that all employees have an Staff Support
to equity groups where diversity and Equity of equity groups. and Equity understanding of specific cultural and Equity
gaps are present. Advisor Advisor requirements. Advisor
Working Working Working
group to be group to be group to be
established established established
consisting of consisting of consisting of
professional professional professional
and academic and academic and academic
representatives representatives representatives

Inclusion of employment equity Human 2015 - Ongoing Engage with community shelters Human 2015-2016-
data and targets in all key Resources and volunteer opportunities. Resources Ongoing
University reporting and planning SBMI Staff Support
requirements. and Equity
Advisor

Publish community wide USQ Human 2014-2015 - As Promotion of existing professional Human 2014-2015 -
calendar of events. Resources required development opportunities and Resources Ongoing
programs, and review to ensure all
PD programs are culturally inclusive
and culturally appropriate.

Reviewing existing HR policy, Human 2014-2015

procedures and process to Resources
ensure that there are no barriers
to accessing professional
development programs.
 Workforce Planning, Analysis and Design Employee Attraction and Recruitment Employee Retention, Engagement and Development

Responsibility
Actions Responsibility Timeframe Actions Actions Responsibility Timeframe
Timeframe
Review the existing Mandatory Induction Human 2015
modules to ensure that they include specific Resources- in
diversity and equity information. consultation
with module
content experts

Ensure that all employees are completing Staff Support Annually

the Mandatory Induction Modules on an and Equity
annual basis. Advisor
University of Southern Queensland | Employment Equity and Diversity Strategy | 7

Human
Resources

Ensure that there is specialised counselling Staff Support 2015 - Ongoing

and support for Priority and Other Diversity and Equity
Groups through the Universitys Employee Advisor
Assistance Program.

Continue to promote and support the Staff Staff Support 2014 - Annually
Equity and Diversity Achievement Award and Equity
introduced for 2014. Advisor
NOTE: The Staff Equity and Diversity Human
Achievement Award recognises initiatives Resources
by USQ employees which have fostered
the career enhancement or education of
diversity groups at USQ which could include
women, people from culturally diverse
backgrounds, people practicing different
faiths, people with a disability, generational/
mature aged, Aboriginal and Torres Strait
Islander people or LGBTI (lesbian, gay,
bisexual, transgender and intersex) people.
Develop and implement specific programs Staff Support 2015 - Ongoing
to support career advancement of and Equity
employees from all diversity groups, Advisor
including specialised programs to increase Human
success of employees in academic Resources
promotion, greater participation in study
assistance programs, and increased
utilisation of Academic Development and
Outside Studies Programs.
 In addition to the broad focus above, strategies and actions specific to either Priority Groups or other Diversity Groups include:
8 | University of Southern Queensland | Employment Equity and Diversity Strategy

Priority Groups 2014-2015

Employee Retention, Engagement
Workforce Planning, Analysis and Design Employee Attraction and Recruitment
and Development
Target Group
Actions Responsibility Timeframe Actions Responsibility Timeframe Actions Responsibility Timeframe

Aboriginal and Continue to implement Human 2015- Annual call for applications for Human 2015- Review the Aboriginal and Human 2015
Torres Strait Islander the Universitys Aboriginal Resources Ongoing the USQ Aboriginal and Torres Resources Annually Torres Strait Islander Cross Resources
Employees and Torres Strait Islander (Indigenous Strait Islander Traineeship (Indigenous Cultural Awareness Training (Indigenous
Employment Strategy. Employment Program. Employment Program to ensure that it Employment
Officer) Officer) reflects history, culture, Officer)
Head of CISER Head of CISER protocols and communication Head of CISER
styles and develops inclusive
Aboriginal Aboriginal Aboriginal
practices.
and Torres and Torres and Torres
Strait Islander Strait Islander Strait Islander
Career Career Career
Development Development Development
and and and
Employment Employment Employment
Strategy Strategy Strategy
Committee Committee Committee
Staff Support Staff Support Staff Support
and Equity and Equity and Equity
Advisor Advisor Advisor

Engage with the Internal and Human 2014- 2015- Continue to implement Human 2014- 2015-
External Aboriginal and Torres Resources Ongoing the Aboriginal and Torres Resources Ongoing
Strait Islander community and (Indigenous Strait Islander Cross Cultural (Indigenous
Aboriginal and Torres Strait Employment Awareness Training Program Employment
Islander networks, recruitment Officer) across all locations. Officer)
agencies and training Aboriginal Aboriginal
organisations. and Torres and Torres
Strait Islander Strait Islander
Career Career
Development Development
and and
Employment Employment
Strategy Strategy
Committee Committee
Human Human
Resources Resources
 Employee Retention, Engagement
Workforce Planning, Analysis and Design Employee Attraction and Recruitment
and Development
Target Group
Actions Responsibility Timeframe Actions Responsibility Timeframe Actions Responsibility Timeframe

Aboriginal and Re-invigorate the Aboriginal Human 2014 - 2015 Continue to support the Human 2014 2015 -
Torres Strait Islander and Torres Strait Islander Resources Aboriginal and Torres Strait Resources Ongoing
Employees Student Internship Program (Indigenous Islander Staff Network. (Indigenous
which involves the employment Employment Employment
of up to two (2) interns (USQ Officer) Officer)
undergraduate students) Human Human
within USQ faculties and/or Resources Resources
departments on a casual basis
Head of CISER Head of CISER
for a period of up to five (5)
University of Southern Queensland | Employment Equity and Diversity Strategy | 9

weeks. Aboriginal Aboriginal

and Torres and Torres
Strait Islander Strait Islander
Career Career
Development Development
and and
Employment Employment
Strategy Strategy
Committee Committee
Social Justice Social Justice
Strategy Board Strategy Board

Develop and implement Human 2015-2016 Provide opportunities for Human 2015-2016 -
an Early Career Academic Resources Aboriginal and Torres Strait Resources Ongoing
Employment program aimed (Indigenous Islander employees to (Indigenous
at enhancing the employment Employment participate on Committees and Employment
opportunities at USQ for Officer) Working Parties. Officer)
Aboriginal and Torres Strait Head of CISER Head of CISER
Islander people who wish to
Aboriginal Aboriginal
pursue a career in academia.
and Torres and Torres
Strait Islander Strait Islander
Career Career
Development Development
and and
Employment Employment
Strategy Strategy
Committee Committee
Human Human
Resources Resources
10 | University of Southern Queensland | Employment Equity and Diversity Strategy

Employee Retention, Engagement

Workforce Planning, Analysis and Design Employee Attraction and Recruitment
and Development
Target Group
Actions Responsibility Timeframe Actions Responsibility Timeframe Actions Responsibility Timeframe

Aboriginal and Develop and implement Human 2015 Develop and implement Human 2015
Torres Strait Islander Aboriginal and Torres Strait Resources procedures and processes Resources
Employees cultural competency training (Indigenous to enable trainees to receive (Indigenous
for identified groups including Employment ongoing employment on the Employment
executive and senior managers, Officer) completion of the traineeship Officer)
managers and supervisors, Head of CISER program. Head of CISER
and staff who regularly
Aboriginal Aboriginal
interact with Aboriginal and
and Torres and Torres
Torres Strait Islander staff and
Strait Islander Strait Islander
students.
Career Career
Development Development
and and
Employment Employment
Strategy Strategy
Committee Committee
Human Human
Resources Resources
Establish a University Cultural Human 2015 Provide support for Aboriginal Human 2015
Competency Framework Resources and Torres Strait Islander Resources
that is aligned to the (Indigenous employees to gain advanced (Indigenous
Australian Indigenous Cultural Employment qualifications, particularly in Employment
Competency Framework. Officer) higher degrees by research, but Officer)
Specific induction program Head of CISER also other programs. Head of CISER
to be developed for the
Aboriginal Aboriginal
Aboriginal and Torres
and Torres and Torres
Strait Islander trainees and
Strait Islander Strait Islander
internships.
Career Career
Development Development
and and
Employment Employment
Strategy Strategy
Committee Committee
Human Human
Resources Resources
 Employee Retention, Engagement
Workforce Planning, Analysis and Design Employee Attraction and Recruitment
and Development
Target Group
Actions Responsibility Timeframe Actions Responsibility Timeframe Actions Responsibility Timeframe

Gender Equality in Ensure annual compliance with Human Annually Apply for a Workplace Gender Human 2015 - 2016 Refresh the Universitys Aspire Human 2015
the Workplace the Workplace Gender Equality Resources Equality Agency Employer of Resources Program for Women to ensure Resources
Agency Reporting Program. Staff Support Choice Citation, and promote Staff Support it continues to meet the Staff Support
and Equity this in recruitment activities. and Equity needs of both academic and and Equity
Advisor Advisor professional women in senior Advisor
positions.

Develop and implement Human 2015 - 2016 Develop and implement Human 2015 - 2016 Develop and implement Human 2015 - 2016
strategies and targets to Resources recruitment strategies and Resources strategies which ensure Resources
reduce gender pay gaps year Staff Support targets which aim to ensure Staff Support gender equity in retention, Staff Support
on year. and Equity gender representation in and Equity performance management, and Equity
University of Southern Queensland | Employment Equity and Diversity Strategy | 11

Advisor candidate pools. Advisor promotion, talent Advisor

identification/ identification
of high potentials, succession
planning, training and
development.
Actively promote and Human 2015 - 2016 Create learning and Human 2015 - 2016
implement equitable access to Resources development programs which Resources
flexibility in the workplace for Staff Support build and support gender Staff Support
both men and women. and Equity inclusive leadership behaviours and Equity
Advisor and reduce unconscious bias. Advisor

Develop and implement Human 2015 - 2016 Develop and implement Human 2015
standard committee terms Resources a proactive parental leave Resources
of reference and governance Staff Support support program for both Staff Support
requirements which establish and Equity women and men. and Equity
targets and support gender Advisor Advisor
representation.
Governance
Office
12 | University of Southern Queensland | Employment Equity and Diversity Strategy

Employee Retention, Engagement

Workforce Planning, Analysis and Design Employee Attraction and Recruitment
and Development
Target Group
Actions Responsibility Timeframe Actions Responsibility Timeframe Actions Responsibility Timeframe

Employees from Review recruitment practices Human 2015 - 2016 Specific induction program to Multicultural 2015-2016
Non-English to determine Non-English Resources be developed for employees Co-Ordinator
Speaking Speaking Backgrounds from Non-English Speaking Staff Support
Backgrounds employee profile. Backgrounds. and Equity
Advisor
Human
Resources
Develop and implement the Multicultural 2015 - 2016
EXCELL Program to ensure Co-Ordinator
that all employees have an Staff Support
understanding of specific and Equity
cultural requirements. Advisor
Human
Resources
Develop training, mentoring Human 2015-2016
and coaching strategies Resources
for Non-English Speaking
Backgrounds
 Other Diversity Groups
Employee Retention, Engagement
Workforce Planning, Analysis and Design Employee Attraction and Recruitment
and Development
Target Group
Actions Responsibility Timeframe Actions Responsibility Timeframe Actions Responsibility Timeframe

People with a Draft and implement a Student 2015 - 2016 Formalise the Employee Student 2015
disability Disability Action Plan (DAP) Services and Accessibility Network reporting Services and
to highlight the Universitys Social Justice relationship to the Social Social Justice
proactive approach in Strategy Board Justice Strategy Board. Strategy Board
complying with the Staff Support Staff Support
Commonwealth Disability and Equity and Equity
Discrimination Act 1992. Advisor Advisor
Promotion and marketing of Staff Support 2015
the Disability Access Network and Equity
across all locations. Advisor
University of Southern Queensland | Employment Equity and Diversity Strategy | 13

Review recruitment practices Human 2015-2016

to determine the profile of Resources
employees with a disability.

People practicing Improve interactions with the Multi-Faith Ongoing

different faiths Multi Faith Centre. Centre
Staff Support
and Equity
Advisor

Generational/mature Implement the Longevity Human 2015 Roll out the recruitment Human 2015-2017 Implement the Corporate Human 2015-2017
aged Lifecycle at USQ Program. Resources strategies associated with Resources Champions training/ Resources
the Longevity Lifecycle at development opportunities for
USQ, including ensuring age mature workers.
appropriate language in,
and placement of, USQ job
advertisements
Formalise and promote the Human 2015 Refresh the Generational Human 2015
Pre-Retirement Program as a Resources Differences Workshops as part Resources
strategic workforce planning of the HR PD Program.
initiative.

LBGTI (lesbian, gay, Continue to support the Ally Student 2014- 2015-
bisexual, transgender Network for LGBTI employees, Services Ongoing
and intersex) including refresher training Staff Support
for existing members, and and Equity
calling for new members as Advisor
appropriate. to provide
support
6. Reporting and Measures of Performance
The role of the Universitys Staff Equity Advisor and Human Resources team requires that they:
Critically review and analyse plans and reports relating to equity, diversity and social inclusion.
Provide reports to Executive Group and senior officers as appropriate, and an annual report to Council on equity, diversity and
social inclusion programs and outcomes.

On a quarterly basis, progress against the Strategy and targets will be formally reported to the governing body, that is the
Vice-Chancellors Committee.
Measurement of impact/ROI will be conducted via a range of mechanisms including:
qualitative feedback from stakeholder feedback on value of the strategy (e.g. in delivering the above benefits
improved responses to benchmark question/s on equity and diversity, flexibility and inclusivity in employee engagement surveys
increased diversity through whole talent pipeline over time, from applicant pools, through the new hire population, to the
workforce more broadly and into retention and exit profiles
increased and sustained utilisation of flexible work practices throughout workforce
progressive reductions in overall diversity pay gap until it is statistically negligible on a consistent basis.
monitoring and reporting on diversity composition of governing bodies and management committees on a regular basis.
improvements in key equity and diversity metrics in dashboard reporting
visible sponsorship / ownership by senior executive team members of specific equity and diversity interventions

14 | University of Southern Queensland | Employment Equity and Diversity Strategy

APPENDIX 1- USQ EMPLOYMENT EQUITY TARGETS
In addition to the measures of success outlined in the Social Justice Strategic Plan 2014-2015, USQ aims to achieve the following targets for
the identified Priority Groups.

Priority Group Targets

GENDER EQUALITY
To increase the proportion of female Level E academic 21 % of all Level E academic staff to be female by 2015
staff to the regional sector average.

25% of all Level E academic staff to be female by 2017

To improve the proportion of female Professional 50% of all Professional Staff at Level 10 to be female by 2015
Staff at Level 10 to the regional sector average.

Maintain 50% of all Professional Staff at Level 10 to be female by 2017

To increase the proportion of women in senior salary 35% of all senior salary package and executive staff to be female by 2015
package and executive roles to above regional sector
average.
40% of all senior salary package and executive staff to be female by 2017.
To reduce the gender pay equity gap to Australian USQ gender pay equity gap to be at or less than 18.2% in 2015.
industry average.

ABORIGINAL AND TORRES STRAIT ISLANDER REPRESENTATION
To increase the number of Aboriginal and Torres
Strait Islander staff in academic and professional staff
positions
USQ gender pay equity gap to be at or less than the Australian industry
average in 2017.
Increase the number of Aboriginal and Torres Strait Islander staff in
academic and professional positions to 30 FTE (2.1%) in 2015.

Increase the number of Aboriginal and Torres Strait Islander staff in

NESB EQUIVALENCE
To ensure equity in employment and career
progression for employees from Non English Speaking
Backgrounds (NESB)
academic and professional positions to 35 FTE (2.5%) in 2017.
Non English Speaking Backgrounds (NESB) staff recruited and developed
in proportions equivalent to their representation in the Australian labour
market in 2015 and 2017.

APPENDIX 2- RESOURCES
Policies and Procedures
Employee Discrimination, Bullying and Harassment Complaints Policy and Procedure
Employee Discrimination and Harassment Complaint Resolution Schedule
Employee Workplace Harassment and Bullying Complaint Resolution Schedule
Anti-Discrimination and Freedom from Harassment Policy
Employees with a Disability Policy and Procedure
Aboriginal and Torres Strait Islander Employment Policy and Procedure
USQ Code of Conduct

Training and Development

Aspire: Inspiring Womens Advancement at USQ
Aboriginal and Torres Strait Islander Cultural Awareness Training
Department specific training as requested

Websites
Staff Equity and Diversity Office website
Equity and Diversity website

Contacts
Staff Support and Equity Advisor
Human Resources
There are numerous external websites with a wealth of specific and general information related to all aspects of equity and diversity.

University of Southern Queensland | Employment Equity and Diversity Strategy | 15