TY - JOUR
T1 - Utilising a capability maturity model to leverage inclusion and diversity in public sector organisations
AU - Lundy, Judy
AU - Keast, Robyn
AU - Farr-Wharton, Ben
AU - Omari, Maryam
AU - Teo, Stephen
AU - Bentley, Tim
PY - 2021/12/1
Y1 - 2021/12/1
N2 - Diversity and inclusion (D&I) bring many benefits to society, particularly in public sector organisations servicing increasingly diverse communities. To deliver public value, government agencies at all levels must more intentionally direct public sector knowledge, skills, and experiences to shape the current and future capabilities of a more diverse and inclusive workforce. Fully optimising workplace D&I has proven elusive. An evolving array of new and residual policy and practice elements has led to a mismatch of goals and outcomes. Moreover, many accepted ‘best’ practice approaches are out-of-step with rapidly shifting societal and workforce compositions and mechanisms and societal expectations for organisations to reflect and embrace D&I. Accommodating these shifts demands a bolder, more agile ‘next’ practice approach that is fit-for-purpose in creating and maintaining a modern, diverse, inclusive workplace. This practice-focused article constructs a Capability Maturity Model to guide D&I decision-making and support continuous improvement.
AB - Diversity and inclusion (D&I) bring many benefits to society, particularly in public sector organisations servicing increasingly diverse communities. To deliver public value, government agencies at all levels must more intentionally direct public sector knowledge, skills, and experiences to shape the current and future capabilities of a more diverse and inclusive workforce. Fully optimising workplace D&I has proven elusive. An evolving array of new and residual policy and practice elements has led to a mismatch of goals and outcomes. Moreover, many accepted ‘best’ practice approaches are out-of-step with rapidly shifting societal and workforce compositions and mechanisms and societal expectations for organisations to reflect and embrace D&I. Accommodating these shifts demands a bolder, more agile ‘next’ practice approach that is fit-for-purpose in creating and maintaining a modern, diverse, inclusive workplace. This practice-focused article constructs a Capability Maturity Model to guide D&I decision-making and support continuous improvement.
KW - capability maturity model
KW - diversity and inclusion
KW - public sector performance
KW - workforce change
UR - http://www.scopus.com/inward/record.url?scp=85118280181&partnerID=8YFLogxK
U2 - 10.1111/1467-8500.12521
DO - 10.1111/1467-8500.12521
M3 - Article
VL - 80
SP - 1032
EP - 1045
JO - Australian Journal of Public Administration
JF - Australian Journal of Public Administration
SN - 0313-6647
IS - 4
ER -