The leadership team and broader management group are committed to demonstrating leadership and accountability in all areas of
EEO and, from an EEO perspective, this means a commitment to, and activity in, the following areas.
1. Recruitment, selection and induction
The recruitment and selection procedure has been developed to ensure that all prospective employees are given the opportunity to
participate equally in the recruitment process. The selection process typically involves a structured competency and behaviourally-
based interview, reference checking, a screening tool, and for senior positions, psychometric assessment, all of which are validated
and support the principles of EEO. Tourism New Zealand also provides appropriate support for Māori and Pacific peoples and people
with English as a second language during the recruitment and selection process.
2. Learning and development
Tourism New Zealand has an accelerated development programme and organisation management programme which includes
facilitated learning, online learning, mentoring, coaching, 360 development and on the job learning. Appreciation and management of
diversity is integrated into the agenda for each programme to ensure participates further develop capability in this area.
Tourism New Zealand measures leadership and management effectiveness as part of its annual engagement survey. These measures
are integrated with the performance management framework and people managers are accountable for these two areas of capability.
The organisation also has a succession and progression management programme for the purpose of ensuring there is the required
depth and breadth of capabilities in the organisation in order to deliver on organisational outcomes. Learning and development needs
are identified through this and on an individual basis through the development planning process. Development needs are aligned with
and agreed as part of the annual performance management process.
3. Flexibility and work design
Tourism New Zealand has an active organisational-wide programme of supporting flexible working arrangements and job design to
assist employees to manage different aspects of work life balance. The organisation continues to:
Support employees with disabilities or special requirements through work place assessments, design changes and
accommodating individual needs in the work place.
Support parents in their return to work by offering part-time and gradual return to full-time arrangements, and flexitime to
accommodate child care needs.
Support expectant parents by granting additional paid time away from work to attend appointments associated with the
Support employees with responsibilities for child and eldercare by offering flexible working arrangements.
4. Remuneration, recognition and rewards
Tourism New Zealand differentiates remuneration based on performance and is committed to compensating employees competitively
and equitably with attention to affordability and within the scope of available resources. The Tourism New Zealand remuneration
practice is supported by use of independent job evaluation and market remuneration information to establish salary ranges.
Individuals identified as not meeting the requirements of their role are provided with support, learning and development where
required to assist them to achieve role objectives.
5. Harassment and bullying prevention
Tourism New Zealand adheres to its policy and procedures for addressing work place harassment and bullying which adhere to the
WorkSafe New Zealand guidelines on preventing and responding to workplace bullying.
6. Safety and wellbeing
Tourism New Zealand is committed to maintaining a healthy and safe work environment for its employees and contractors in
undertaking its activities. Tourism New Zealand has revised and refined the suite of related guidelines and policy to support safety
and wellbeing. The Safety and Wellness Committee, which represents the employees is progressively working to identify and
address initiatives which support maintaining employee health, safety and wellness. A learning programme has been established
for committee members. Aspects of the programme have been used more widely across the organisation in support of the risk
management programme. The risk management programme has focused on ensuring that the two key risks of driving and hosting are
appropriately managed. Measures indicate this programme has been very successful and our employees feel increasingly that safety
and wellness are well managed.
Work place assessments and the provision of special equipment continue to be undertaken and provided to ensure that employees are
able to contribute effectively in all aspects of their working life.