The health and capability of our organisation The Commission implemented the outcomes of its organisational review to enable it to be a more effective and aligned organisation, ensure financial sustainability and, therefore, deliver better human rights outcomes. The Commission’s new strategic direction and supporting organisation design will allow it to deliver improved levels of service within existing funding levels. The Commission aligned its capability and resources to achieve its strategic objectives. This resulted in changes to 35 of 64 roles in the organisation. The new design is a reduction of 6 FTE positions, but there were nine redundancies as not all staff could be re-deployed. We are delivering services differently – with an external focus on issues that have the greatest impact on the human rights of people in Aotearoa New Zealand. Like all organisations we are committed to continuous improvement and delivering services in a way that is value for money. These changes have set a foundation for the organisation to change and respond to its external environment. Good employer responsibility The Commission is committed to being a good employer and has an EEO programme that incorporates policies and practices to promote equity, fairness and the seven ‘good employer’ elements. These are regularly reviewed and refreshed. Leadership, accountability and culture Leadership and accountability has been strengthened through the ongoing development of an organisation-wide performance framework that aligns all roles to a common purpose. For the first time all Commissioners are included in the performance framework. All managers have specific performance standards relating to EEO and diversity. Senior leaders organise monthly forums to enable all staff to better understand and contribute to the Commission’s activities. The Commission continues to support Uepü Mäori, a group open to all Mäori staff to enable them to live and work as Mäori. The Commission works in partnership with the recognised union to develop policy and good employer practices. Recruitment, selection and induction The Commission has impartial and transparent employment processes, including selection and interviewing by panels comprising a diverse group of members to provide balanced views. We also implement a detailed induction programme, which includes ongoing monitoring and review. The Commission values a diverse workforce and actively recruits to reflect the population groups it serves. Employee development, promotion and exit The Commission actively seeks to ensure fair representation of all groups, including equal access to employment, professional development and opportunities to progress. During 2014/15, a range of opportunities for development have been undertaken, including leadership coaching, specialist and professional training, and practice supervision. Exits and retirements have been supported by the Commission’s policies and processes to ensure good practice. Annual Report 2015 23