Workplace culture Clause Samples
The Workplace Culture clause defines the expected standards of behavior, values, and interpersonal conduct within a work environment. It typically outlines commitments to inclusivity, respect, and professionalism, and may reference policies on diversity, anti-harassment, or collaboration. By setting clear expectations for workplace interactions, this clause helps foster a positive and productive atmosphere, reducing the risk of conflicts and supporting organizational values.
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Workplace culture. Workplace procedures and practices impact the gender parity that ensues in institutions of higher academia. Hiring practices, faculty career management, professional development, teaching and research preferences and opportunities, mentorship, family-friendly policies, and enforcement of these policies and procedures play a significant role in recruiting, retaining, and supporting women in leadership within academic institutions. Unfortunately, many of the systems in place do not accommodate diversifying the positions. Hiring practices exemplify one system that sustains gender biases contributes toward the leaky pipeline present in academia. Search and hiring committees play gatekeepers to the selection process and studies have shown implicit bias plays a significant role in discriminating against women. Qualitative research conducted by ▇▇▇▇▇▇, found committees actively consider women’s relationship status, specifically when their male partners held academic or prestigious jobs (2017).This was an indication that those jobs were not “movable”, thus women were not given these positions when there are other possible men or single women applicants. None of this was applicable when committees considered male applicants (▇▇▇▇▇▇, 2017). This is one example of the bias at play during the hiring process. Majority-male hiring committees, inherent bias, inappropriate considerations on family structure, and lack of diversity in selection pool all create a hostile environment to promoting an inclusive, heterogeneous institution. In any position, support mechanisms are in place to guide and provide the tools necessary to succeed and grow within that role. The pathways that systematically cater to men seeking these positions still directly facilitate men progressing up the ladder. Therefore, it is essential to have career management and professional development programs in place to ensure women are equipped with the means to cultivate their leadership skills to apply in senior positions (Mandleco, 2010). Many colleges and universities have their own programs for this purpose, and there are a plethora of leadership committees and communities women can join that focus on networking, mentoring, and encouraging women leaders in STEM and health sciences fields (Mandleco, 2010). However, for institutions that do not have strong programs in this area, this can be a deterrent for women. Inadequate mentorship programs and role models for women considering continuing or sustainin...
Workplace culture. Determine how change can be affected at an individual, organisational and system level to improve workplace culture and practices: • The results of the People Matter Employee Survey will be used to identify areas of best practice and improvement opportunities. • The Junior Medical Officer Your Training and Wellbeing Matters Survey will monitor the quality of supervision, education and training provided to junior medical officers and their welfare and wellbeing. • The Australian Medical Association, in conjunction with the Australian Salaried Medical Officers Association, will undertake regular surveys of senior medical staff to assess clinical participation and involvement in local decision making to deliver human centred care.
Workplace culture. A healthy and functional workplace culture is essential to facilitate the delivery of first class patient centred care. The further consolidation within our workforce of NSW Health’s core values of Collaboration, Openness, Respect and Empowerment (CORE) continues to be a key focus area in 2015/16. Calvary Mater Newcastle is to actively implement an action plan developed in response to the National BPA Staff Engagement Survey, conducted second yearly. Culture Indices will be indicative of the effectiveness of improvement initiatives. The National Disability Insurance Scheme (NDIS) will deliver a national system of disability support focused on the individual needs and choices of people with a disability. The NDIS is designed to provide people with a disability reasonable and necessary supports to achieve their goals and participate in the community both socially and economically. Under the new Scheme, funding for disability support will be allocated to each eligible individual, rather than a service provider, giving people control over the support they want as well as from whom they wish to purchase that support. Under the NDIS, investment in NSW for disability supports is expected to more than double in next five years to provide supports for around 140,000 people. NSW Health is currently working with the National Disability Insurance Agency and the NSW Department of Family and Community Services to promote a seamless transition to the NDIS for people currently receiving disability services through the NSW health system. Local Health Districts (other than HNELHD and NBMLHD) will begin a phased transition starting in 2016. NSW Health is also working closely with the Department of Premier and Cabinet, the Commonwealth and other Health jurisdictions to agree on roles and responsibilities of different Agencies. Further detail on the National Disability Insurance Scheme is available at: ▇▇▇▇://▇▇▇.▇▇▇▇.▇▇▇.▇▇/ In addition to the whole of system priorities outlined above, a number of high priority plans and initiatives are in place to assist in achieving the overarching goals and priorities of the NSW State Health Plan including: Healthy, Safe and Well: A Strategic Plan for Children, Young People and Families 2014/24. Keep Them Safe — A Shared Approach to Child Wellbeing The NSW Aboriginal Health Plan 2013-2023 National Maternity Services Plan National Primary Health Care Strategic Framework NSW Health Framework for Women's Health 2013 National Dru...
Workplace culture. 9.1. The culture we seek will have a number of features including: 9.
1.1. Identification with the Council and its corporate objectives as established under the Councils Strategic Management Plan.
Workplace culture. 11.1. DCCEE is committed to maintaining a diverse workforce and a workplace that is free from discrimination and harassment.
11.2. In DCCEE, our commitment to workplace diversity ensures that we value and respect our differences and that our workplace is fair, accessible, flexible and inclusive and free from discrimination, bullying and harassment. By drawing on a wide range of points of view, we can work to our full potential in achieving DCCEE’s business goals.
11.3. During the life of this agreement the Department will implement strategies in support of the Government objectives to increase workplace participation rates of indigenous persons, people with a disability and other minority groups.
Workplace culture. Determine how change can be affected at an individual, organisational and system level to improve workplace culture and practices: • The results of the People Matter Employee Survey will be used to identify areas of best practice and improvement opportunities.
Workplace culture. Letter of Understanding Between the Treasury Board of Canada and the Public Service Alliance of Canada creating a National Joint Committee to tackle workplace culture problems at CBSA.
Workplace culture. 8.1. PM&C is committed to maintaining a diverse workforce and a workplace that is free from discrimination and harassment. There are guidelines that seek to prevent workplace bullying and harassment and a list of Workplace Harassment Contact Officers is on the intranet.
Workplace culture. The parties to this Agreement will implement workplace practices aimed at enhancing job satisfaction, productivity, quality customer service and a positive workplace environment. These practices will be built on a culture of: Fun Integrity Innovation Trust Compassion Openness Respect
Workplace culture. 1.7.1 The parties to this Agreement will implement workplace practices aimed at providing working arrangements which enables the CWT to enhance job satisfaction and work toward a positive workplace culture based on the CWT vision and values, while delivering quality customer service.