Utilising a capability maturity model to leverage inclusion and diversity in public sector organisations

Document Type

Journal Article

Publication Title

Australian Journal of Public Administration

Volume

80

Issue

4

First Page

1032

Last Page

1045

Publisher

Wiley

School

School of Business and Law

RAS ID

39804

Comments

Lundy, J., Keast, R., Farr‐Wharton, B., Omari, M., Teo, S., & Bentley, T. (2021). Utilising a capability maturity model to leverage inclusion and diversity in public sector organisations. Australian Journal of Public Administration.

https://doi.org/10.1111/1467-8500.12521

Abstract

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.

DOI

10.1111/1467-8500.12521

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