Our roadmap for creating change

Attraction

This focus includes actions that enable us to increase the overall representation of Māori at Inland Revenue. Using the insights we have to attract Māori to want to work at Inland Revenue, and leveraging multiple different sources and partners to source Māori candidates with the capability we need.

Focus area	Detail	Milestones
People Experience Pulse and Employee Value Proposition (EVP) Undertake deeper analysis of our People Experience Pulse to determine if there are any differences in sentiment and commentary from our Māori employees and leverage this insight to support our attraction strategy.	Leverage existing data to determine differences. Continue to track over time. Consider promotion of how the information shared is used, to support increased uptake if needed.	Q1 2024 Full deep dive of Māori responses for prior 12 months. Leverage insights for future focus where applicable. Q4 2023 On going encouragement of completion amongst whanau Māori leads.
Targeted Recruitment Recruitment sourcing targets Māori talent and that hiring leaders and our Talent Acquisition team are having deliberate conversations about the type of capability they need, including cultural capability.	Leverage job boards and non-traditional sourcing channels to encourage more Māori talent to apply for roles. Explore partnerships with external agencies to attract more Māori.	Q2 2024 Initial exploration with partner complete and informs next steps for alternative recruitment approaches.
Talent Acquisition capability Talent team are able to have proactive conversations about sourcing with hiring managers, and is able to influence leaders to consider underrepresented groups (including Māori) when hiring externally.	Support the cultural capability of hiring leaders and the Talent Acquisition team. Ensure that unconscious bias learning is undertaken by panels and hiring leaders. Focus on influencing skills and ability to ask questions about Māori representation and capability needs.	Q4 2023 Capability discussions are underway and team development areas identified. Q1 2024 Final review of Talent Acquisition guidance and information updated by talent team.
Internships and Graduates We maximise opportunities for Māori to experience working at Te Tari Taake Inland Revenue and actively create pathways to on-going employment for Māori talent.	Explore additional internship opportunities – through existing channels. Explore new partnership or opportunities to create additional interns or graduate connections.	Q1 2024 Plan with Te Kāhui Tūhono for leveraging current graduate programmes. Q4 2024 Additional internship/graduate opportunities scoped.

Career and development

This focus supports the development of our internal people, through active partnership and working together, ensuring that our practices and processes support Māori to achieve career goals.

Focus area	Detail	Milestones
Kōrero based approach to interviewing Explore and implement a less formal, more kōrero based approach to interviewing. Moving away from traditional models like STAR.	Explore and research different types of approaches, leveraging any cross-public sector approaches. Run co-design sessions with Māori and other underrepresented cultures. Establish approach and pilot with internal recruitment.	Q4 2023 Initial scene setting and discovery. Q2 2024 Co-design of approach/approaches.
Kimi Kaimahi – Recruitment guidance and tools Create space throughout the recruitment processes for different cultures to express themselves, and guidance for hiring leaders to focus on the right candidate experience.	Ensure unconscious bias bite sized learning is embedded as part of the hiring leader's guidance. Implement changes as identified by working groups initial phase of work.	Q1 2024 Implement initial changes identified by working groups.
Workforce Development system Leverage Whanake conversations to support the development of our Māori. Talent conversations across all levels of leadership support development, in a way that supports our organisation’s strategic objectives and the career goals of Māori.	Strengthen our Talent Management and Whanake practices to support career development and pathways. Support leadership teams to navigate the talent management. system through tools, on-going kōrero, and facilitated sessions. Ensure learning and development options are visible and accessible.	Q1 2024 End to end review completed and actions endorsed where needed. Q3 2024 Workforce development system plan is underway, and actions are progressing.
Refreshed People Capabilities Share and embed the refreshed people capabilities, in line with Whāinga Amorangi incorporating te ao Māori and Te Pou o te Tangata.	Finalise and share the updated capabilities. Continue to leverage on-going opportunities to support and embed the practical application of the capability-based approach.	Q4 2023 Refreshed People Capabilities are ‘launched’.
External Development programme Leverage external development programmes that support our focus to increase Māori in our leadership pipeline.	Increase the visibility and requirements of existing programmes, making it easier to apply. Review the wrap-around support and approach to enable people to plan and prepare alongside their leaders. Conduct a scan of the external offerings and ensure that we are maximising the opportunities for Māori to develop.	Q4 2023 Initial review and linkage to Whanake guidance is shared and is visible to everyone. Q4 2024 In-depth actions relating to support and longer-term suitable delivery solution is completed.

Leadership and the role of people leaders

This focus brings together actions that specifically relate to how people leaders should support their people, with the wider focus on leadership as a capability.

Focus area	Detail	Milestones
Hiring leaders Hiring leaders have the right guidance and capability to provide a positive candidate experience for Māori and decision-making is free from bias.	Guidance and tools have been reviewed and support people leaders and panel members to make non-biased decisions. Unconscious Bias learning is completed prior to being involved in recruitment. Cultural considerations and te ao Māori protocol is included throughout recruitment processes and hiring leaders/panel members provide a culturally appropriate candidate experience.	Q1 2024 Implement initial changes identified by working groups.
Te Pou o te Tangata – Leadership Induction and leadership development Reinforce the role of the leaders to embed the organisational shifts we’ve achieved through Business Transformation, and supporting our role in the Māori Crown relationship.	Leadership development is supporting leaders to ensure the approach they take to our people practices are supporting Māori (and all people) in the way that they need as individuals. Induction for leaders who are new to leadership or new to Inland Revenue. All learning and development for leaders supports a range of learning approaches, and reinforces our behaviours - manaakitanga, whanaungatanga and mahi tika.	Q1 2024 First release of learning available to leaders.
Whanake and career conversations Whanake provides the mechanism by which we surface the career aspirations of our people, and support development. Leaders need to be adapting their approach, depending on the individuals in their teams.	Establish the gaps in current leadership capability across business groups. Create visibility of leadership development programmes – such as coaching skills that support the practical application of Whanake. Establish additional guidance to support effective Whanake kōrero.	Q1 2024 End to end review completed and actions endorsed where needed. Q3 2024 Workforce development system plan is underway, and actions are progressing.
Inclusive leadership Continue to focus on building inclusive leaders, through adding resources and materials to support decision making and inclusive practices.	Share tools, resources and research to help leaders understanding of what it means to be an inclusive leader. Exploring a one-stop-shop/shared space for all leaders to be able to access development tools and updates.	Q1 and Q3 2024 Resources and materials are added to the People Leaders Space six-monthly.
Te ao Māori capability of leaders All leaders are working to build their own capability and understanding and can effectively role model inclusive practices and behaviours.	Te Arapiki learning will provide the base learning for leaders along with the wider organisation te ao Māori capability. Consider ways to enable leaders to learn and build capability in the areas of understanding racial equity and institutional racism, for example, aspects of New Zealand history and Te Tiriti o Waitangi, worldview knowledge, tikanga/kawa, te reo Māori and engagement with Māori.	Q4 2023 RFP for Te Arapiki closed, and provider determined.

Our wider working environment

This focus brings together actions that create an environment that supports and enables Māori to be unapologetic about who they are. Creating a workplace that supports not only Māori, but the wider organisation to better incorporate te ao Māori into everything that we do.

Focus area	Detail	Milestones
Te Pou o te Tangata Our organisations behaviours of whanaungatanga manaakitanga and mahi tika help us to incorporate Māori values and concepts into the heart of how we behave and work together.	Embed and bring to life our Te Pou o te Tangata behaviours of whanaungatanga, manaakitanga and mahi tika. Leadership development that supports Te Pou o te Tangata – how we do things at Te Tari Taake Inland Revenue. Reinforce the responsibility of leaders to role model inclusive practices and the behaviours we want to see.	Q4 2023 Organisation induction is used as the new induction approach across the organisation. Q1 2024 Initial release of leadership learning.
Te Arapiki Learning to support Inland Revenue’s approach to building individual Māori cultural capability. Learning focuses on individual cultural capability, which supports Inland Revenue as an organisation to provide better outcomes to our Māori customers and our communities.	Finalise service provider to develop learning. Plan and design. Develop learning needs and offerings that support individual Māori cultural capability.	Q4 2023 RFP process completed and service provider decided.
Te Kāhui Tūhono work programme/roadmap Build capability to support the Crown in the Māori Crown relationship.	Stock take of all existing and planned work that contributes to becoming Tiriti-based. Bring te Tiriti-based thinking into enterprise strategy and planning. Inform the design and delivery of Inland Revenue services.	Q1 2024 Executive level endorsement of work plan.
Māori Outcomes Support Māori-specific outcomes that Māori aspire to achieve for themselves.	Share tools, resources and research to help leaders understanding of what it means to be an inclusive leader. Exploring a one-stop-shop/shared space for all leaders to be able to access development tools and updates.	Q1 and Q3 2024 Resources and materials are added to the People Leaders Space six-monthly.
Te ao Māori capability of leaders All leaders are working to build their own capability and understanding and can effectively role model inclusive practices and behaviours.	Te Arapiki learning will provide the base learning for leaders along with the wider organisation te ao Māori capability. Consider ways to enable leaders to learn and build capability in the areas of understanding racial equity and institutional racism, for example, aspects of New Zealand history and Te Tiriti o Waitangi, worldview knowledge, tikanga/kawa, te reo Māori and engagement with Māori.	Q4 2023 RFP for Te Arapiki closed, and provider determined.