Recruit for diversity

To give your team the best potential for success, strive for a workforce of different genders, cultures, thinking styles and experiences. To build a diverse team, ensure your recruitment practices are inclusive, accessible, and attractive to people of all backgrounds and abilities.

Under the Public Sector Act 2022 (the Act), entities have a duty to embed equity, diversity, respect and inclusion in recruitment. Equity and diversity audits measure employment targets for under-represented groups, and progress against the targets are published in our annual State of the sector report.

Under the Act and the Recruitment and selection directive (the directive), every recruitment process must:

  • consult and apply the directions, targets and goals set out within your organisation’s Equity and diversity and Workforce plans (see the directive, clause 7.6 and 9.10)
  • create a role description or redesign an existing role ensuring requirements are accessible and inclusive, and reflect the holistic set of skills, capabilities, qualities and attributes needed to do the role (with or without adjustments) (see the directive, clause 7.9)
  • consider if the role is an identified role due to the nature of its work, or if targeted recruitment could be used to boost diversity (see the directive, clause 8.8)
  • advertise in a way that maximises quality and diverse applicant pools, by creating a job advertisement that is accessible, culturally safe and inclusive in design (see the directive, clause 6.2 and 8.9)
  • establish a diverse selection panel that enables a culturally safe recruitment process, considers diversity representation as a success factor, and makes decisions that enhances the organisation’s cultural understanding and ongoing cultural capability (see the directive, clause 9.6 and 6.2)
  • consider how to avoid unconscious biases (see the directive, clause 9.8)
  • invite applicants to share their contribution to equity and diversity as part of their application (demonstrated through lived experience or prior work experience) and value this evidence as part of suitability (see the directive, clause 8.14)
  • provide applicants care and communicate in a timely, regular, warm, and respectful way (see the directive, clause 9.8).

Find out more about the public sector’s progress towards diversity targets and employment experience of diversity groups in the State of the sector report.

Build inclusion and accessibility into your recruitment from the start. Decisions made at this stage will shape who applies and how applicants experience your process.

Use clear, inclusive communication and offer support to build trust and confidence, and help minimise concerns applicants may have about bias or discrimination.

Clarify role requirements

Focus on the capabilities, skills and values needed to succeed in the role.

  • Prioritise capabilities, skills and values over specific qualifications where possible.
  • Accept equivalent qualifications and experience where possible.
  • Make non-essential requirements desirable rather than mandatory and avoid unnecessary criteria that may limit the applicant pool.
  • Include the ability to contribute to equity, diversity and inclusion as a selection criterion where it will be considered in the assessment process.
  • Ensure role requirements can be met with reasonable workplace adjustments.

Define success

Describe success in a clear, inclusive way and recognise the range of experience applicants may bring.

  • Value experience gained through different career paths, industries and lived experience.
  • Consider how applicants may contribute to a respectful, inclusive and diverse workplace.
  • Include inclusion-related capabilities where relevant, such as those in the Leadership competencies for Queensland.
  • Consider whether your definition of the ‘ideal applicant’ may unintentionally exclude suitable applicants.

Advertise to a diverse audience

Write your job advertisements using simple, inclusive language. This helps a wider audience understand the role and see themselves succeeding in it.

  • Use plain language and avoid jargon.
  • Promote flexible work options and how work can be done.
  • Highlight your organisation’s approach to inclusion and workplace adjustments.
  • Share information about your diversity and inclusion initiatives and memberships, such as the Diversity Council Australia, Pride in Diversity and Australian Disability Network.

Use visual cues in your recruitment communication to show you are an inclusive workplace. For example, include an acknowledgement of local Aboriginal or Torres Strait Islander traditional owners and Country in your email signature block.

Be clear about support available to applicants throughout the process. This helps reduce concern about bias or discrimination and encourages people to apply.

  • Communicate that adjustments can be discussed and provided.
  • Encourage applicants to reach out if they need support.
  • Reinforce that applications will be assessed fairly, holistically and consistently.
  • Consider de-identifying applications when screening or shortlisting.
  • Consider targeted approaches where appropriate to improve representation.

Applicant care

Talk with applicants early to understand if they need support or adjustments. For example:

  • Offer different interview formats (online, in person or alternative locations).
  • Provide assessment tasks in advance.
  • Use a mix of assessment methods instead of a single task.

Consider how your approach may impact different applicants. For example:

  • Written tasks may disadvantage some people.
  • Online tools may not work well with assistive technology.
  • Time-limited tasks may be challenging for some applicants.

Providing flexible options helps ensure fair participation.

Contribution to equity and diversity

Applicants may choose to share information about their identity or lived experience throughout the recruitment process.

When shared, you may consider this information as supporting context. This may include understanding an applicant's perspective, lived experience, or potential contribution to diversity and inclusion.

This information must always be considered alongside other suitability requirements. It must not replace fair, consistent assessment.

You can ask someone how they contribute to equity and diversity outcomes. If inviting the applicant to share later (e.g. interview stage), the following script could be used by panel members:

As part of our commitment to inclusive recruitment, we provide applicants with the option to share any relevant lived experience or perspectives that may support equity and diversity outcomes in the workplace. This is optional and will be considered as part of a holistic assessment to select the person best suited.

Acknowledge applicant diversity

Respond to applicants that share diversity information:

  • Always thank them for sharing. For some people it takes courage to do so.
  • Reiterate that the diversity information is only used as one piece of information when assessing a person’s suitability to the position and will be kept confidential.
  • If relevant, let them know there are a range of flexible work options and workplace adjustments available. The manager or supervisor will work with the successful applicant to agree on a plan that helps them perform at their best.

Making selection decisions

Assess all applicants holistically to determine the eligible person best suited to the role by considering their:

  • skills, capabilities and experience
  • past performance and future potential
  • contribution to team and organisational outcomes, including diversity and inclusion.

Diversity of backgrounds and the ability to contribute lived experience is important. Consider people from different industries, experiences and life paths.

Do not advantage or disadvantage applicants based on their previous Queensland Government employment unless this is a requirement of the role.

Protect privacy and confidentiality

  • Treat all diversity information as sensitive.
  • Do not record, share or discuss information outside the recruitment process.
  • Use recruitment systems (such as Springboard) to support confidentiality and appropriate access.

  • Before your new employee starts, consider if your team would be helped by added training. For example, cultural capability training or disability training.
  • Consider what added support you might need to provide the new starter to ensure inclusiveness during onboarding and into the future.
  • Discuss and arrange any necessary adjustments like flexible work arrangements, ICT requirements, facility access or ergonomic requirements. Explore funding options available through JobAccess.
  • Establish a mentoring or buddy system within your immediate team, and outside the team (for example to connect with others of similar backgrounds and experiences), as well as available employee networks.
  • Be respectful of when and how your new employee wants to share information about themselves. Let them decide and share as they feel comfortable.

For more help embedding equity, diversity, respect and inclusion into recruitment, read the Recruitment and selection summary guide (PDF, 832.4 KB). See also the State of the sector report for diversity and inclusion sector data and insights.

See Workplace adjustments for information on offering and responding to requests during recruitment for a workplace adjustment (also called reasonable adjustments).

Targeted recruitment can improve the representation of a particular diversity group in an agency. It limits applications for one or more roles to people with specific attributes. This helps:

  • address under-representation
  • remove barriers to employment opportunities
  • meet diversity targets within an entity.

For example, an agency might limit all roles in a business area over a 6-month period to people from a culturally and linguistically diverse background.

Targeted recruitment is supported by clause 8.8 and 8.16 of the Recruitment and selection directive, and section 105 of the Anti-Discrimination Act 1991.

Unlike identified role, it is the recruitment process that is targeted, not the role. The role should look identical to other roles within the agency. The difference is the role is only open to people with a particular attribute.

Using targeted recruitment

You must get approval from your chief executive or local delegate and document your decision. You must include evidence and reasons that support making the recruitment process targeted. As a start, consult your equity and diversity plan or workforce plan to understand the diversity of your workforce and any recruitment priorities.

Role advertisement

Your role advertisement must have a clear statement that it’s a targeted recruitment process, open only to people with the desired attributes. You must state the reason for this, and the legislation that supports it. If you need evidence of the desired attributes, advise what that evidence will be and when you need it. You must also advise that the role will not have specific duties tied to being from the diversity group.

Example

This role is being filled using a targeted recruitment process. It is open only to people who identify as an Aboriginal person, Torres Strait Islander person, or person with a disability.

Applicants must include a statement in their application if they identify with one or more of these relevant groups. There are no specific duties tied to being from one of these diversity groups. Our department is committed to supporting diversity in our ICT division. Targeted recruitment is a supported approach for the Queensland public sector as set out in clause 8.8 and 8.16 of the Recruitment and selection directive. It is also supported by section 105 of the Anti-Discrimination Act 1991.

Targeted diversity groups

Aboriginal and Torres Strait Islander peoples

Connect with the Aboriginal and Torres Strait Islander career pathways service team before advertising a vacancy. The team can match your needs with potential employees actively looking to develop their skills through on-the-job learning.

If you need to advertise, consider using specialist job boards and recruitment services such as:

People with disability

Consider using specialist job boards and recruitment services such as:

The Australian Government’s Job Access service can provide free, expert advice on how to remove barriers to employing people with disability.

People from culturally and linguistically diverse backgrounds

Tailor your recruitment strategies to reach diverse communities. Engage with culturally and linguistically diverse communities and bodies, such as:

Use specialised employment organisations, such as:

Promote the opportunity through media outlets that are provided by, or targeted to, specific cultural or linguistic communities (print or online media, community boards, radio or social media channels).

Promote flexible work options, workplace adjustments and inclusive workplace settings (e.g. a prayer room).

Research existing strategies and guides. For example:

Women in leadership

Visit our gender equity in the workplace page to learn more about how the Queensland Government is prioritising gender equity, and find resources to help target your recruitment process.

Consider using specialist job boards and recruitment services such as:

An identified role is a role a chief executive or relevant local delegate determines must be filled by a person with a particular attribute because of the duties of that role (also called a genuine occupational requirement under section 25 of the Anti-Discrimination Act 1991).

Identified roles usually require interaction with, or delivery of services to, members of the community with that attribute. It is not discriminatory or unlawful if it is a genuine occupational requirement.

Identified roles are supported by clause 8.8 and 8.16 of the Recruitment and selection directive, and sections 104 and 105 of the Anti-Discrimination Act 1991.

Creating an identified role

You must get approval from your chief executive or local delegate and document your decision. You must include evidence and reasons that support making the role an identified role. As a start, consult your equity and diversity action plan or workforce plan to understand the diversity of your workforce and any recruitment priorities.

Role description

Your role description must clearly state the mandatory attributes an applicant must possess, the reason for this, and the legislation that supports it.

Role advertisement

Your role advertisement must clearly state that it is an identified role.

Example

This is a role delivering training about Aboriginal and Torres Strait Islander culture, to be filled by an Aboriginal or Torres Strait Islander person. This aligns with the Anti-Discrimination Act 1991 protected attribute of race.

Last updated:
6 July 2026