Despite years of sustained effort, that are specific to the workplace, and interventions are aligned and embedded many employers can continue to struggle to create the gender equal in the context and existing activities of the enterprise. [...] This can be a powerful attraction tool which can appeal to both women and men by legitimising the value of caregiving in the workplace and the intention to develop and maintain parents’ attachment to the workplace. [...] Gender differences exist in the way men and women are evaluated in the workplace; from the nature and consistency of feedback given on performance, to the range of accomplishments considered within the evaluation cycle, and the ratings assigned to the performance itself. [...] This can undermine attempts to create a more gender inclusive focus foregrounding skills and capability The language used in job ads can reflect and reinforce gender stereotypes and invoke a gendered perception of the ideal candidate and the nature of • Some words are so deeply embedded and co-opted in everyday language the role. [...] Using gender targeted job ads can draw on the power of gender coded language to bring the role on to the radar of a target pipeline and amplify the likelihood that your target candidate will apply for the position.
- Pages
- 117
- Published in
- Australia
Table of Contents
- SECTION 1 Preparing to succeed 4
- SECTION 2 Finding what works 8
- Workforce gender composition 10
- SECTION 3 Understanding actions 26
- Use job redesign to deepen your recruitment candidate pool 01 27
- Use talent and succession planning frameworks to improve your workforce gender composition 30
- Undertake a gender impact assessment of your performance evaluation process 33
- Embed a skillsbased assessment process into your recruitment program 36
- Undertake a gender impact assessment of your recruitment and promotion policies 39
- 06 Embed a gender informed approach into job advertising 43
- Use mentorship and sponsorship to improve your workforce gender composition 46
- Improve facilities and supports available for employees with caring responsibilities 51
- 09 Increase parttime work and jobshare options for all staff 54
- Undertake a gender impact assessment of governing body recruitment and performance 57
- Identify and establish alternative ways to encourage diverse decision-making for governing bodies 60
- Undertake a gender pay gap analysis 12 63
- Correct cases of unequal pay i.e. likeforlike pay gaps 13 67
- Undertake a gender impact assessment GIA of your remuneration policy 70
- Embed gender pay gap metrics into manager performance frameworks 73
- Undertake a gender inclusive job evaluation 16 76
- Develop and deploy a universal gender informed parental leave policy and returntowork program 79
- Initiate manager training that includes applying a gender lens to caregiving and flexibility 82
- Implement an allroles flex policy for all positions 19 85
- Embed flexibility metrics in leadership Key Performance Indicators KPIs 88
- Embed an optout approach to parental leave for all parents 21 91
- Pay superannuation on paid and unpaid parental leave 22 94
- Implement processes to support effective referrals for employees experiencing or supporting victims of domestic violence 97
- Introduce paid domestic violence leave above what is offered under the National Employment Standards NES 100
- Establish an employee consultative committee a diversity committee or an employee representative group network and consult with employees 103
- Develop and implement a policy to prevent sexbased harassment discrimination and bullying with a clear grievance process and statement of intent 106
- Provide compulsory training to line managers on recognising and addressing workplace sex-based harassment 109
- Appendix 1 Setting effective targets 112
- Appendix 2 Prioritising Actions 114
- Use the framework to create a final list of interventions for your gender equality action plan. 115
