16 Practical Ways to Accelerate Gender Equality in Your Workplace
We dedicate our days to accelerating gender equality, with Australian workplaces in both the public and private sector. And while we see organisations and individuals working hard — every single day — to challenge gender stereotypes and make their organisations safer for people of all genders, progress can feel nowhere fast enough. Especially in light of the fact that one woman a week , on average, continues to die at the hands of someone she knows; we have our work cut out for us.?
Each year between November 25 and December 10, our sector marks the annual 16 Days of Activism Against Gender-Based Violence — a global campaign to raise awareness and action for violence against women and violations of women’s human rights. But no matter what time of year it is, you may be wondering what more you can do to take action on accelerating gender equality.
You might also be wondering what training on gender equity or policies on equal pay have to do with the so-called ‘pointy end’ of domestic and family violence. But what we know is that violence against women occurs on a spectrum . By its very nature, it is a complex issue that requires far more than a linear solution to address.
What we also know is that workplaces are key settings for transformative change . And as such, they are a great place for all of us to take responsibility for changing the story within ourselves, our teams, our organisations, and our communities, so we may achieve gender equality in our lifetimes — and even save lives.
Why collaboration is key to progress
In the words of Katherine Berney , Executive Director of the National Women’s Safety Alliance , the key to success in fighting the scourge of gender-based violence is collaboration, or working together.?
To create the kind of tangible and transformative systemic change we need, there must be a suite of initiatives — at all levels of society — working in tandem with policy change. And that includes workplaces.
Of course, every workplace is different. Each has its own culture, power structures, resources, and change management processes — and a ‘one size fits all’ approach doesn’t work.?
As an accredited and experienced provider of workplace gender equality services, our approach at GenderWorks is grounded in meeting organisations where they’re at. We pride ourselves on being able to step out change that is doable and digestible , so that we can make meaningful progress towards greater intersectionality and inclusion, together.
Ready to take further action to end gender-based violence?
Here are 16 practical and evidence-based ways to accelerate gender equality in your workplace, during the 16 Days of Activism and beyond.
1. Update all job descriptions to include a KPI on gender equality
Right now, does every leader in your organisation see intersectional gender equality as their responsibility? Does every person with structural power (i.e. in a position of leadership or influence) have specific and measurable KPIs on gender equality in their job description?
If so, now is the perfect time to publicly (re)articulate their role in leading progress towards your organisation’s goals on gender equality, and detail how they are creating a more inclusive and safe workplace. If not, why not? And how can you support them to get started??
? ACTION: Update your standard job description and interview templates to include a question on how an applicant has demonstrated leadership on accelerating workplace gender equality.
2. Set a benchmark for diversity in leadership
Simply having women in senior roles doesn’t qualify as ‘leadership diversity’. Organisations must dig deep into their leadership data to identify barriers faced by employees from various and diverse backgrounds.?
Go a step further and develop a baseline for your progress, and begin to unpack the barriers that women, men and gender diverse people from a range of cultural backgrounds, abilities, ages, and other visible (and invisible) markers of identity, face in ‘climbing the ladder’. Where is there evidence of a glass ceiling or a sticky floor? And what are you doing to fix it?
? ACTION: Using today’s data as the benchmark, make the commitment that right now is the least diverse that leadership in your organisation will ever be. Make a plan to begin collecting and analysing your leadership data on a regular basis, and expand it to include all forms of diversity and intersectionality.?
3. Uncover biases in your recruitment systems and processes
All recruitment systems have biases, because all humans have biases. In the words of Margaret Spence , a lifelong champion for building inclusive and diverse workspace and founder of US-based company The Inclusion Learning Lab : “the work of inclusion cannot exist in an isolated silo”.?
“Human biases, often rooted in survival instincts and the need for social acceptance, manifest as cognitive shortcuts to quickly assess the world around us. As we strive to fulfil these needs, our biases emerge as mental shortcuts that aid in rapid decision-making. These shortcuts, while efficient, can also perpetuate stereotypes, hinder inclusivity, and skew our perceptions.” — Margaret Spence, All Humans Are Biased - Now What?
Hiring decisions are susceptible to what’s called a ‘similarity bias ,’ This can subconsciously, unconsciously, and sometimes even consciously, lead us to hire candidates who share our background, and reinforce a culture of ‘sameness’ that upholds and maintains the status quo.?
Failing to apply an intersectional gender lens to your recruitment process hinders the creation of a truly inclusive workforce. Instead, we must find ways to incorporate a diversity, equity and inclusion (DE&I) lens throughout each stage of the recruitment process, especially the early ones. This can encourage a far more diverse array of people to join your organisation, which drives innovation and growth and levels the playing field.?
Also be sure not to be too prescriptive about education and qualification requirements for vacant roles, which tend to favour people from certain backgrounds. Instead, get clear on the skill set you need, rather than putting up additional hurdles where they are simply not needed.
? ACTION: Analyse your last five hires. Do you recall saying (or thinking): ‘they remind me of myself’ or ‘they will fit in well here’? Did you hire someone who fit your preconceived vision for the role, or did you attract a largely homogeneous group of candidates??Make time to critically reflect on what it means to turn your commitment to intersectional gender equality into practical steps to overcome biases in recruiting . That might include staff training on unconscious bias or critically analysing job vacancies to identify any barriers to applying that different groups might experience (e.g. are flexible work arrangements offered, including job share or part-time options? Is our office accessible? Do we require tertiary qualifications?)
4. Learn the difference between the Gender Pay Gap and equal pay
There is often so much confusion in workplaces, and broader society, when it comes to pay equity. Almost without fail, every time we work with an organisation to complete a pay audit, someone will remark that they: ‘didn’t realise it was more complicated than just salary’.?
The Gender Pay Gap is a measure of how we value the contribution of men and women in the workforce. Expressed as both a percentage and a dollar figure it shows the difference between the average earnings of women and men, taking into account variables across organisations, industries, and the workforce as a whole.
Equal pay is where people of all genders are paid the same for performing the same role, or different work of equal or comparable value.
? ACTION: Include definitions from the Workplace Gender Equality Agency (WGEA) in any internal policies or communications about pay equity, and be sure you can clearly articulate the difference between the two (this short explainer video from WGEA is really helpful).
5. Conduct a transparent Pay Audit and Review
Now that you’ve brushed up on the difference between the Gender Pay Gap and equal pay, it’s time to conduct a pay audit, and calculate the gender pay gap in your organisation.
One of the biggest things we see across senior roles in traditionally male-dominated industries or departments, is that the number of people classified on higher pay rates is much higher. For example, while every manager across the organisation might be ‘paid the same’, there are four or five times (sometimes more) as many managers in IT or tech, which are predominantly male-dominated, as opposed to one manager in Customer Service, HR or marketing, which tend to be over-represented by women .?
Whether you are required by WGEA to report on this data or not, organisations who are serious about closing the gender gap must then analyse this remuneration data across different levels, departments, and job roles to identify gaps that may exist.?
? ACTION: During your audit, think about the way you 'value' and classify leadership roles in areas or departments that are over-represented by men, as compared to those dominated by women. Are there inconsistencies that can't be explained by factors like team size, experience, tenure, etc? Drawing on these results, design a plan that includes specific and measurable steps to rectify any gaps or inconsistencies you find. This includes: adjusting salaries, bonuses, promotion pathways, team structure, and benefits.?
6. Develop a fact sheet on data privacy
Data is a key lynchpin in helping close the Gender Pay Gap, and other markers of systemic inequality in the workplace. Because we know you can’t manage what you don’t measure. However, beyond the skilled analysis of the data, it’s important that people know why this data is being collected, what is being collected, and how their private information is being protected.
If your HR department or senior leadership cannot answer the above questions, it’s time to do something about it.?
? ACTION: Develop a one page fact sheet outlining the ‘why’, ‘what’, ‘where’, and ‘how’ of the data you collect, including any privacy implications, and include any background or context on how data can support you to create a more fair and equal workplace for all.
7. Share your Equal Pay Policy publicly
While policies and pieces of paper do not translate into action without effort, they do provide a useful place to start. Having a robust Equal Pay policy in place, that is publicly available, shows your organisation’s commitment to gender equality and closing the Gender Pay Gap.?
Ensure that these policies explicitly prohibit pay discrimination based on gender, and include guidelines for fair compensation practices. By ensuring your policy applies an evidence-based and intersectional gender lens , you can build a solid foundation for creating a more gender equal workplace.
? ACTION: Be sure to include clear criteria for determining salary levels, guidelines for promotions and raises, and mechanisms to address any grievances related to pay inequality. And then train managers and HR personnel on these policies to ensure consistent implementation across the organisation.
8. Normalise flexible work for everyone
Right now, women represent seven out of 10 primary caregivers in Australia. Not only does caring continue to be considered ‘women’s work,’ but the demand for flexible and part-time work to accommodate caring responsibilities has a significant impact on maintaining the Gender Pay Gap.?
If we want to get serious about closing this gap for good, we need to simultaneously dismantle gendered stereotypes around caring, at the same time as normalising and encouraging more men to work flexibly and part-time. So, why aren’t more men doing the care work and adjusting their workplace roles to accommodate it?
The reality is that many men report facing barriers and stigmatisation when accessing flexible work. Research shows that not only are men often less likely to apply to work part-time , but they are more likely to be judged negatively for requesting it.
It is important that your workplace models not only support for carers, but flexible work, from the top down. This includes having a range of policies that meaningfully and tangibly support employees, of all genders, who care for and support others — be they children, family members, kin, or friends with a disability, mental illness, drug and alcohol dependencies, chronic conditions, terminal illnesses, or other needs. And this includes flexible work arrangements.?
? ACTION: Develop tools or resources to guide leaders in areas where flexible work isn’t yet normalised, including case studies and data. Commit to three specific ways that leaders in your organisation can model flexibility and publicly affirm their support for caring commitments for people of all genders.
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9. Review your Parental Leave entitlements
While we’re on the topic of caring responsibilities, it might be time to review your Parental Leave entitlements. According to WGEA, women still account for 88% of all primary carer’s leave utilised. One reason we often hear from non-birthing parents, is that they have experienced judgement or discrimination in accessing their legal parental leave entitlements. Reports of being asked: 'why can't your partner take parental leave instead?' are all too common.
Men, women and gender diverse people should all have the same access to parental leave, and this should be reflected in your workplaces’ policies but also its practices. Making the availability of paid parental leave gender-neutral fosters a more equal division of unpaid care work, and can help to close the Gender Pay Gap and create a more equitable society.
? ACTION: Educate leaders on ensuring people of all genders can access parental leave, and are well supported with a return-to-work plan following any leave. And while you’re at it, advocate for your organisation to continue superannuation contributions during both paid and unpaid parental leave, as a key way to help close the gendered retirement gap as well.
10. Establish a shared language on the underlying causes of gender inequality
With all of their acronyms and industry-specific jargon, sometimes it can seem like workplaces speak their own language. But do they speak the language of intersectional gender equality??
A key way to address and prevent discrimination, micro-aggressions and sexual harassment occurring in your workplace, is by addressing its root causes and establishing a shared understanding through common-use language.
While we might all agree that making sexually suggestive comments or touching people inappropriately in the workplace is illegal, what about comments about appearance, repeating jokes by others, or making gendered assumptions that are ‘just common knowledge’?
To accelerate gender equality, we need to be equipped to have real conversations. We need to establish a shared language and understanding of each other’s experiences. And we need to cultivate an underlying culture of empathy as a meaningful way to create change.
? ACTION: Create an organisation-wide training calendar designed to build organisational capability to promote and accelerate gender equality. Be sure to include sessions on: family violence, bystander action, managing backlash and resistance, and preventing and responding to workplace sexual harassment for all staff, especially leaders.
11. Analyse the use of your Family Violence Policy
What we know is that, at a minimum, 2 in 5 women (39%) have experienced violence since the age of 15. And that figure is much greater for women with disabilities, Aboriginal and Torres Strait Islander women, pregnant women, queer and trans women, older women (+55), and younger women (<34).
Violence against women is a serious and widespread problem in Australia. The stats are there for all to see, which means that — statistically speaking — there will be people in your organisation who are victim/survivors of violence. In fact, we know that between 55 and 70 percent of women who have experienced violence, or are experiencing violence, are currently in the workforce – which equates to around one in six women workers. Chances are, there will be perpetrators too, and that can be a really confronting reality for many organisations.
Family Violence policies are an essential part of creating a safer and more equal workplace. In 2023, the Australian Government introduced new legislation: a universal annual entitlement to 10 days paid domestic and family violence leave in the National Employment Standards. The leave is available to all employees, including rostered casuals and will be available ‘upfront’ on commencement of employment.
Assuming you already have a policy in place, how often are victim/survivors accessing leave for family violence? What is your organisation’s stance on perpetrators of violence? What conversations are you having about the spectrum of behaviours that classify as abuse? And how are you also communicating how and where perpetrators need to seek support?
The way we see it, if your leave conditions aren’t being used, then there is unmet need in your organisation. Whether that’s because people do not know the leave exists, they don’t identify as experiencing violence, or they fear being stigmatised for taking it or seeking support — this needs to change.
? ACTION: Take visible part in campaigns like the 16 Days of Activism Against Gender-Based Violence and also schedule regular communications across the organisation about leave entitlements. This could include an all staff email, training for key people on responding to disclosures, and an event or guest speaker schedule that leaders (especially) are required to attend. And if you do not already have a robust Family Violence Leave Policy, now is the time to get in touch .
12. Start talking openly about the ‘m’ word
Anxiety, insomnia, brain fog, painful joints, and rapid changes in body temperature are enough to make most people take a day off sick. But for the approximately 1.6 million Australian working women affected by these symptoms – they are largely ignored by workplaces who aren’t willing (or equipped) to discuss the ‘m’ word: menopause.
Recently, it was announced that there will be a Senate inquiry into how menopause affects individuals economically, physically and mentally. It’s already estimated that menopause costs women in the workforce more than $17 billion each year in lost earnings and superannuation. Research has also shown that it costs Australian companies more than $10 billion a year when women leave work prematurely due to the impact of menopause. And it’s not just the impact of menopause that we need to start honest and open conversations about when it comes to workplace inclusion.
Come to think of it, there are a few other ‘m’ words and ‘p’ words that workplaces shy away from — from periods to miscarriage. While much of this silence, on the part of women, comes from the shame and fear of being labelled as ’emotional’ or ‘irrational’, workplaces around the world are starting to take these issues seriously and take a progressive lead in supporting their workers through these experiences.?
? ACTION: Make today the day you start to normalise conversations about menopause, miscarriage and periods in the workplace. And back it up by reviewing your Enterprise Agreement through an intersectional gender lens and promoting collective responsibility for supporting fellow employees. You could also consider creating a ‘Menstrual and Menopause Wellbeing Policy ’, following the lead of the Victorian Women’s Trust.
13. Encourage active bystanders
When we talk about promoting collective responsibility for creating a safe and equal workplace, we mean creating a culture where biases are actively challenged, and every employee feels empowered to speak up and speak out. This is only possible once we know the underlying drivers of violence against women , and we have a practical understanding of what works to safely challenge and respond to those drivers, both as individuals and as organisations.?
In our experience, bystanders are more willing to act, if they:
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? ACTION: Organise comprehensive Gender Equity and Bystander training for your entire organisation. By shifting the attitudes and practices that trivialise, excuse or justify violence, we create a culture where people feel safe and supported.
14. Conduct and complete a Gender Impact Assessment
Gender Impact Assessments or ‘GIAs’ are a way of critically thinking about how your workplace policies, programs and services meet the different needs of women, men and gender diverse people.
From decision-making processes to examining access to resources, economic or social opportunities in the organisation, the aim of a GIA is to create better and fairer outcomes and equal access for all.
The most effective approach to conducting a GIA involves developing a whole-of-organisation action plan from implementation to training those responsible for integrating your GIA into existing organisational systems and processes.
? ACTION: Struggling with your GIA? GenderWorks is in the process of developing a handy checklist to assess whether you’re meeting the requirements of the Act and get you ready to hit ‘submit’. Want to be the first to see it? Sign up to our Quarterly Update kicking off in 2024.
15. Don’t leave your Board or Council behind
Like any complex and multifaceted issue, if it was easy to create gender equality and end all forms of violence and discrimination – we would have done it by now. Instead, there must be a suite of initiatives — at all levels — working in tandem. And that includes your governance.
Not only is it critical to keep your Board or Council informed regularly of your efforts to accelerate gender equality, but intersectional gender equality must be viewed as ‘mission critical’ by those with structural power over the organisation’s strategic direction, external communication, and budget allocation.?
Leaders at all levels must also do the work to understand and change their own behaviours, and be engaged participants in workplace training programs that focus on building organisational capability to promote gender equality, which most definitely includes Board members.
? ACTION: Add a prompt or item to your Board Agenda template that considers how a decision might impact the differing needs and experiences of all stakeholders — no matter what is being discussed. Better yet, install a Board that more accurately represents the diversity and different experiences of people in your organisation, and the broader community, and create regular opportunities for those leading work on gender equality to present and report to your Board or Council.?
16. Keep up the momentum all year round
In a piece for media platform Women’s Agenda , we shared recently that every time we start to feel as if we are gaining solid ground in accelerating gender equality, we wake to yet another tragic headline of a woman killed by someone she knows. This is the stark reality of the world we live in. And sometimes, it can be hard to believe that a training program on sexual harassment or a policy on equal pay can really make much of a difference.?
But is that not what the perpetrators of these crimes want us to do? Turn away. Ask no questions. Take no action. Seek no justice. Make no change. Who benefits from us giving up and shying away from this work? It’s certainly not women.
We know it will not be done overnight; you know that too. But we owe it to the generations who come after us, and those who live among us, to keep making progress and showing up, even when things feel hard. Not only that, but don’t they say that more hands make light work??
? ACTION: In recognition of the sustained effort and dedication it takes to do this work, we encourage you to take a moment and acknowledge how far you’ve come. Your efforts to accelerate gender equality in your workplace do not go unnoticed, and we have the privilege of bearing witness to your work every day. Without taking a moment (or two) to pause and reflect, we cannot hope to keep up the momentum all year round. So, this is your reminder to take that moment and connect to why it’s important to you to keep doing this work.
Bonus action → acknowledge the hard work of others
It’s no secret that the majority of work to accelerate gender equity is being done by women and gender-diverse people. Whether they are Diversity and Inclusion Officers, Project Managers, or they have been tasked with keeping organisations ‘on track’ with reporting commitments to WGEA, we see time and again how much pressure is placed on these team members (both by themselves and organisationally) to take action on a broad societal issue that is far bigger than any one of us.?
For leaders especially, it's time to reflect on the gendered expectations and additional load of this workforce, with its often limited resourcing and recognition, and get actively involved in shouldering and acknowledging the work. While doing so in a way that is mindful of existing power dynamics, it’s important to support and recognise your staff, and amplify their work, to a broader audience.?
? ACTION: Invite those leading this work in your organisation to regularly contribute to Executive meetings, or share directly with the CEO. Ask for their opinions and seek their advice, because they have a unique insight into your organisation and the hot spots that need addressing. Just as importantly, find ways to adequately resource the work and ensure that your team members have access to additional technical advice, to ensure they are not isolated or burning out. This work cannot be done alone, and instead we must build a network of allies, championed by leadership, to make meaningful and measurable progress.
Are you ready to change the story?
Each of us has to take responsibility and seize the opportunity to make change where we can, and with what we have. Together, we can change the story to create a future where we are all safe, equal and respected.
GenderWorks Australia is a trusted and accredited provider of workplace gender equality training and programs. To find out more or get in touch, please visit: genderworks.com.au ?
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1 年Such a useful resource. I know a lot of organisations who struggle to know what to do when it comes to 16 Days, so definitely sharing this!