Gender composition of workforce.
Appendix one Appendix two Establishing a baseline Executive summary Gender Equality Action Plan Glossary Indicator five Indicator four Indicator one Indicator seven Indicator six Indicator three Indicator two Introduction Leading and resourcing Mayor's message Meaningful consultation and engagement Our plan of action The case for change
1.1 Build a workplace that makes progress on gender equity and reflects the diversity of its community
Our data continues to show that the majority of our workforce is made up of women. However, the most pronounced disparity is between participation status, in that men are involved predominantly in the full-time workforce, whereas women make up the vast majority of our part-time workforce.
Our gender composition is strongly influenced by the type of work and services we provide. As we deliver over 136 different services, our employees are subject to a variety of awards and industrial conditions, and are employed in industries that are persistently highly gendered. Over time, these patterns have proven difficult to shift.
Our employee survey respondents indicated that we are doing well in our efforts to improve gender equality and diversity. However, this does not mean that there is not scope for improvement.
Employ more people of different backgrounds.
Objective 1.1.1
Gender stereotypes and gender norms are actively challenged in all stages of workforce design
In order to make reasonable and material changes to our workforce composition that promotes intersectional gender equality, we will need to challenge attitudes both within our organisation, and the community.
| Ref | Workforce Initiative | Lead | Support | Timeframe |
|---|---|---|---|---|
| 1.1.1a | Unconscious bias training provided to leaders and cascaded to whole of workforce | Talent, Capability and Employee Experience | CEO's Office, Executive Leadership Team and Senior Leadership Group | Short |
| 1.1.1b | Review of position descriptions to remove any gendered language | Future Ways of Working (FWoW) | Talent, Capability and Employee Experience | Short |
| 1.1.1c | Look at workforces that are successfully dismantling gender stereotypes and identify how to scale-up and build on internal capacity, expertise and lived experiences | Talent, Capability and Employee Experience, City Services, and Family Services | City Services, Family Services | Medium |
| 1.1.1d | Review our branding and language guidelines to identify use of stereotypes and identify images and language to challenge these norms | Corporate Communications, Enterprise Change Management Office | Talent, Capability and Employee Experience | Short |
| Timeframe key | Short: 6–12 months | Medium: 2–3 years | Long: 4+ years" |
1.2 Improve organisational capacity to measure and monitor gender composition and intersectional identifiers of our candidates, recruits and employees
Having participated in the Gender Equality Act Implementation Pilot in 2020, we were able to identify a need for better employee and recruit data to get a more comprehensive picture of our workforce. Without knowing who we are, it is difficult to identify areas where we could improve.
Organisations, including ours, have spent much time and energy minimising the personal information we seek about our customers and employees. However, if we are to meet our workplace gender obligations, improved data collection will be key to measuring our progress.
Objective 1.2.1
Improve our capability to measure intersectional identifiers of our workforce
In order to make reasonable and material changes to our workforce composition that promote intersectional gender equality, we need to challenge attitudes both within our organisation and the community. To do this, we will need to build a more comprehensive picture of who we are. Our overarching aim is to be representative of the community we serve.
| Ref | Workforce Initiative | Lead | Support | Timeframe |
|---|---|---|---|---|
| 1.2.1a | Workplace Gender Audit identifiers and indicators incorporated in our new Human Capital Management system data measures | People and Culture Transformation and Shared Services | Talent, Capability and Employee Experience | Short-to- medium |
| 1.2.1b | Gender equality and intersectional workforce composition incorporated into People Dashboards and Annual reporting cycles | People and Culture Transformation and Shared Services | Performance and Research | Short |
In this section
Appendix one Appendix two Establishing a baseline Executive summary Gender Equality Action Plan Glossary Indicator five Indicator four Indicator one Indicator seven Indicator six Indicator three Indicator two Introduction Leading and resourcing Mayor's message Meaningful consultation and engagement Our plan of action The case for changePage last updated:
We are glad that you find this page helpful!
Submitting feedback... Please wait.
An error occured! Please try again.
Feedback submitted successfully!
Thank you for your feedback. We value your input and will use it to improve our services.