Gender workforce segregation
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
7.1 We are recognised as an organisation with a strong culture of inclusion and as a champion for gender equality
Our data confirms that we are not immune to persistent gender workforce segregation, in line with the sort of gender segregation that is observable across not only our job market, but across most Western countries.
Overall, we have reached our goal of gender parity within our senior leadership group. However, we do provide a large number of ‘care’ based services – child care, early learning, nursing, and aged care workforces to list a few – with highly feminised workforces. This is not unique to our organisation and our rates of gender breakdown broadly mirror the gender breakdown of our national labour force.1
According to the Workplace Gender Equality Agency, the majority of Australian employees work in jobs dominated by one gender. Movement in this field is slow and is influenced by a complex network of structural and social barriers. This is a challenge that our workplace will only be able to impact in so far as to improve participation and retention rates within the segregated workforces. However, capacity to impact societal norms and the way in which we financially reward modes of work traditionally defined as ‘masculine’ and ‘feminine’ will require ongoing advocacy with government, industry, unions, private sector and civil sector actors.
Objective 7.1.1
Acknowledge and accept a long-term view and investment in workforce gender segregation mitigation activities
By acknowledging the complexity and persistent nature of workforce gender segregation, we can take a long-term view that supports sustainable improvements through evidence-based practices, building strategic partnerships, dismantling of stereotypes and gender norms, and advocating for systemic and structural societal change.
| Ref | Workforce Initiative | Lead | Support | Timeframe |
|---|---|---|---|---|
| 7.1.1a | Embed inclusive practices and culture across our organisation, through implementation of our Inclusion Roadmap | Talent Capability and Employee Experience | Organisation design and Future Ways of Working (FWoW) Program | Medium-to-long |
| 7.1.1b | Establish our gender equality Change Champion Network with representatives from our gender segregated workforces, union representatives, senior leaders and interested employees. | Talent Capability and Employee Experience | Organisation design and Future Ways of Working (FWoW) Program | Short |
Objective 7.1.2
We will champion gender equality and inclusion across our regional leadership and advocacy approaches, network participations, community and economic development platforms, programs, policies and services, to challenge stereotypes, gender norms and biases
We will raise awareness of our obligations according to the Gender Equality Act 2020, including the promotion of intersectional gender equality through the way we work with each other and our community. Whether this is by implementing gender impact assessments across our programs, policies and services, or embracing our role as a regional leader and change-maker, we will adopt a broad, long-term and positive approach.
| Ref | Workforce Initiative | Lead | Support | Timeframe |
|---|---|---|---|---|
| 7.1.2a | Raise awareness among employees about different objectives and practices that support people to manage a better gender balance at home, and lessen disparities in how ‘unpaid domestic duties’ are distributed | Talent Capability and Employee Experience | Employee Communications and Engagement | Medium-to-long |
| 7.1.2b | Participate in regional advocacy network/ group to continue to advocate for gender equality in the workplace | Talent Capability and Employee Experience | Policy and Workplace relations | Short |
| 7.1.2c | Work with regional partners to raise awareness of the value of ‘unpaid domestic labour’ to social and economic prosperity across our region | City-wide | Strategy, Commercials and Partnerships, and Economic Development | Medium |
| 7.1.2d | Support organisations that advocate for, and work towards, achieving intersectional gender equality and eliminate discrimination | Community Grants & Partnerships | Talent Capability and Employee Experience | Ongoing |
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:
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