Lisa Annese - Diversity Council Australia - Reducing barriers to workforce participation and diversity

1,017 views
566 views

Published on

Lisa Annese delivered the presentation at the 2014 Skilling Australia Summit.

The 8th Annual Skilling Australia Summit considered the current policy framework and examined state and national challenges for skilling the Australian economy at this time. Current skilled shortages within industry groups were addressed and debated.

For more information about the event, please visit: http://www.informa.com.au/skillingoz14

Published in: Business, Career
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,017
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
12
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Lisa Annese - Diversity Council Australia - Reducing barriers to workforce participation and diversity

  1. 1. SKILLED AUSTRALIA Reducing the Barriers to Workforce Participation & Diversity 1 July 2014 Lisa Annese Chief Executive Officer 1
  2. 2. CREATING & ENGAGING DIVERSITY AN AGENDA 1. Setting the Scene for Diversity 1.  What do we mean? 2.  The Business Case 2. Moving beyond ‘The Usual Suspects’ !  What to do and what not to do !  Case studies DCA’s evidence base !  DCA research and latest global research !  Our expert panel of business and academic leaders Copyright © 2014 Diversity Council Australia Ltd
  3. 3. WHAT IS DIVERSITY? DIMENSIONS OF DIVERSITY Copyright © 2014 Diversity Council Australia Ltd 3 My Identity Gender Ethnicity, culture & faith Caring responsibility Flexible work Person with a DisabilityIndigeneity Sexual orientation Age & Generation Skills & experiences
  4. 4. SETTING THE SCENE DIVERSITY INTEREST FUELLED BY: ! Workplace flexibility: Paid parental leave, Right to Request ! Women in leadership: ASX, international interest in/move to quotas ! Pay equity: little improvement in past 20 years ! Mature-age workers: Age Disc.Comissioner, retirement, superannuation ! Disability: National Disability Insurance Scheme ! LGBT: Public debate re same-sex marriage, High profile work (Stonewall) ! Indigenous: Closing the gap, Employment covenant, Constitutional reform ! Cultural Diversity: Debate about racism & multiculturalism, increased global diversification,Copyright © 2014 Diversity 4
  5. 5. Copyright © 2014 Diversity Council Australia Ltd 5
  6. 6. THE BUSINESS CASE FROM COMPLIANCE TO COMPETITIVE ADVANTAGE Copyright © 2014 Diversity Council Australia Ltd 6
  7. 7. ! Australian unit of Autoliv: Introduced flexible work and reduced staff turnover to under 2%, saved $3.6M/year ! AMP: $400M ROI on work-life initiatives over 5 years. Increased return to work rate from 50% to 90%, saving $50,000 to $150,000 per woman returned. ! Top 50 diversity companies in US outperformed S&P 500 by 25% and NASDAQ by 28% (Baue) ! In Australia, ASX 500 companies with Board gender diversity delivered average ROE over 5 years 9% higher than those with no female directors (Reibey Institute, 2011) Copyright © 2014 Diversity Council Australia Ltd 7
  8. 8. SETTING THE SCENE WOMEN IN LEADERSHIP – Positive trends ASX 200 boards… AICD, 2014 Copyright © 2014 Diversity Council Australia Ltd
  9. 9. WOMEN IN LEADERSHIP WGEA CENSUS 2012 ! Women hold 9.7% of executive key management personnel (executive KMP) positions in the ASX 200, up from 8.0% in 2010. ! Women hold 9.2% of executive KMP positions in the ASX 500. ! Percentage of ASX 200 companies with at least one female executive KMP increased to 39.4% in 2012, up from 38.1% in 2010 (3.4% increase on 2010). ! There are seven female CEOs in the ASX 200 (compared to six in 2010). Copyright © 2014 Diversity Council Australia Ltd
  10. 10. MOVING BEYOND THE USUAL SUSPECTS: Your Top 3 do’s & don’ts Copyright © 2014 Diversity Council Australia Ltd
  11. 11. MOVING BEYOND THE USUAL SUSPECTS: DCA’s Top 4 don’ts Copyright © 2014 Diversity Council Australia Ltd
  12. 12. WOMEN IN LEADERSHIP: DCA TOP 4 DON’TS 1.  Pipeline theory…“Just give it time. Not yet, but soon.” –  Pipeline is slow !  At current rates of change, it will take till 2173 to reach gender balance (Hede & O’Brien, 1996) ‒  Pipeline works better for men !  Tracking high potential MBA graduates, from first role onwards, women lag men in promotion, pay & career satisfaction (Carter & Silva, 2010) Copyright © 2014 Diversity Council Australia Ltd
  13. 13. WOMEN IN LEADERSHIP: DCA TOP 4 DON’TS 2. Gender blind initiatives !  Formal talent management initiatives that ignore gender – e.g. recruitment policy, leadership development program etc. !  Linked to lower representation of women in workforce (French, 2001; Konrad & Linnehan, 1999) Copyright © 2014 Diversity Council Australia Ltd
  14. 14. WOMEN IN LEADERSHIP: DCA TOP 4 DON’TS 3. Promoting meritocracy !  Results in gender biased decisions, and more negative performance ratings and pay outcomes for women (Castilla & Benard, 2010) !  Managers favour male employees over equally qualified female employees !  Ironically women have to demonstrate relatively greater performance Copyright © 2014 Diversity Council Australia Ltd
  15. 15. WOMEN IN LEADERSHIP: DCA TOP 4 DON’TS 4. Getting women to ‘lean in’ !  Women need to ‘lean in’, ambitiously look for and grab new opportunities! Copyright © 2014 Diversity Council Australia Ltd
  16. 16. MOVING BEYOND THE USUAL SUSPECTS: So what does work? DCA’s Top 3 do’s Copyright © 2014 Diversity Council Australia Ltd
  17. 17. WOMEN IN LEADERSHIP: DCA TOP 3 DO’S 1. Gender conscious initiatives !  Talent management initiatives which acknowledge gender: ‒  Targeted recruitment, women’s leadership development programs, ERGs, sponsorship programs etc. !  Linked to better women’s representation in organisations (French, 2001; Konrad & French, 1999) Copyright © 2014 Diversity Council Australia Ltd
  18. 18. WOMEN IN LEADERSHIP: DCA TOP 3 DO’S 2. Sponsorship (gender conscious) !  Sponsorship predicts women’s advancement, having mentors doesn’t ‒  High potential women are “mentored to death,” over-mentored and under- sponsored relative to male peers (Carter & Silva, 2010) ‒  Beyond giving feedback and advice, to using their influence with senior executives to advocate for mentee !  Sponsorship works because: ‒  Women can be penalized for self-promoting behaviour, considered acceptable in men ‒  Sponsors speak up for talented employees, helping women subvert this double bind Copyright © 2014 Diversity Council Australia Ltd
  19. 19. WOMEN IN LEADERSHIP: DCA TOP 3 DO’S 3. Address bias (gender conscious) !  Gender bias in recruitment, network access, career development, promotion, remuneration well established (Kulik & Bainbridge, 2006) !  Conscious & unconscious bias !  Individual & organisational bias ‒  Individual: Attitudes, Behaviours, Interactions, Decisions ‒  Organisational: Culture, Talent Management Policy & Practice Copyright © 2014 Diversity Council Australia Ltd
  20. 20. BEST PRACTICE CASE STUDY - CBA ! Winner of prestigious Catalyst Award in March 2012 ! “Opening the Door for Gender Diversity” Initiative ! CBA was first Australian financial services organisation to set public targets for women in leadership ! Target to increase proportion of Executive Manager & above roles held by women to 35% by 2014 ! CBA has 52,000 employees – 61% are women Copyright © 2011 Diversity Council Australia Ltd 20
  21. 21. BEST PRACTICE CASE STUDY – Why is it best practice? ! Diversity strategy integrated with business strategy ! CEO & Exec Committee commitment and leadership ! Transparent & measureable targets ! Culture of flexibility ! Unconscious bias training for all senior leaders ! Embedded into talent management & talent development ! Sponsorship of women & mentoring ! Cross-cultural and broader community activities Copyright © 2011 Diversity Council Australia Ltd 21
  22. 22. BEST PRACTICE CASE STUDY – MEASUREABLE IMPACT ! Increase in employees working flexibly from 35% (2008) to 41% (2011) ! 36% of employees working flexibly are men (2011) ! Increase in proportion of Executive Manager & above roles held by women from 21% (2005) to 30% (2011) ! Increase in percentage of women on the board from 20% to 27% (2011) ! Women’s engagement scores were above world’s best practice levels in 3 out of last 4 years Copyright © 2011 Diversity Council Australia Ltd 22
  23. 23. WHERE TO BEGIN? TIPS FOR LEADERS –  DCA experience about leading diversity practice: !  Initiatives aligned with business and people priorities !  Executive and line manager engagement (active vs ‘cheque book’ involvement) !  Leveraging off pockets of ‘good will’ !  Evaluation, benchmarking, high-level scorecard reporting !  Identity conscious’ (vs identity blind) initiatives !  Talent decisions need to be driven by workforce data and analytics or organisations risk falling behind the curve and losing their competitive edge (Deloitte 2011, Human capital trends 2011: Revolution/evolution). !  Familiarise yourself with Australian diversity research and thought leadership Copyright © 2011 Diversity Council Australia Ltd 23
  24. 24. THANKS FOR YOUR TIME: ANY QUESTIONS? – Diversity Council Australia: Your partner in creating the workplace of the future !  www.dca.org.au !  Advice and strategy !  Web-site info (e.g. case studies, tools, leading practice) !  E-bulletins, newsletters, research !  Networks, briefings, knowledge sharing amongst leading employers !  Membership representation Diversity Council Australia Ltd 2014 ©

×