Louise Round Aurecon Attraction, Retention and Higher Management Development
A Civil Engineer in the Making <ul><li>Circa 1966 </li></ul>
Haberdashers’ Aske’s School for Girls - 1976
Nottingham University – Derby Hall - 1984
Perth 1994
Back to Aurecon Women in Engineering
Diversity <ul><li>Aurecon’s Culture Shift program </li></ul><ul><li>Diversity Leadership Team </li></ul><ul><li>Turnover c...
Women’s Initiative <ul><li>Flexible working </li></ul><ul><ul><li>Purchased leave </li></ul></ul><ul><li>Policies and Bene...
Lake Louise
 
Conclusions <ul><li>Policies  </li></ul><ul><li>Culture </li></ul><ul><li>Opportunities </li></ul>
Upcoming SlideShare
Loading in …5
×

ICWES15 - Attraction, Retention and Higher Management Development. Presented by Louise Round, Aurecon

494 views

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
494
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
8
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Introduce self My personal journey of Attraction, retention and higher management development.
  • From a very early age it was obvious that I wanted to be a civil engineer.
  • All girls school – maths and physics 1 - Visiting female engineer – encouraged me Dad a QS and insisted that I go to university 2 - I had five offers from five applications to university So I went from all girls to (just about) all boys.
  • I managed to graduate And embarked on my career I arrived in Adelaide with my young family in October 1993 under the Skilled Migrant Program, based on my skills.
  • We moved to Perth in February 1994 for me to take a job with Aurecon (who were Connell Wagner at that time). 3 – I was ‘instructed’ to go to Newman. Whilst not a policy it was a great opportunity.
  • Continued with my career, including changing jobs several times. In 2003 I was offered an Associate position back at Aurecon (who were still Connell Wagner). Expand 4 – Stated policy was one female Executive promotion per year (approximately 20 promotions and 250 Execs in Asia Pacific) 5 – CPEng lead to Women in Engineering – photo on web page A few years later promoted to Senior Associate – 5% female execs and less than 2% at the Senior Associate / Principal level.
  • Aurecon’s Culture Shift program , begun in 2008, indicated an existing management culture that was founded in traditional masculine values, such as having control and power as the primary tools of management. In light of the changes to Aurecon’s goals and values, it was important to take a fresh look at this issue. The Board support for diversity and the establishment of the Diversity Leadership Team and structure led the way for change. To support Aurecon’s value statement of respect for others by celebrating diversity and acting with integrity and honesty, it was recognised that there was a compelling argument for changing the organisation’s culture, policies and procedures as they impact diversity. The first diversity issue to be investigated was the attraction and retention of women. Turnover If the organisation could reduce the rate of turnover amongst females to the same rate as for males then it would save AUD1.8 million per annum from its bottom line. Further, changes required by governments focussed attention on reporting diversity as part of tenders and in the consideration of awarding contracts. Companies are also increasingly scrutinising its providers’ diversity policies. For instance in 2007 Microsoft UK stopped using a supplier due to its poor diversity practices.  ATTRACTING AND RETAINING WOMEN As part of its support for diversity Aurecon held its first women’s forum, “Attracting and Retaining Women”, which ran for a day in the Melbourne office. Twenty five participants attended; primarily female Executives, graduates and a mix of other staff members from across Australia, New Zealand and Singapore. The objectives of the forum were to discuss issues that are specific to women in the organisation and identify how the organisation could enhance women’s professional experience at Aurecon.
  • Following this forum, The Women’s Initiative was established in June 2008, and was the first initiative under the Diversity Leadership Team. The Women’s Initiative was set up to address the needs and challenges of employees who are underrepresented within the company, and to ensure that the company celebrates the achievements and successes of women. The women at the forum established Working Groups to focus on the key issues that were identified as important to women at Aurecon. The Working Groups were: Flexible working practices Policies and benefits Communication      Mentoring and leadership Senior female Executives, who had been nominated at the forum, led the Working Groups. Under the Women’s Initiative, local Aurecon Women Achieving Women (AW2) groups were established to act as a catalyst for female employees to meet and discuss issues, whilst also providing networking, mentoring and training opportunities for female staff. Expand on what the working groups are covering. Purchased leave – 6 - NZ skiing. Leave to cover school holidays – husband and wife team. Benefits for all.
  • 7 Mentoring – Personal Business Plan
  • February this year
  • You need all three to create a diverse workforce. Recent promotions to Executive ‘found’ three additional female candidates to make seven.
  • ICWES15 - Attraction, Retention and Higher Management Development. Presented by Louise Round, Aurecon

    1. 1. Louise Round Aurecon Attraction, Retention and Higher Management Development
    2. 2. A Civil Engineer in the Making <ul><li>Circa 1966 </li></ul>
    3. 3. Haberdashers’ Aske’s School for Girls - 1976
    4. 4. Nottingham University – Derby Hall - 1984
    5. 5. Perth 1994
    6. 6. Back to Aurecon Women in Engineering
    7. 7. Diversity <ul><li>Aurecon’s Culture Shift program </li></ul><ul><li>Diversity Leadership Team </li></ul><ul><li>Turnover costing AUD1.8M </li></ul><ul><li>Women’s forum </li></ul><ul><ul><li>Discuss issues that are specific to women in the organisation </li></ul></ul><ul><ul><li>Enhance women’s professional experience at Aurecon </li></ul></ul>
    8. 8. Women’s Initiative <ul><li>Flexible working </li></ul><ul><ul><li>Purchased leave </li></ul></ul><ul><li>Policies and Benefits </li></ul><ul><ul><li>Career Breaks </li></ul></ul><ul><ul><li>Childcare as a business expense </li></ul></ul><ul><ul><li>Paid paternity leave </li></ul></ul><ul><li>Communications </li></ul><ul><ul><li>Old boys’ club </li></ul></ul><ul><li>Mentoring and Leadership </li></ul><ul><ul><li>Mentoring of senior women </li></ul></ul><ul><ul><li>Personal Business Plan </li></ul></ul><ul><li>Aurecon Women Achieving Women (AW 2 ) </li></ul>
    9. 9. Lake Louise
    10. 11. Conclusions <ul><li>Policies </li></ul><ul><li>Culture </li></ul><ul><li>Opportunities </li></ul>

    ×