GENDER DIVERSITY STRATEGY

Size: px
Start display at page:

Download "GENDER DIVERSITY STRATEGY"

Transcription

1 GENDER DIVERSITY STRATEGY Purpose TMB s Gender Diversity Strategy acknowledges the value of a gender diverse workforce and details our commitment to ensuring that all workplace policies support and enable gender diversity throughout the career lifecycle of our employees. Specifically this strategy aims to ensure that gender is not a barrier and equality exists in all our employment policies and processes including recruitment and retention, performance management, promotions and transfers, training and development, career development, identification of high potentials and succession planning. Introduction Gender equality is achieved when people are able to access and enjoy the same rewards, resources and opportunities regardless of whether they are a woman or a man. Many countries including Australia have made significant progress towards gender equality in recent decades, particularly in areas such as education. However, women continue to earn less than men, are less likely to advance their careers as far as men and are more likely to spend their final years in poverty. At the same time, some men find it more difficult to access family friendly policies or flexible working arrangements than women. The aim of gender equality in the workplace is to achieve broadly equal outcomes for women and men, not exactly the same outcome for all individuals. To achieve this requires: workplaces to provide equal remuneration for women and men for work of equal or comparable value the removal of barriers to the full and equal participation of women in the workforce full and genuine access to all occupations and industries, including to leadership roles for women and men elimination of discrimination on the basis of gender particularly in relation to family and caring responsibilities for both women and men. Achieving gender equality is important for workplaces not only because it s fair and the right thing to do, it s also vitally important to the bottom line of the business and to the productivity of our nation.

2 TMB Business Case FOUNDATIONS Diverse & Representative Workforce A gender-diverse workforce (at all organisational levels, particularly leadership) is an essential foundation for maximising team and business performance, but it is not sufficient without the two additional components of inclusion and flexibility. Organisations will need to determine the appropriate benchmark against which to determine whether gender diversity is appropriately representative (the overall population, national workforce, local community, client or customer base etc.). Inclusive & Equitable Culture A gender inclusive and equitable workplace culture provides the basis for fully utilising the different and complementary strengths that men and women bring to their work and to teams. Inclusion involves empowering everyone to make a relevant contribution e.g. listening to the quietest voice in the room, and valuing and considering everyone s ideas equally. This promotes diversity of thinking, in which assumptions and the status quo can be constructively challenged in pursuit of the best solution. Inclusive cultures require inclusive leadership behaviours, e.g. where decisions are not made within exclusively male networks. Flexible & Empowering Workplace Flexible work practices enable the attraction, retention and optimal utilisation of gender diverse talent. Also, research indicates a strong correlation between flexible work and a sense of inclusion and engagement (because employees have had their unique, individual needs understood and accommodated). Structured appropriately, flexibility has the potential to strengthen individual and team performance (e.g. through discretionary effort) as well as customer relationships and responsiveness. Flexible teams are typically more agile and adaptable, because their work methods are less constrained by time and/or location.

3 DRIVERS Build & leverage complementary capabilities within & between teams Women and men bring different strengths and capabilities, although not all these are necessarily hard-wired by gender, according to recent research. Either way, to develop the best solutions and deliver the best results, everyone has to be open to alternative ways of thinking (e.g. problem-solving, assessing risk etc.), different work styles and preferences (e.g. introvert and extrovert) and leadership styles. Engage, mobilise & retain best available talent and continuously learn The most engaged and productive employees are those who are: empowered to realise their full potential enabled to maximise their contribution to the organisation and team are fairly recognised and rewarded for this are encouraged to be themselves at work. Anticipating and embracing different ways of working also provides a valuable opportunity for continuous learning (from each other) and improvement. Exploit diverse thinking to create best customer & market solutions Most employees have customers of some kind, whether internally or externally. When the composition of teams reflects the gender (and other) diversity of their customers and clients, they are better able to: Develop deeper and more meaningful connections and longer term relationships Understand customers perspectives and use this to better anticipate and exceed their needs and expectations Proactively tailor customer communications, advice, insights and information. Research and organisational experience demonstrate that gender diverse and inclusive teams are consistently more innovative than homogeneous teams, and they avoid the risks associated with group-think (i.e. easily agreed but sub-optimal solutions). Deliver seamlessly by collaborating across barriers & differences Anticipating and embracing different ways of working (amongst co-workers, customers, and other stakeholders) reduces the potential for interpersonal conflict, and more constructive business and organisational outcomes (see below).

4 OUTCOMES Gender equality attracts top talent A workplace that is equally appealing for women and men will provide businesses access to the entire talent pool. As women are increasingly more highly educated than men, a workplace that isn t attractive to women risks losing the best talent to competitors. Gender equality can reduce expenses Replacing a departing employee can cost 75% or more of their annual wage. As both women and men are more likely to remain with an organisation they view as fair, employee turnover for an organisation offering gender equality can be reduced, thereby decreasing the high expense of recruitment. Companies with gender equality perform better A considerable body of research suggests a link between gender equality and better organisational performance. While there are a range of reasons to explain this link, one factor is that diversity brings together varied perspectives, diversity of thought, produces a more holistic analysis of the issues an organisation faces and spurs greater effort, leading to improved decision making. At a high level, organisational and leadership commitment to gender equality (including gender diversity, inclusion and flexibility) have the potential to increase business performance (including revenue growth, cost management and profitability), and competitive advantage. This is achieved through the combination of enhancements in productivity, customer or client service, innovation, agility and risk management, as explained above. BENEFITS The return on investment in gender equality may not necessarily be immediately evident at an organisational level (although benefits to employees, customers and other stakeholders may be more visible). For the reasons set out above, gender equality supports the long-term health and viability of an organisation. Fully unlocking the value from a gender equitable workplace requires culture change as well as process improvement. Influencing individual attitudes and values is not always easy and takes time. However, the prize on offer is an organisation and/or business which is more sustainable, i.e. is better equipped for the future, irrespective of a constantly evolving external environment and an accelerating rate of change.

5 BENEFITS Sustainable Business Performance and Growth OUTCOMES Increased Competitive Advantage through market-leading: Productivity, Customer/Client Service, Innovation, Agility and Risk Management DRIVERS Build and leverage complementary capabilities within and between teams Engage, mobilise and retain best available talent and continuously learn Exploit diverse thinking to create best stakeholder and market solutions Deliver seamlessly by collaborating across barriers and differences Flexible and Empowering Workplace FOUNDATIONS Inclusive and Equitable Culture Diverse and Representative Workforce Notes TMB provides financial services to 162,995 members. TMB s customer base comprises 59% female representation. TMB acknowledges that research shows that organisations with gender diverse boards and management teams are more successful.

6 2015 Gender Diversity Action Plan Priority Levers Gender Composition Talent Pipeline Leader and Manager Capability Measurement and Reporting Strategic Long Term Objective 1. Increase representation of women on management team to 50% by March 2020 Current Actions Recruitment policy requires at least one woman to be interviewed for every management and non-traditional role vacancy Continue to sponsor Women in Leadership program Offer other relevant development opportunities to women as they arise Encourage female representation on 2015 Enterprise Bargaining negotiating committee Encourage more women to join the Women in Mutuals Network Future Actions Gender Pay Equity analyse gender pay data and develop action plans to reduce gender pay gap Success Measures Increase number of women in Management and higher paid specialist roles Improve gender pay gap year on year 2. Build a gender diverse talent pipeline to leadership Talent Management (HIPO) program, Emerging Leader Program, Trainee/Graduate program targets gender equality ILC to comprise equal number of men and women Source applicants from agencies such as 100mum s Traineeship/Graduate program to target gender equality More internal women apply for and gain promotions More women are identified in succession plans for key roles 3. Increase leader and manager capability to achieve our gender diversity vision Educate managers about the benefits of accommodating requests for flexibility Gain WGEA Employer of Choice Citation in 2015 Include gender diversity module into Developing Leadership Skills course Conduct Unconscious Bias training for all managers Include specific gender diversity KPI in Manager Performance Assessments Increase number of approved flexibility agreements by both genders year on year All leaders and managers attend unconscious bias training 4. Establish a measurement and reporting framework that provides senior management and board visibility of progress Seek CEO & Board support for quarterly executive team and Board gender reporting Develop reporting table for endorsement by the Diversity Committee Develop action plan dashboard for reporting to Management. CEO/Executive team buy-in Reporting provides insight for gender diversity improvements

Gender strategy toolkit. A direction for achieving gender equality in your organisation

Gender strategy toolkit. A direction for achieving gender equality in your organisation Gender strategy toolkit A direction for achieving gender equality in your organisation Contents Introduction 1 The gender equality journey 1 Why is a gender equality strategy important? 2 The change process

More information

Case study. Research showcasing leading practice at the Commonwealth Bank GENDER P Y EQUITY

Case study. Research showcasing leading practice at the Commonwealth Bank GENDER P Y EQUITY Case study Research showcasing leading practice at the Commonwealth Bank GENDER P Y EQUITY Contents Foreword 2 Executive Summary In brief Context and history Step 1: Awareness Step 2: The business case

More information

Manager briefing. Gender pay equity guide for managers GENDER P Y EQUITY

Manager briefing. Gender pay equity guide for managers GENDER P Y EQUITY Manager briefing Gender pay equity guide for managers GENDER P Y EQUITY Manager briefing Gender pay equity guide for managers Managers play a vital role in addressing pay equity as they are responsible

More information

Equal Pay Policy Statement and Statement on Occupational Segregation 2015/17

Equal Pay Policy Statement and Statement on Occupational Segregation 2015/17 Equal Pay Policy Statement and Statement on Occupational Segregation 2015/17 1.0 Introduction Glasgow Kelvin College embraces the promotion of equality and diversity in employment. The College believes

More information

Diversity and inclusion strategy 2016 2020

Diversity and inclusion strategy 2016 2020 Diversity and inclusion strategy 2016 2020 2 Airservices diversity statement Diversity recognises and celebrates the value and contribution that each individual brings to our workplace. It facilitates

More information

Swinburne University of Technology Gender Equality Strategic Action Plan 2015-2016

Swinburne University of Technology Gender Equality Strategic Action Plan 2015-2016 Swinburne University of Technology Gender Equality Strategic Action Plan 2015-2016 Page 1 of 8 1. Introduction 1.1. Context and Swinburne s HR Strategic Planning Framework Swinburne has established its

More information

BRD-003. Diversity Policy. The Benevolent Society ABN Adopted by the Board on 22 September 2014

BRD-003. Diversity Policy. The Benevolent Society ABN Adopted by the Board on 22 September 2014 BRD-003 The Benevolent Society ABN 95 084 695 045 Adopted by the Board on 22 September 2014 Contents 1 Diversity at The Benevolent Society 1 1.1 Our commitment 1 1.2 Who this policy applies to 1 1.3 Implementation

More information

Workforce Strategy 2015-2020

Workforce Strategy 2015-2020 Workforce Strategy 2015-2020 Introduction 1. The aim of this workforce strategy is to support delivery of the sustained transformation necessary to achieve faster, fitter, more flexible, citizen and customer

More information

THE WAY FORWARD GUIDE TO INNOVATIVE ATTRACTION AND RECRUITMENT STRATEGIES

THE WAY FORWARD GUIDE TO INNOVATIVE ATTRACTION AND RECRUITMENT STRATEGIES 04 THE WAY FORWARD GUIDE TO INNOVATIVE ATTRACTION AND RECRUITMENT STRATEGIES Once an organisation understands and communicates its Employee Value Proposition and Employer Brand, the next step is to ensure

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Right: People Roles Recognition - Culture

Right: People Roles Recognition - Culture Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge

More information

DIVERSITY STRATEGY 2014 2019

DIVERSITY STRATEGY 2014 2019 DIVERSITY STRATEGY 2014 2019 DIVERSE INCLUSIVE ADAPTABLE We re in the business of saving lives OUR COMMITMENT Our vision is to create a high-performance workplace culture that values individual differences,

More information

Equality, Diversity and Highlands and Islands Enterprise a framework for action

Equality, Diversity and Highlands and Islands Enterprise a framework for action Equality, Diversity and Highlands and Islands Enterprise a framework for action November 2012 1 Contents Page No. 1. Introduction 3 2. Scope and aims of the framework 4 3. What equality and diversity mean

More information

Women in Engineering Industry Blueprint of Successful in-house Professional Women s Programs

Women in Engineering Industry Blueprint of Successful in-house Professional Women s Programs Women in Engineering Industry Blueprint of Successful in-house Professional Women s Programs Introduction Engineers Australia s Women in Engineering National and Division Committees have been approached

More information

Equal pay, gender pay gap and occupational segregation. 1. Statement on equal pay

Equal pay, gender pay gap and occupational segregation. 1. Statement on equal pay Equal pay, gender pay gap and occupational segregation 1. Statement on equal pay 1.1 Glasgow Caledonian University is committed to the principle of equal pay as part of our wider commitment to equality

More information

Best Practice Guide Gender pay equity

Best Practice Guide Gender pay equity Best Practice Guide Gender pay equity 01 Work & family 02 Consultation & cooperation in the workplace 03 Use of individual flexibility arrangements 04 A guide for young workers 05 An employer s guide to

More information

One HR Platform for One Government. Erma Ranieri Commissioner for Public Sector Employment 9 May 2016

One HR Platform for One Government. Erma Ranieri Commissioner for Public Sector Employment 9 May 2016 One HR Platform for One Government Erma Ranieri Commissioner for Public Sector Employment 9 May 2016 Session Overview Welcome Office for the Public Sector update One HR Platform for One Government Standardisation

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

Workforce Diversity Plan 2009-2011

Workforce Diversity Plan 2009-2011 Workforce Diversity Plan 2009-2011 The Department of Education and Training (the department) is committed to diversity and inclusion in providing high quality education and training services to our students

More information

The Employment Cycle advice for management and human resources teams

The Employment Cycle advice for management and human resources teams 3. The Employment Cycle 25 3 The Employment Cycle advice for management and human resources teams Toolkit 26 3. The Employment Cycle 3 The Employment Cycle advice for management and human resources teams

More information

The attraction, retention and advancement of women leaders:

The attraction, retention and advancement of women leaders: The attraction, retention and advancement of women leaders: Strategies for organizational sustainability BUSINESS CASE 1 Table of Contents Introduction Business Case 1 Barriers and Success Factors Overview

More information

We believe that everyone has some passion, skill or talent that can make a difference to his or her lives and the lives of others.

We believe that everyone has some passion, skill or talent that can make a difference to his or her lives and the lives of others. 1. Vision Volunteering is at the heart of defining Scotland, its people and places and our Volunteer Landscape in all its diversity helps shape a positive, healthy, fair and learning society at home and

More information

Organisational Development Strategy 2008-2011

Organisational Development Strategy 2008-2011 Organisational Development Strategy 2008-2011 From fair to good Through the development of people skills to drive COMMUNICATION PARTNERSHIP LEADERSHIP CULTURE CHANGE PEOPLE PERFORMANCE - 26 - Agenda Item

More information

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup Business & Talent. Aligned. Regardless of the economic environment, your industry or geography, your size or your earnings, your most valuable asset is your workforce. How you manage this asset spells

More information

DIVERSITY & INCLUSION STRATEGY 2016/17

DIVERSITY & INCLUSION STRATEGY 2016/17 DIVERSITY & INCLUSION STRATEGY 2016/17 2 Government Communications Plan 2016/17 Diversity and Inclusion Strategy 3 Foreword Diversity and inclusion have long been a consideration for many communications

More information

MANAGING DIVERSE WORK TEAMS: A BUSINESS MODEL FOR DIVERSITY MANAGEMENT

MANAGING DIVERSE WORK TEAMS: A BUSINESS MODEL FOR DIVERSITY MANAGEMENT MANAGING DIVERSE WORK TEAMS: A BUSINESS MODEL FOR DIVERSITY MANAGEMENT Programme for the Practice of Diversity Management Department of Immigration and Multicultural and Indigenous Affairs in Cooperation

More information

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance. 1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within

More information

Gender Diversity in Corporate Pakistan

Gender Diversity in Corporate Pakistan Gender Diversity in Corporate Pakistan The participation of women in professional organisations in Pakistan and the Middle East is challenges for organisations that recognise the value companies in Pakistan

More information

Building Inclusive culture. Towards realising the positive effects of a diverse workforce.

Building Inclusive culture. Towards realising the positive effects of a diverse workforce. Building Inclusive culture. Towards realising the positive effects of a diverse workforce. Report from JBCE Roundtable, Hosted by Hitachi. 10 March 2016, Brussels. 1 Contents I. Executive summary... 3

More information

Australia s gender equality scorecard

Australia s gender equality scorecard Australia s gender equality scorecard Key findings from the Workplace Gender Equality Agency s 2014-15 reporting data November 2015 WGEA dataset 4 million employees 4,670 reports 12,000+ employers Introduction

More information

Diversity Strategy Making the Most of Our Diversity

Diversity Strategy Making the Most of Our Diversity Diversity Strategy 2013-2016 Making the Most of Our Diversity Contents Foreword by the Permanent Secretary... 3 Executive Summary... 4 Introduction... 5 The Business Case for Equality, Diversity and Inclusion...

More information

Maximise your Talent Options

Maximise your Talent Options Maximise your Talent Options A specialist division of Recruitment Your business support HR Consulting and professional HR Products recruitment Workplace specialists Relations Apprenticeships Part of something

More information

WORKFORCE PLAN Page 1

WORKFORCE PLAN Page 1 2015 2019 WORKFORCE PLAN Page 1 Contents 1. Introduction... 3 2. Developing the Plan... 6 3. Organisational Structure... 9 4. Workforce Profile... 10 5. Workforce Requirements... 11 6. Workforce Strategies...

More information

SALES AND MARKETING MANAGER

SALES AND MARKETING MANAGER SALES AND MARKETING MANAGER Job details Reference number: TTEA/SMM01/14 Job Title: Sales and Marketing Manager Supervisor: Senior General Manager Fertilizer Department Location: Kenya Job summary Reporting

More information

Workforce Diversity: The Fresh Face of Employment in Canada

Workforce Diversity: The Fresh Face of Employment in Canada Workforce Diversity: The Fresh Face of Employment in Canada Workforce diversity and you Why a diverse workforce is important Canadian employers are making significant strides in inclusive hiring and improving

More information

Workforce Management Plan 2013-2017

Workforce Management Plan 2013-2017 Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction

More information

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff

More information

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services Copyright statement All material is provided under a Creative Commons Attribution-NonCommercial-

More information

Supporting Women in Leadership

Supporting Women in Leadership June 2011 Supporting Women in Leadership Gender diversity at work Why be concerned with gender diversity in your workplace? Organizations that attract, retain, and advance women are: accessing talent from

More information

How to set gender diversity targets. Guidelines for setting and meeting targets to increase gender diversity in the workplace

How to set gender diversity targets. Guidelines for setting and meeting targets to increase gender diversity in the workplace How to set gender diversity targets Guidelines for setting and meeting targets to increase gender diversity in the workplace This guide was produced by the Workplace Gender Equality Agency in collaboration

More information

EQUALITY & DIVERSITY POLICY

EQUALITY & DIVERSITY POLICY EQUALITY & DIVERSITY POLICY 2013-2015 March 2013 Page 1 of 12 CONTENTS 1. Scope of Policy 2. Policy Summary 3. Policy Statements 4. Gender 5. Sexual Orientation 6. Disability 7. Religious Observance or

More information

Promote equality of opportunity, diversity and inclusion in your organisation

Promote equality of opportunity, diversity and inclusion in your organisation M&LB12 Overview Promote equality of opportunity, diversity and inclusion in your organisation What this Unit is about This Unit is about taking a lead in actively promoting equality of opportunity, diversity

More information

Leadership & People Management WSQ

Leadership & People Management WSQ Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity to

More information

WE HELP COMPANIES IDENTIFY, SELECT & DEVELOP EXCEPTIONAL LEADERS, MANAGERS & TEAMS

WE HELP COMPANIES IDENTIFY, SELECT & DEVELOP EXCEPTIONAL LEADERS, MANAGERS & TEAMS WE HELP COMPANIES IDENTIFY, SELECT & DEVELOP EXCEPTIONAL LEADERS, MANAGERS & TEAMS HR Solutions & Services www.ajyal-hr.com RECRUITMENT Talent is the single most important item on the minds of CEO s today.

More information

HEAD OF SALES AND MARKETING

HEAD OF SALES AND MARKETING HEAD OF SALES AND MARKETING Job details Reference number: GO-HOSM-2013 Job Title: Head of Sales and Marketing Supervisor: Managing Director Location: Kenya Job summary Reporting to the Managing Director,

More information

Room at the Top: Advancement and Equity for Women in the Business World

Room at the Top: Advancement and Equity for Women in the Business World Room at the Top: Advancement and Equity for Women in the Business World Donna Evans According to The Double-Bind Dilemma for Women in Leadership: Damned if You Do, Doomed if You Don't, a study released

More information

Supporting careers: mentoring or sponsorship? Perspective Paper

Supporting careers: mentoring or sponsorship? Perspective Paper Supporting careers: mentoring or sponsorship? Perspective Paper Introduction Mentoring has traditionally been understood to be the relationship between a more experienced mentor and a younger, less experienced

More information

10 minutes on... incenting cross sales

10 minutes on... incenting cross sales 10 minutes on... incenting cross sales October 2013 What you need to know about emerging reward topics essential to your business Brought to you by PwC Why is cross selling a popular topic in relation

More information

BUSINESS AND TALENT ALIGNMENT PEOPLE DECISIONS THAT DRIVE BUSINESS SUCCESS. Pearl Maphoshe

BUSINESS AND TALENT ALIGNMENT PEOPLE DECISIONS THAT DRIVE BUSINESS SUCCESS. Pearl Maphoshe BUSINESS AND TALENT ALIGNMENT PEOPLE DECISIONS THAT DRIVE BUSINESS SUCCESS Pearl Maphoshe BACKGROUND Activating business strategy through talent strategy Great people decisions and business success Sustainable

More information

HEAD OF TALENT AND RESOURCING JOB DESCRIPTION

HEAD OF TALENT AND RESOURCING JOB DESCRIPTION HEAD OF TALENT AND RESOURCING JOB DESCRIPTION Reporting to Location Staff reporting to this post Salary: - Head of SPOD in Organisational Effectiveness team under Deputy CEO - Oxford - 1 HR Executive and

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

2014 Gender and Race Benchmark Trends: Recruitment. Opportunity Now and Race for Opportunity

2014 Gender and Race Benchmark Trends: Recruitment. Opportunity Now and Race for Opportunity 2014 Gender and Race Benchmark Trends: Recruitment Opportunity Now and Race for Opportunity Key Findings Unconscious bias continues to play a role during all the stages of recruitment of BAME candidates,

More information

The nine dimensions of organizational performance are stronger for companies with three or more women in top management

The nine dimensions of organizational performance are stronger for companies with three or more women in top management The nine dimensions of organizational performance are stronger for companies with three or more women in top management +6 pts +1 pts +5 pts +3 pts +4 pts +3 pts +1 pts +1 pts +7 pts 1 High-performing

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

Identify your future leaders with Kallidus Talent

Identify your future leaders with Kallidus Talent Identify your future leaders with Kallidus Talent kallidus.com/ Future proof and develop your team and safeguard your organisation Kallidus Talent Talent and succession planning needn t be difficult. Kallidus

More information

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager Page 1 of 6 ROLE PROFILE & PERSON SPECIFICATION Organisational Development Manager 1. RESPONSIBLE TO: Associate Director of Learning & Organisational Development 2. RESPONSIBLE FOR : The Workforce Development

More information

Mallee District Aboriginal Services. Aboriginal and Torres Strait Islander Employment Strategy

Mallee District Aboriginal Services. Aboriginal and Torres Strait Islander Employment Strategy Mallee District Aboriginal Services Aboriginal and Torres Strait Islander Employment Strategy 2013-2016 Document Number: MDAS-PNC-POL-201.01 Generations of vibrant, healthy and strong Aboriginal communities

More information

Equal Pay Statement and Information 2015

Equal Pay Statement and Information 2015 Equal Pay Statement and Information 2015 Contents 1. Introduction... 2 2. Commitment... 4 3. Purpose... 8 4. Approach... 10 5. Equal Pay Information... 12 6. Occupational Segregation... 14 7. Equal Pay

More information

NATIONAL STANDARDS FOR DISABILITY SERVICES

NATIONAL STANDARDS FOR DISABILITY SERVICES NATIONAL STANDARDS FOR DISABILITY SERVICES Full version web accessible FOR MORE INFORMATION CONTACT - QualityAssurance@dss.gov.au NATIONAL STANDARDS FOR DISABILITY SERVICES Copyright statement All material

More information

Group Corporate Responsibility Policy

Group Corporate Responsibility Policy London Stock Exchange Group Group Corporate Responsibility Policy December 2015 WEB VERSION FOR EXTERNAL DISCLOSURE 1 Contents 1.0 Introduction 3 2.0 Objectives 3 3.0 Scope and application 3 4.0 Corporate

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

Equality, Diversity and Inclusion Strategy

Equality, Diversity and Inclusion Strategy Equality, Diversity and Inclusion Strategy 2014-19 V2 last reviewed February 2016 Message from our Board Equality, diversity and inclusion have always been at the heart of what we do at Notting Hill Housing

More information

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards...

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards... LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15

More information

CHIEF EXECUTIVE OFFICER JOB & PERSON SPECIFICATION MAY 2011

CHIEF EXECUTIVE OFFICER JOB & PERSON SPECIFICATION MAY 2011 CHIEF EXECUTIVE OFFICER JOB & PERSON SPECIFICATION MAY 2011 Chief Executive Officer Page 1 POSITION: REPORTS TO: EMPLOYMENT STATUS: CHIEF EXECUTIVE OFFICER MAYOR AND ELECTED COUNCIL FIXED TERM CONTRACT

More information

Equality & Diversity Policy

Equality & Diversity Policy Purpose: Author: Department: This document sets out the equality and diversity framework for Viridian Housing. Seema Jassi, Risk and E&D Manager Governance Date: May 2014 Review date: May 2015 CONTENTS

More information

ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020

ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020 ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020 1 2 3 4 Strategic Objective One Vision One Voice. One Team. One Sport. Our journey to 2020 will consolidate Touch Football

More information

THE IMPACT OF EMPLOYEE BEHAVIOUR ON ORGANIZATIONAL PERFORMANCE

THE IMPACT OF EMPLOYEE BEHAVIOUR ON ORGANIZATIONAL PERFORMANCE THE IMPACT OF EMPLOYEE BEHAVIOUR ON ORGANIZATIONAL PERFORMANCE September 2013-0 - Contents 1. Introduction 2. Business Strategy and its Execution 3. Organisational Culture - Employee Behaviour 4. The Challenges

More information

EQUAL PAY AUDIT FULL REPORT 2012

EQUAL PAY AUDIT FULL REPORT 2012 EQUAL PAY AUDIT FULL REPORT 2012 Note: all absolute numbers below 10 in this report have been masked

More information

OUR WORKPLACE DIVERSITY PROGRAM. Diversity is important to AFSA.

OUR WORKPLACE DIVERSITY PROGRAM. Diversity is important to AFSA. OUR WORKPLACE DIVERSITY PROGRAM Diversity is important to AFSA. 2014 2017 OUR WORKPLACE DIVERSITY PROGRAM PAGE 1 OF 9 What is diversity? The concept of diversity encompasses acceptance and respect. It

More information

Chris Bell. Customer Experience Coach. www.customerexperiences.co.nz

Chris Bell. Customer Experience Coach. www.customerexperiences.co.nz Chris Bell Customer Experience Coach Developing Your Unique Customer Experience Introduction As more and more business leaders start to understand what a customer experience strategy is all about and more

More information

! 1. Diversity and Inclusion Committee Key Findings - November 4, 2015 Community Engagement Forum

! 1. Diversity and Inclusion Committee Key Findings - November 4, 2015 Community Engagement Forum Diversity and Inclusion Committee Key Findings - November 4, 2015 Community Engagement Forum # Table Theme Table Question Cluster Titles 14 CLIMATE How do we foster an open and respectful discussion of

More information

The metrics that matter

The metrics that matter WHITE PAPER The metrics that matter How actionable analytics can transform field service management performance. www. Introduction The top strategic action for two-thirds of service organisations is to

More information

Fair Work Ombudsman Workplace Diversity & Inclusion Strategy 2013-2016

Fair Work Ombudsman Workplace Diversity & Inclusion Strategy 2013-2016 Fair Work Ombudsman Workplace Diversity & Inclusion Strategy 2013-2016 April 2013 Introduction The Australian Public Service (APS) is committed to supporting a culture of equity, inclusion and diversity

More information

Business Intelligence / Management Information Transformational Roadmap September 2014

Business Intelligence / Management Information Transformational Roadmap September 2014 Business Intelligence / Management Information Transformational Roadmap September 2014 1. Introduction The roadmap provides institutional leadership and direction for the support and development of building

More information

PAY AND REWARD. Think Business, Think Equality

PAY AND REWARD. Think Business, Think Equality PAY AND REWARD Think Business, Think Equality CONTENTS INTRODUCTION WHAT TO CONSIDER WHEN DECIDING HOW MUCH TO PAY STAFF DEVELOPING PAY SYSTEMS INTRODUCING A NON-DISCRIMINATORY PAY RATE SYSTEM INTRODUCING

More information

Labour Migration and Development. Setting a course for the future

Labour Migration and Development. Setting a course for the future Labour Migration and Development Setting a course for the future Decent work for migrant workers... Demographic trends, economic inequalities and the quest for decent work, combined with vulnerability

More information

Millennial Disruption

Millennial Disruption Millennial Disruption Inside 2 3 4 5 The Fundamentals of Work Have Changed Flexibility is a Priority for Millennials How to Prepare for the Millennial Management Team Fall-Winter Programs Disrupt the culture

More information

THE WAY FORWARD GUIDE TO IMPLEMENTING A DIVERSITY & INCLUSION STRATEGY

THE WAY FORWARD GUIDE TO IMPLEMENTING A DIVERSITY & INCLUSION STRATEGY 02 THE WAY FORWARD GUIDE TO IMPLEMENTING A DIVERSITY & INCLUSION STRATEGY Achieving the benefits of a diverse workforce requires a strategy that meshes with the organisation s overarching strategic objectives.

More information

POSITION DESCRIPTION KEY RESULT AREAS

POSITION DESCRIPTION KEY RESULT AREAS POSITION DESCRIPTION Position Title: Project Manager Date: January 2013 Department: Business Improvement team Position code: Sub department: Position level: D (Professional) Location: Sydney Geographic

More information

Zurich Insurance Group. Our people 2014

Zurich Insurance Group. Our people 2014 Zurich Insurance Group Our people 2014 Zurich Insurance Group 1 Our people 2014 We aim to create sustainable value for all our stakeholders, in line with our values as set out in Zurich Basics, our code

More information

Women s Leadership Development Survey

Women s Leadership Development Survey Europe survey report Women s Leadership Development Survey Most employers in Europe lack a strategy for developing women leaders, Mercer survey shows Despite efforts among organisations in Europe to achieve

More information

Change Management Practitioner Competencies

Change Management Practitioner Competencies 1 change-management-institute.com Change Management Institute 2008 Reviewed 2010, 2012 Change Management Practitioner Competencies The Change Management Practitioner competency model sets an independent

More information

Financial Services. Workforce Development Strategy. Issues Paper. Introduction. About the industry

Financial Services. Workforce Development Strategy. Issues Paper. Introduction. About the industry Financial Services Workforce Development Strategy Issues Paper Introduction Australia s Financial Services industry is large, diverse and growing. But it faces a range of challenges related to recent and

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

The Human Capital Management Systems Business Case A Checklist to assist agencies developing a business case

The Human Capital Management Systems Business Case A Checklist to assist agencies developing a business case The Human Capital Management Systems Business Case A Checklist to assist agencies developing a business case Final version for release Human Capital Management See more at psc.nsw.gov.au/hcm Index - Business

More information

Aboriginal and Torres Strait Islander Career Development and Employment Strategy

Aboriginal and Torres Strait Islander Career Development and Employment Strategy Aboriginal and Torres Strait Islander Career Development and Employment Strategy September 2006 Revised November 2011 Revised June 2013 Revised June 2015 University of Southern Queensland Aboriginal and

More information

Your guide to. Diversity & Inclusion

Your guide to. Diversity & Inclusion Your guide to Diversity & Inclusion So, just what is Diversity & Inclusion? Diversity is what makes us the individuals we are. That could be nationality, education, religion, sexual orientation, life experience,

More information

Lumesse Talent Management

Lumesse Talent Management Talent Management Solutions that Accelerate Business Performance We believe that talent management systems should be people centric. Our software supports (rather than replaces) your existing processes

More information

Prestige Staffing Personnel is locally owned and operated and has continuously provided

Prestige Staffing Personnel is locally owned and operated and has continuously provided Company profile The Complete HR package Prestige Staffing Personnel is locally owned and operated and has continuously provided the complete human resources package on a national level since 1998 including:

More information

Equality, Diversity and Inclusion Strategy: Delivery Action Plan and Impact Indicators

Equality, Diversity and Inclusion Strategy: Delivery Action Plan and Impact Indicators Department of Energy and Climate Change Equality, Diversity and Inclusion Strategy: Delivery Action Plan and Impact Indicators June 2012 June 2015 If you require further information on this document or

More information

Leicestershire Partnership Trust. Leadership Development Framework

Leicestershire Partnership Trust. Leadership Development Framework Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government

More information

BUSINESS DEVELOPMENT MANAGER

BUSINESS DEVELOPMENT MANAGER Job Description BUSINESS DEVELOPMENT MANAGER This job description provides an indicative outline of the purpose and accountabilities of the role. Specific performance requirements and expectations will

More information

Ten Elements for Creating a World-class Corporate Diversity and Inclusion Program

Ten Elements for Creating a World-class Corporate Diversity and Inclusion Program Ten Elements for Creating a World-class Corporate Diversity and Inclusion Program Michael C. Hyter, President & CEO Novations Group, Inc. Ten Elements for Creating a World-class Corporate Diversity and

More information

Master Level Competency Model

Master Level Competency Model Change Manager Master Level Competency Model The Change Manager Master competency model sets an independent industry benchmark for SENIOR level change management practitioners. The model was launched in

More information

Director of Human Resources

Director of Human Resources POSITION DESCRIPTON POSITION: Director of Human Resources STATUS: Contract 5 Years, commencing January 2014 TIME: LOCATION: VISION / CONTEXT: Part-time (0.8FTE averaged over the full year). Either full-time

More information

Strategic Workforce Plan 2012 2016

Strategic Workforce Plan 2012 2016 Strategic Workforce Plan 2012 2016 Executive Summary The Treasury Strategic Workforce Plan is a statement of intent for the next four years in relation to the department s people strategies. It is based

More information

Business Plan

Business Plan Business Plan 2014-2016 Excellence Community Self Much more than marks. Learning for life. COLLEGE MISSION Shenton College provides excellence in education for secondary students as part of the government

More information

CONTACT CENTRE MANAGER

CONTACT CENTRE MANAGER CONTACT CENTRE MANAGER Contact s Compass Our purpose is to help New Zealanders live more comfortably with energy. We are committed to delivering market leading performance to shareholders and value to

More information

Controlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President

Controlling Leadership Talent Risk: An Enterprise Imperative. By Seymour Adler, Senior Vice President and Amy Mills, Vice President Volume 1, Issue 1 November 2008 By Seymour Adler, Senior Vice President and Amy Mills, Vice President Leadership Shortage Imminent Grooming leaders is one of the most critical business needs in the modern

More information

DIVERSITY AND INCLUSION AT SHELL

DIVERSITY AND INCLUSION AT SHELL DIVERSITY AND INCLUSION AT SHELL Shell'S commitment to diversity and inclusion Diversity and Inclusion will create a stronger Shell for the future. I'm committed to broadening our diversity and deepening

More information