Advancing gender equity at work
Despite significant efforts and progress, gender equity remains a pressing issue.
The statistics speak volumes: there is still a 21.7% gender pay gap, only 22% of CEOs in Australia are women, and a mere 7% of management roles are part-time, even though 30% of women working choose or need to work part-time (WGEA). We’ve made progress but there is still a long way to go.
Attending some recent DEI events really brought this home. The AICD Women’s Lunch with Christine Holgate and a DEI panel hosted by Danielle Rainey with Holly McGhee, Jude Batrac, and Annie Vaughan provided a wealth of insights on how we can continue to address DEI, applicable to progressing more equitable outcomes for women. There were a number of common themes and insights that were discussed by these incredible women. I have summarised three that resonated with me and aligned to my experience of working in DEI at PwC below.
Three ways to promote change in the workplace
1. Courageous and inclusive leadership
Christine Holgate emphasised that true courage in leadership surfaces during challenging times, not just during success. She shared her experiences, highlighting the importance of role modeling, standing firm during crises, and making tough decisions.
Christine also pointed out that inclusive leadership is not just about hiring diverse teams but also providing a platform for them to shine. This involves listening, acting with kindness, and fostering open communication.
Inclusive leadership throughout the organisation is crucial; leaders set the tone. As a leader, if you create an environment of safety, equity, and respect, it will permeate all the way through the organisation. EY outlines some research-backed ways of being an inclusive leader here.
More than ever, managers also need the skills and workplace infrastructure to support their teams effectively. Each of us can start by understanding and addressing our own biases.
2. Empowering women in the workplace
To close the gender gap, we need to empower women through supportive policies and opportunities:
Both Christine Holgate and the Bluefin panel highlighted the need to modernise policies such as parental leave, flexible work, pay, and anti-discrimination and anti-harassment policies, recognising the unique challenges that women face, such as balancing work and family responsibilities.
EY’s introduction of a global forum for Women in Tech and their Inclusive Leadership Framework are excellent examples of initiatives and development programs designed to support gender equity.
There are many other approaches which need to be tailored to suit each organisation, including sponsorship and mentoring programs to help women build greater networks, gain career advice, find advocates for their advancement, or structured career re-entry programs.
3. Leveraging data and debating quotas
Data plays a crucial role in driving gender equity. Accurate data helps organisations set realistic targets and measure progress. It’s been my experience in DEI that when introducing a new program or highlighting an inequity, data drove the investment decision. Equally, when providing insights into trends, or celebrating positive momentum, data is just important.
The Bluefin panel discussed how quotas and targets, though often debated, can be effective when supported by robust structures and policies.
For some practical inspiration, EY's Belonging Barometer utilises data to provide actionable insights and track progress over time, promoting inclusive practices such as involving the whole team in important decisions and acknowledging individual contributions, which can significantly enhance a sense of belonging.
Moreover, data shows that companies with higher gender diversity are 21% more likely to experience above-average profitability (McKinsey). Inclusive teams make better business decisions up to 87% of the time (Forbes). These statistics underline the business case for gender equity and the importance of setting measurable goals to achieve it.
To summarise…
By focusing on courageous and inclusive leadership, empowering women in the workforce, and leveraging data to drive change, we can make significant strides toward greater gender equity. Sharing experiences and discussing how to progress change is crucial. Executive leaders like Christine Holgate and organisations like EY and Coca-Cola are leading the way, but there is still much work to be done, including (in my opinion) a rebrand of women’s events to help ensure that these wonderful discussions aren’t just heard by women accompanied by a handful of men.
To create more inclusive and equitable workplaces, we must continue to listen, learn, and act. By doing so, we can overcome resistance, support diverse talent, and ensure that everyone has the opportunity to succeed.
