“Of our 2,500 employees who hold fire and emergency roles, only 26 percent are women. The number of leadership roles held by women is just 19 percent. Participation in roles is skewed, with heavy biases in traditionally feminine and masculine roles. Women are more likely to perform non field-based roles, whereas men are more likely to undertake action-oriented operational roles. We are committing to 50 percent of fire and emergency roles and leadership roles being held by women.”
Source: Victoria. Department of Environment, Land, Water and Planning (2016) and available from this link (open access).
“Canadian public safety personnel (PSP; e.g., correctional workers, dispatchers, firefighters, paramedics, police officers) are exposed to potentially traumatic events as a function of their work. Such exposures contribute to the risk of developing clinically significant symptoms related to mental disorders. The current study was designed to provide estimates of mental disorder symptom frequencies and severities for Canadian PSP.”
Source: Carleton, R. N. et al. (2017). The Canadian Journal of Psychiatry, and available from this link (open access).
“The 2013 and 2015 OECD Gender Recommendations provide guidance on how to advance gender equality in education, employment, entrepreneurship and public life; this book discusses recent developments in these areas in one overview chapter and 24 short chapters which each include key findings and policy recommendations.”
Source: OECD Publishing (2017) and available from this link (open access).
“One of the most common ways that companies attempt to address organizational diversity is through formal training. Yet research on the effectiveness of such programs has yielded mixed results: Some studies show that diversity training is effective, others show it’s ineffective, and still others show that it may actually lead to backlash. This has led to pessimism regarding diversity training, with some claiming it simply doesn’t work.”
Source: Lindsey, A., King, E., Membere, A., & Ho Kwan, C. (2017). Harvard Business Review Digital Articles and available from this link (open access with personal registration)
“Gender representation is essential to quality outcomes in police services. Currently, the Queensland Police Service (QPS) contains 26% women, compared to the 50.4% of women in the Queensland population. Our research supports the QPS goal of achieving a gender representative police service by highlighting gendered barriers and facilitators from the point of career consideration through the stages of the police application process. Findings outlined in this paper aim to improve the QPS application process to enhance future representation and the quality of the police service.”
Source: Spence, J., Putt, C., Chan, L., Barrett, J., Bennett, S., & Newman, M. (2017). Police Science: Australian and New Zealand Journal of Evidence-Based Policing, and available from this link (open access).
“What makes a great place to work ? Is it your colleagues, your boss, the physical space or is it the perks like good coffee, pinball machines, a gym or free lunch? Great Place to Work, Australia conducts an annual survey asking over 150 firms what they offer and 65 thousand employees what they really think about their workplace. The result is an impressive list of quirky, original, creative and low costs ways companies can attract, engage and retain the best staff.”
Source: ABC Radio National Best Practice (podcast 15:12 mins) and available from this link (open access).
Manly at dusk/Flickr
“This study assessed whether women and minorities are discriminated against in the early stages of the recruitment process for senior positions in the Australian Public Service (APS). It also tested the impact of implementing a ‘blind’ or de-identified approach to reviewing candidates. Over 2,100 public servants from 15 agencies participated in the trial. Overall, the results indicate the need for caution when moving towards ’blind’ recruitment processes in the APS, as de-identification may frustrate efforts aimed at promoting diversity.”
Source: Behavioural Economics Team of the Australian Government (BETA) and available from this link (open access).
“Similarly to changes in the social work environment, the police force is faced with the request of its police officers to improve the combination of work and family life. This is accompanied by the request to take a family break or the request to work part-time. This study analyses the question of whether the existing frameworks are useful to the police of Baden-Württemberg in Germany to successfully implement part-time leadership positions.”
Source: Jablonowski, L. & Schiek, S. (2017). European Police Science and Research Bulletin and available from this link (open access to complete issue).
“In light of recent calls to increase the diversity of America’s police, the purpose of this paper is to examine the impact of agency and leadership diversification on officer job satisfaction and reported perceptions of fairness within the organization, factors known to influence retention and performance.”
Source: Alderden, M., Farrell, A., & McCarty, W. P. (2017). Policing: An International Journal of Police Strategies & Management, and available from this link (subscription journal).
Manly at dusk/Flickr
“Organisational strategies to achieve gender diversity have tended to focus on ‘bottom-up’ approaches such as mentoring or leadership training. We investigate an alternative ‘top-down’ approach: the trickle-down effect. We integrate theories from the psychology and management literatures to hypothesise a positive relationship between female representation at two levels. Data from 20 departments in an Australian public service were collected for the period 2002–2012.”
Source: Gould, J. A., Kulik, C. T., & Sardeshmukh, S. R. (2017). Asia Pacific Journal of Human Resources and available from this link (subscription journal).