Coral tree flower
“We have revisited the Leading for Change exercise for a number of reasons. Since Australia does not yet officially collect comprehensive data on cultural diversity within organisations and institutions, independent research is crucial to ensuring we know the state of play. We also believe it is important to highlight what leaders and organisations are doing to support cultural diversity and inclusion. We hope this report challenges readers to think deeply about cultural diversity. Ultimately, we hope it will be used by leaders and organisations as a blueprint for action – because our national success and prosperity depends on us getting the most from our multicultural talents.”
Source: Soutphommasane, T., Whitwell, G., Jordan, K., & Ivanov, P. (2018). Australian Human Rights Commission and available from this link (open access).
“In this episode, we share some of your best and worst advice, and we question a few classic pieces of advice women get (and give) on asking for more money, achieving more by doing less, and not burning out. We talk with Duke University management professor Ashleigh Shelby Rosette about negotiating, Thrive Global CEO Arianna Huffington about sleep, Levo Chief Leadership Officer Tiffany Dufu about dropping the ball, and New Yorker writer Susan Orlean about confidence. We also brought in HBR senior editor Alison Beard to help Amy answer a few of your questions about work.” One podast of a six-episode series.
Available from the Harvard Business Review via this link (open access, with personal registration)
Manly baths sculpture/M.Hardy
“While many prior attempts to address bias against women at work aim to either change the skillsets of women or to train women to navigate hostile workplaces, we believe that actively creating gender inclusive environments from the top-down, instead of training women and men to simply avoid or cope with bias, will directly and positively impact gender equality in organizations.”
Source: Sawyer, K., & Valerio, A. M. (2018). Organizational Dynamics and available from this link (open access).
“While the promotion of women in policing has long been on the international agenda, in the Australian context a significant increase in attention to women in policing has occurred in recent years, framed largely in terms of the business benefits commonly associated with organisational diversity. Notably, major independent reviews of organisational culture and sex discrimination have been commissioned by Victoria Police, the Australian Federal Police (AFP) and South Australia Police, and a number of jurisdictions have announced 50/50 male-female recruitment targets.”
McLeod, A. (2018). AIPM Research Focus and available from this link (open access).
“Reforms of human resource management practices were regarded as a key policy tool in the drive to make fire brigades more representative of, and responsive to, the communities that they serve. HRM reform was largely undertaken through the introduction of the Integrated Personal Development System, which sought to reduce the ambiguity around the roles of all fire service staff at every stage in their professional development, from entry to retirement. Crucially, the IPDS was introduced to ensure career progression was linked to ability rather than rank and hierarchical position.”
Source: Murphy P., Greenhalgh K. (eds.). Fire and Rescue Services: Leadership and Management Perspectives. More about the ebook see this link. Chapter available on request for AIPM staff and students.
“We argue that the popularity of unconscious bias training invites agencies to view this practice as a ‘silver bullet’ to achieve gender equity, but that its effectiveness is likely to be limited unless accompanied by sustained interventions to address discrimination. Further, the impacts of unconscious bias training need to be rigorously evaluated to assess whether government resources are being effectively utilised. Consistent with international research, such an evaluation may reveal that unconscious bias training has unintended negative consequences, but that the training can be improved to reduce these consequences.”
Source: Williamson, S. and Foley, M. (2018). Australian Journal of Public Administration, and available from this link (subscription journal).
“It’s a target because we don’t want to impose a quota, so that any woman appointed to such a position believes that she is only there because we had to fill a quota. A target means that people think consciously about who they’re appointing or the group of people they’re interviewing for a particular position, and its addressing that unconscious bias. You can address conscious bias, because you can see it, you can hear it, you can feel it, you can smell it.”
Source: Bishop, J. (2018). The Mandarin and available from this link (open access).
“Thursday 8 March 2018 is International Women’s Day. This year’s theme, Press for Progress, is an opportunity to reflect on progress to date and priorities for the future. Here are some key facts about women and work in Australia.”
Source: Workplace Gender Equality Agency and available from this link (open access).
Manly early morning surf boat/M. Hardy
“The recently published 2016-17 State of the Service Report reveals that the APS is well positioned to embrace the changes and challenges of the future of work. Some significant changes are on the horizon, while others are already here. To respond to these changes and challenges, the APS is ensuring that people with the right skills are employed in the right way, in the right job at the right time. We are a diverse workforce and working towards levels of representation that mirror broader Australian society. We engage in innovative and collaborative activities and are seeking to better manage the performance of our people. Many of us have taken up flexible working arrangements.”
Source: Australian Public Service Commission and available from this link (open access).
“The purpose of this paper is to examine Australian efforts to promote gender equality in policing, suggesting that future police leaders will be confronted with the challenge of ensuring that their organisations are not only demographically diverse, but more importantly, that they are inclusive.”
Source: McLeod, A., & Herrington, V. (2017). International Journal of Emergency Services and available from this link (subscription journal).