DEVELOPING A GENDER STRATEGY

ATTVET Training - Woreta, Ethiopia

ABSTRACTAdapted from the Australian Government, Workplace Gender Equality Agency, Gender strategy toolkit, Claudia Mitchell & Lisa StarrFeb 29-March 4, 2016

ROAD MAP FOR DEVELOPING STRATEGY – GENERAL CHARACTERISTICS

Phase TYPICAL CHARACTERISTICS

AVOIDINGGender equality issues are not even recognized

Structural and cultural barriers to female academic and career progression are unrecognized or denied.

Exclusive and/or discriminatory behaviour towards women accepted and/or normalized.

No measurement or reporting of gender representation or equality issues.

No-one accepts (or sees a need to allocate) accountability for gender equality /diversity

COMPLIANTGender equality effort compliance- driven only

Gender equality / diversity are seen as a compliance risk, not an imperative.

Any gender equality / diversity activity is limited to meeting compliance obligations.

Responsibility for compliance with gender legislation or regulation is owned by support functions.

Only data required to meet compliance obligations is gathered and is not exploited.

PROGRAMMATICGender programs are provided for ad hoc needs

Gender equality / diversity activity occurs only in response to issues that can’t be ignored.

Actions and initiatives are ad hoc, reactive and tactical rather than planned, proactive and strategic.

Gender initiatives are disconnected and fragmented, which limits synergies, efficiencies and impact.

Business priorities take precedence and displace gender equality action if/when necessary.

Failure of gender programs / initiatives to achieve progress or change undermines long-term support.

STRATEGICGender strategy and action plans implemented

A specific strategy/plan for addressing gender equality is identified and promoted by leaders

A gender strategy is developed which links to and supports academic objectives.

Gender strategy is used to guide effort, investment and specific initiatives and is regularly reviewed.

Action plans are developed and implemented to realize gender equality strategic objectives.

Governance and reporting mechanisms are in place to ensure leadership oversight.

Adapted from the Australian Government, Workplace Gender Equality Agency, Gender strategy toolkit,

INTEGRATEDGender equality is internalized in systems

Gender equality best practice is integrated into organizational and people policies and processes.

The business case for gender equality is understood and embraced at all organizational levels.

Commitment to, and investment in, gender equality progress is unaffected by organizational challenges.

Structural and cultural barriers to female career progression are actively challenged and addressed.

SUSTAINABLEGender equality is a business and cultural norm

Leaders hold themselves and their people publicly accountable for gender equality outcomes.

Leaders have the necessary capability, confidence and commitment to build gender inclusive culture(s).

The organization and its leaders are role models for gender equality / inclusion, and influence others.

Ongoing commitment to gender equality is unaffected by changes in leadership composition.

Gender equality is simply part of how business is done, and how people work together – always.

Adapted from the Australian Government, Workplace Gender Equality Agency, Gender strategy toolkit,

ROAD MAP FOR DEVELOPING STRATEGY – SPECIFIC CHARACTERISTICS

Phase TYPICAL CHARACTERISTICS

AVOIDINGGender equality issues are not even recognized

STRATEGY: No gender equality strategy and no recognition of a need for or benefit from one (because no case has been investigated or made).

LEADERSHIP ACCOUNTABILITY: No-one is accountable for gender equality and no-one sees a need for such accountability.

MEASURMEENT & REPORTING: No data-gathering or reporting related to gender equality or diversity occurs because no value is attached to these.

POLICIES & PROCESSES: Gender inequalities arising from lack of policies / processes or the design and operation of existing ones are unrecognized.

GENDER COMPOSITION: The organization and its leaders / managers are ‘blind’ to the gender composition of teams, levels and the overall workforce.

TALENT PIPELINE: The organization and its leaders are unable and/or unwilling to recognize the playing field is not level for women.

GENDER INCLUSIVE CULTURE: Gender-specific barriers are unrecognized and unaddressed; there is no awareness of a need to shift culture

COMPLIANTGender equality effort compliance- driven only

STRATEGY: The value of a gender strategy and supporting case is not recognized because they are not required to be compliant

LEADERSHIP ACCOUNTABILITY: Support functions such as human resources are seen as accountable for ensuring compliance with relevant legislation.

MEASURMEENT & REPORTING: Gender data-gatheringand reporting only to meet compliance obligations; ownership rests with one or more support functions.

POLICIES & PROCESSES: Policies and processes (or elements) relating to gender equality only exist where they are required by law or regulation.

GENDER COMPOSITION: The gender composition of the workforce and segments within it are only monitored and reported to the extent required by law.

TALENT PIPELINE: Recruitment / talent processes are compliance-driven; the value of enabling / empowering female talent remains unrealized.

GENDER INCLUSIVE CULTURE: Cultural norms, attitudes and behaviours regarding gender equality are defined only by anti-discrimination / equal employment opportunity legislation.

Adapted from the Australian Government, Workplace Gender Equality Agency, Gender strategy toolkit,

PROGRAMMATICGender programs are provided for ad hoc needs

STRATEGY: A rationale may be prepared for discrete initiatives or programs but no overall gender strategy links them together.

LEADERSHIP ACCOUNTABILITY: Individual managers or leaders take, or are given, accountability for discrete gender equality projects or initiatives.

MEASURMEENT & REPORTING: Gender data-gathering and reporting is limited to specific issues and needs when they arise; no defined leadership oversight

POLICIES & PROCESSES: Some policies and processes relating to gender equality may have been developed but only on an ‘as needed’ basis.

GENDER COMPOSITION: Selective monitoring of gender for high-need or high-profile groups / segments; data utilization is reactive and tactical.

TALENT PIPELINE: Investment in female talent focuses on developing capabilities necessary to survive / succeed in a male-centric workplace.

GENDER INCLUSIVE CULTURE: Disconnected initiatives attempt to influence gender-related aspects of culture and behaviour but they lack impact.

STRATEGICGender strategy and action plans implemented

STRATEGY: The value of a gender strategy based on a credible business case has been recognized and developed.

LEADERSHIP ACCOUNTABILITY: Senior leadership team recognizes the need for gender equality action and actively communicates its role in driving progress against clear metrics.

MEASURMEENT & REPORTING: Proactive data-gatheringand reporting informsgender strategy design and implementation, of which there is oversight.

POLICIES & PROCESSES: Specific gender equality policies and processes are introduced proactively to support gender strategy and objectives.

GENDER COMPOSITION: Team and overall workforce gender composition is monitored as are business and people process outcomes by gender.

TALENT PIPELINE: Female talent investment is linked to gender strategy, and leverages the different capabilities of both women and men

GENDER INCLUSIVE CULTURE: Gender equality and the supporting values and behaviours form part of a defined and communicated aspirational culture

Adapted from the Australian Government, Workplace Gender Equality Agency, Gender strategy toolkit,

INTEGRATEDGender equality is internalized in systems

STRATEGY: A fully transparent gender strategy is used to guideall future gender equality investment and activity, and assess outcomes

LEADERSHIP ACCOUNTABILITY: Formal accountability for gender equality progress and outcomes has been defined and cascaded through all management levels.

MEASURMEENT & REPORTING: Gender equality / diversity metrics form part of routine management information which informs leadership action planning.

POLICIES & PROCESSES: Policies and processes impacting gender equality are reviewed and refined holistically to ensure coherence and synergy.

GENDER COMPOSITION: Organization-wide gender balance is a business objective which is supported by proactive monitoring and action-plan

TALENT PIPELINE: Talent definition / identification, leadership capability models, and access to development are gender-equitable and bias-free.

GENDER INCLUSIVE CULTURE: Desired cultural norms, values and behaviours are actively influenced by integration into leadership and capability models.

SUSTAINABLEGender equality is a business and cultural norm

STRATEGY: Gender equality strategic objectives (if required) are embedded into business strategy, workplace culture and behaviours.

LEADERSHIP ACCOUNTABILITY: Maintaining gender equality is seen as everyone’s responsibility but leaders and managers are routinely accountable, evaluated and rewarded.

MEASURMEENT & REPORTING: Key business and people performance metrics are analyzed and reported by gender as standard practice and implications routinely assessed.

POLICIES & PROCESSES: Gender equality objectives are fully embedded within business and people policies and processes rather than ‘standing alone’.

GENDER COMPOSITION: All business and people decisions reflect the ongoing objective of sustained workplace gender balance and equality.

TALENT PIPELINE: Access to development is gender- equitable for employees at all levels; talent is fully leveraged, irrespective of gender.

GENDER INCLUSIVE CULTURE: A gender equitable and inclusive culture is intuitive to all employees and defines how all business and work is conducted.

Adapted from the Australian Government, Workplace Gender Equality Agency, Gender strategy toolkit,

Once you have reviewed the scoring methodology, apply it to your own organization, using the template:

Transfer your individual scores for each focus area on the template by placing a tick in the relevant box.

Calculate the sub-totals (i.e. according to how many ticks there are for each column/roadmap phase).

Add the subtotals together then divide this figure by 7(the number of focus and result areas). Round this figure up (.5 or more) or down (less than .5) to produce a whole number. This number represents the overall indicative roadmap phase for the organization. Maximum score

(35)

Adapted from the Australian Government, Workplace Gender Equality Agency, Gender strategy toolkit,

GENDER EQUALITY ROAD PHASEKEY FOCUS AREA

AVOIDING0 points

COMPLIANT1 point

PROGRAMMATIC2 points

STRATEGIC3 points

INTEGRATED4 points

SUSTAINABLE5 points

Stakeholder engagement

Leadership accountability

Measurement and reporting

Policies and processes

Gender composition

Talent pipeline

Gender inclusive culture

Points sub-total

Total score

Overall indicative road map phase

Gender Clubs Planning Worksheet

OBJECTIVE

CONTEXT(for your ATVET)

a)Organization specific gender equality

b)Linkage to strategy

c) Supporting data (quantitative and qualitative)

d)Assessment of current state

e)Statement of vision/values (if applicable)

KEY FOCUS AREA

a)objective(s)

b)action/response

c) success factors/enablers

d)risks/barriers

e)outcomes / benefits

f) measurement of impact/progress

TIMEFRAME

sequencing of actions for each objective (over next 2-3 years)

ONE-PAGE STRATEGY SUMMARY:

(for easy, effective communication)

Adapted from the Australian Government, Workplace Gender Equality Agency, Gender strategy toolkit,

Adapted from the Australian Government, Workplace Gender Equality Agency, Gender strategy toolkit,