Workplace Equalityand Respect€¦ · Patty Kinnersly, Scott Holmes, Teresa Dowd, Nicola Harte, Kylie Smith and Monique Keel, with evaluation support and guidance from Loksee Leung

Prepared by Our Watch 2019

EqualityWorkplace

Respectand

Workplace Self-Assessment

Tool

This work was funded by the Victorian Government as part of the Workplace Equality and Respect Project led by Our Watch.

The project was led by Joanna Brislane, with contributions from Michelle Hunt, Patty Kinnersly, Scott Holmes, Teresa Dowd, Nicola Harte, Kylie Smith and Monique Keel, with evaluation support and guidance from Loksee Leung and Sarah Kearney.

Acknowledgement of Country: Our Watch acknowledges the traditional owners of the land across Australia on which we work and live. We pay our respects to Aboriginal and Torres Strait Islander people.

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Workplace Self-Assessment Facilitation Guide

This guide provides information for the facilitator on how to prepare for and conduct a workplace self-assessment with a small group of staff.

Participant Worksheet

The participant worksheet is the document that each participant will complete as part of the self-assessment.

Workplace Equality and Respect Standards | Self-Assessment Tool

Facilitation Guide

Your workplace has a vital role to play in creating an Australia free of violence against women.

Every policy, practice, action and attitude in the workplace has the potential to reinforce or challenge existing gender inequalities.

Workplaces can use the Workplace Equality and Respect Standards to measure progress towards shared power, resources and decision making between men and women in the workplace, and in society.

The Workplace Equality and Respect Standards assist workplaces to: • identify outcomes to promote gender equality• consider strategies to make change• highlight opportunities for improvement.

Workplace Equality and Respect | Self-Assessment Tool

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The Workplace Self-Assessment Tool will support you to reflect on the leadership, strategy, and norms and practices of your workplace to determine your progress towards meeting the five Workplace Equality and Respect Standards.

It will help you to determine a starting point for your gender equality work and identify the best places to concentrate your efforts. It will focus your planning on areas most likely to yield the results you need to create an organisation that promotes gender equality and actively contributes to preventing violence against women.

This guide provides information for the facilitator on how to prepare for, and conduct, a workplace self-assessment with a small group of staff.


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Core

For more details, see the Workplace Equality and Respect Implementation Guide and the Workplace Equality and Respect Standards.


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The Self-Assessment Process: Preparation

• Before completing this self-assessment, it is important that you have secured leadership commitment to this process. You will also need to make sure that appropriate systems are in place to respond appropriately to disclosures of violence from staff. This includes; training for staff in how to respond in a safe and supportive manner when someone discloses their experience of violence, having documented referral pathways to violence support services, and having appropriate workplace policies to support staff.

• You will need to select someone to facilitate the discussion and schedule four hours for the discussion. The self-assessment might need to occur over two sessions if four hours is difficult to schedule. this person should be familiar with the gender data that you have collated.The facilitator might be someone within your organisation or you may like to engage someone with expertise in the field of prevention of violence against women or the promotion of gender equality. The facilitator will help your group stick to time, provide additional information and steer you through tricky discussions.

• It is good to complete the self-assessment as a small group. Engaging staff from different parts and levels of the organisation will help make sure you capture a range of experiences to better understand the factors that may enable or impede change in your organisation.


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Before the session collate your workforce equality and respect data related to the eight Workplace Equality and Respect Gender Equality (Key Progress) Indicators:

o ratio of men and women, overall and by teams

o ratio of men and women in leadership/management positions by department and level

o ratio of male and female new hires and promotions by department and level

o average salary gap between female and male staff members across the workplace and bydepartment

o comparison of male and female staff and managers who use flexible work arrangements.Do not include TIL/TOIL as this is used almost universally in some workplaces.

o comparison of male and female staff and who use and return from parental leave withcontinued employment for 12 months

o changes in staff perception of workplace culture as measures by annual staff survey

o reported incidence of sex-based discrimination and harassment.

You may also have other data that is useful to bring to the discussion including WGEA data, staff survey data, and organisational plans and policies related to gender equality and respect.



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On the day you will need:

• a minimum of four hours dedicated to the self-assessment process.

• someone to take notes during group discussion in the ‘What we have done?/How we canimprove?' boxes. You might also wish to note down during the discussion what additionalinformation you still need to develop your action plan and whose voice is missing.

• copies of the ‘self-assessment worksheet’ for each person in the group (print pages 26-36for each participant). You may wish to share this worksheet with them in advance.

• an enlarged ‘group self-assessment score sheet’ on display in the room. This can be doneon large sheets of paper or a white-board (see page 24).

• Information on the link between gender inequality and violence against women to refer ifquestions are asked.

Leading the Self-Assessment Process: Introducing the session


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It is useful to schedule 10-15 minutes to introduce the process and talk through some of the key ideas behind Workplace Equality and Respect. Feel free to use images and wording from the Workplace Equality and Respect website and documents to assist you. Points to cover in the introduction include:

• An overview of why your workplace is engaged in this process

• Information on whom to talk to if the discussion brings up issues for participants related toviolence they or someone they know may have experienced. It is always advisable to provide the1800 RESPECT (national sexual assault and domestic violence service) phone number wheneverpresenting on or discussing violence against women.

• Encouragement to the group for the conversation to be open and frank but noting that it is notappropriate to disclose stories about other people that is identifying or stories about violencethat may caused distress.

• An overview of the Workplace Equality and Respect Standards highlighting that workplaceprevention of violence against women is primarily about promoting equality and respect but alsohas a response/support component.

• Why equality and respect work is important in the workplace and what gender inequality lookslike in the workplace (run through an example related to each of the four drivers).

• What the group will have at the end of the process: 'What we are doing well, potential actionareas and where we might improve, things we might need more information on and whose voicewas missing from the discussion'.


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Leading the Self-Assessment Process: Step by step instructions

1. If not already sent out in advance, distribute a copy of the self-assessment worksheet to everyonepresent. Explain that this is where each person will mark their agreement with a statement for fivekey outcomes on a scale of 1 (not true) to 4 (definitely true). Make sure the group knows that if theyare unsure they can choose not to mark an answer and that there is no right or wrong answer.

2. Explain that individual scores will be compared and discussed as group to stimulate discussion aboutwhat has already been achieved in theƛǊ ǿƻǊƪǇƭŀŎŜ and ways that improvements can be made. Pointout that there is space to make notes about their thoughts in the scoring matrix (‘What have wedone?/How can we improve?’). Explain that the numbers are a guide only and people can changetheir minds over the course of the discussion.

3. Put an enlarged copy of the self-assessment score sheet on display and explain that a group score willbe calculated to highlight areas where improvement is needed.

4. Go through the Standards one at a time. Read each Standard and make sure everyone is clear aboutwhat it means. Cover off on any important definitions (see the useful definitions and terms on pages21-23) and share some examples of what achieving this Standard might look like in your workplace.For more information you can refer to the criteria listed in the Workplace Equality and RespectStandards.

5. Read out the statement next to each area (leadership, strategy, and norms and practices) and giveeveryone a minute to mark their individual score. Remind them that it’s okay not to score if they’reunsure – the purpose of the tool is to generate discussion. Ask them to think about why they madetheir choice.

Leading the Self-Assessment Process: Step by step instructions


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6. Once everyone has scored each statement ask them to share the scores they have given and why.Lead a group discussion by asking individuals or the group questions like:• How did you decide on your score?• What’s an example of your work in this area?• What evidence do you have to show progress in this area?• What are some of the ways this workplace could improve?• Do you think other staff would agree with this score? (If your organisation has conducted a

relevant staff survey, you may wish to bring the results of that survey into the discussion.)

7. At the end of the discussion make sure everyone feels happy with the initial score they gave. Markthese scores on the ‘group self-assessment score sheet’ and calculate an average total for the groupbefore moving on to the next Standard.

8. Encourage the group to make notes in the ‘What have we done? How can we improve?' boxes asthis discussion goes on and ensure the designated note taker is also doing so. Before you finishdiscuss next steps so that the momentum for change is not lost.

9. When you complete the self-assessment, review the score sheet and calculate totals. Note whichstandards and areas need the most improvement and record this in the summary section(see page 25.)

10. Discuss the outcomes with the group and agree on immediate next steps. These might includedeciding how the findings will be communicated to others, setting a meeting to develop an actionplan based on what has been highlighted by the self-assessment, or undertaking furtherinvestigation to better understand key issues or areas for improvement.

Leading the Self-Assessment Process: Step by step instruction


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Calculate the total score and divide by no of people:Total = 17.517.5 / 7 People

Our score = 2.5

HOW TO CALCULATE YOUR GROUP SCORE:

Write down individual scores:

Me -3Hannah - 3Ali - 4Fatima - 2Eleni - 2.5Raj - 1Scott - 3

11. Once you have a sense of where you are, and where you’d like to be, it will be easier to createa 12 month action plan that sets out exactly how your organisation is going to achieve each objective, the time-frame for completion and who will be responsible. Engage a wider group of staff in planning for these goals to ensure buy-in from across your organisation.

Don’t feel like you need to achieve all of the actions straight away. If you have limited time and resources, it’s okay to prioritise some actions over others – the important thing is to start somewhere.

Leading the Self-Assessment Process: Step by step

INDIVIDUAL SCORE CARDS WILL LOOK SOMETHING LIKE THIS WHEN COMPLETE:

INDIVIDUAL SCORE SHEETS WILL LOOK SOMETHING LIKE THIS:


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Standard 1 2 3 4 5 TOTAL

LEADERSHIP 2 3 2 3 4 14

STRATEGY 3 2.5 2 2.5 4 14.5

NORMS & PRACTICES 3 2 2 2 3 12

TOTAL 8.5 7.5 6 7.5 11

What have we done? How can we improve?

LEADERSHIP Our leaders consistently demonstrate commitment to preventing violence against women.

- Working group establishedto lead work- Gender equality strategyin development- Budget allocated forupcoming FY to supportwork

- Need Board endorsementof gender equality strategy- Plan internalcommunications to ensureleadership commitment isvisible to all staff

My score 3 Our score 2.5


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Standard Summary Priority Actions and Areas Next Steps

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- No one knows about organisational commitment statement – can itgo on website? intranet? in induction?- Need to learn more re. gender equality and policies – don’t know ifwe have reviewed all the appropriate ones

- Most need forimprovement:Standard 2, 3 & 4- Strength inStandard 5 & 6:review what wehave done here tosupport progress inother areas- Norms andpractices is akey area forimprovement

- Summarise ‘Whathave we done?’ sothis work can behighlighted- Hold meeting todevelop action planbased on highlight-ed areas – use ‘Howcan we improve?’notes as basis forplan- Consider staffsurvey to learn more about org culture re. gender equality

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- Staff who raise issue have sometimes been ‘shut down’- No mechanism for hearing about how gender impacts on staffopportunities and experiences- Never considered what leadership models are most applauded here –need to research this to understand better

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- We’ve never done an equal pay audit – many women in middlemanagement but not top levels- Few male leaders role modelling use of flexible work options- PD opportunities for women but not once they’re leaders

4- Family violence leave clause added last month – not sure thateveryone is aware of their entitlements- Make sure team leaders are across response procedures

5 - CEO makes strong public statements about our commitment- We don’t think about equal representation in public forum

Leading the Self-Assessment Process: Step by step

THE SUMMARY OF THE GROUP DISCUSSION WILL LOOK SOMETHING LIKE THIS WHEN COMPLETE:

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Elements Examples of Actions


• Leaders are well informed about violence against women and its drivers as well astheir legal obligations in relation to gender equality.

• We have a leadership statement about our commitment to preventing violenceagainst women and it notes gender inequality as a driver.

STRATEGY We promote gender equality in our strategies, policies and procedures.

• Gender equality and the prevention of violence against women are included in ourstrategic plan.

• Policies have been deliberately reviewed to make sure they promote equality.

We have dedicated resources and budget to actively address gender inequality and the drivers of violence against women within our workplace.

• There is budget and staff time allocated to violence prevention.• A working group has been set up to progress violence prevention actions and

initiatives.

NORMS & PRACTICES We hold staff accountable for consistently promoting gender equality in all communications, organisational plans and activities.

• There is consistent communication that deliberately promotes gender equality.• Actions to promote gender equality and the prevention of violence against women

are included in work plans and performance appraisals (e.g. targets and quotas,processes to avoid bias, active support to use flexible work options etc.)


Examples of ActionsThese examples will be useful for facilitators when introducing and discussing each Standard. For more detailed information you can review the criteria in the Workplace Equality and Respect Standards.

STANDARD 1: COMMITMENT - We are committed to preventing violence against women and we have structures, strategies and policies that explicitly promote gender equality.

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LEADERSHIP We have structural support for women’s leadership, including the provision of leadership opportunities for part-time staff; and male and female leaders model the use of flexible work options.

• Women’s leadership is recognised and applauded.• Leadership roles are not offered exclusively on a full time basis. Part-time/job share is an option and/

or it is made clear to candidates that flexible working arrangements can be negotiated.• Male and female leaders use flexible work options and support other staff who use them.• The number of men and women in different departments/ teams and roles has been mapped and

strategies have been considered to make sure roles and tasks are not gender biased.

STRATEGY We implement deliberate strategies to recruit, train, mentor and retain women in leadership roles.

• Gender equality is tracked across teams/departments and efforts are made to achieve equality (i.e.targets, quotas and support initiatives for women in leadership, deliberate efforts to bring moremen/women into departments and roles that are female/male dominated).

We make efforts to reduce the gender pay gap and all staff have access to flexible work options and parental leave.

• Audits are undertaken to compare gender differences in pay, tenure, length of contracts etc.• Flexible work arrangements and access to parental leave are secured in policy/enterprise

agreements.

NORMS & PRACTICES

Our workplace culture and communication promotes and supports flexible work and parental leave for both men and women.

• There is proactive promotion and encouragement of flexible/parental leave options, particularlyfor male staff. Staff are not penalised in terms of promotion and opportunity if they take leave/useflexible work options.

We have transparent practices to help uphold commitments to gender equality in recruitment, professional development and career progression.

• Managers and HR staff are trained in unconscious bias and how it can impact on recruitment andpromotion.

• Transparent recruitment processes include deliberate actions to eliminate bias.• Gender equality is considered in the allocation of professional development opportunities.


Examples of ActionsSTANDARD 2: CONDITIONS - We embed gender equality in recruitment, remuneration and promotion processes, and men and women utilise flexible work options, without penalty.

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LEADERSHIP Our leaders challenge gender stereotypes, discrimination and attitudes that support male superiority, and think critically about the styles of leadership that are valued in our workplace.

• Leaders have the information, training and space they need to think critically about:- gender stereotypes in the workplace- different forms of gender-based discrimination- attitudes in the workplace that might support male superiority and how the leadership stylesvalued and sought out in our organisation might be linked to masculinity and femininity.

Our leaders consistently model respectful and equal relationships between men and women.

• Managers’ responsibilities to model respectful and equal relationships is reflected in their workplans, performance plans and position description.

STRATEGY Our policies and procedures (i.e. code of conduct, induction, occupational health and safety, equal opportunity, etc.) include proactive measures to address gender inequality.

• The staff code of conduct includes gender equality, and makes clear that sexist language, commentsand images are unacceptable.

• Induction process includes our organisation’s position on gender equality and refers staff to policiesrelated to gender equality and the prevention of violence against women.

• Female staff are consulted about whether workplace safety and OHS policies reflect their needs.• Potential areas of resistance are identified and/or backlash from staff is talked about in order to

mitigate or address it.• The impact of backlash from stakeholders communicated to staff directly or through social media is

considered and staff are supported to deal with this.

NORMS & PRACTICES

Staff across our workplace understand the importance of promoting gender equality and know they will be supported to challenge sexism and raise issues relating to gender and discrimination.

• Sexism is challenged in the office and staff who raise issues are not ignored or penalised.• Staff have been trained about why gender equality and challenging sexism is important.• Staff culture relating to gender equality is monitored by regular surveys and feedback mechanisms.


Examples of ActionsSTANDARD 3: CULTURE - All staff feel safe and confident in our workplace, and we actively challenge gender stereotypes, roles and norms. Staff can raise concerns about gender inequality and discrimination without adverse consequences.

Examples of Actions


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NORMS & PRACTICES (CONTINUED)

We actively avoid perpetuating gender stereotypes in our communications across the workplace; and strategies have been implemented to minimise backlash or resistance and grow support for change.

• Internal communications (emails, intranet, posters etc.) actively challenge stereotypes.• Sexist language, comments, jokes and images are never acceptable in the office, at work functions,

or in the workplace’s online spaces.

STANDARD 3: CULTURE (CONTINUED)

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LEADERSHIP Our leaders consistently reject any form of violence or harassment, whether occurring within or outside of the workplace.

• Leaders have sufficient training and support to understand the drivers of violence againstwomen.

• Leaders consistently reject violence and harassment.• When responding to internal and external incidents or issues, leaders reinforce perpetrator

accountability, do not minimise or justify violence in any way and confirm the workplace’scommitment to prevention.

STRATEGY We have clear policies and procedures to provide appropriate support for staff who experience violence; and we make sure employees don’t use workplace resources to commit any act of violence.

• Policies and procedures to support staff who experience violence are in place (i.e. additionalpaid family violence leave, procedures on how to respond to a disclosure so the person whoexperiences violence feels comfortable, supported and doesn’t need to repeat their storyunnecessarily, knowledge of appropriate support services for referral).

• Policies and procedures make it clear that it’s unacceptable for any staff member to useworkplace resources (phone, email, social media, etc.) to commit any act of violence.

NORMS & PRACTICES

We have the partnerships, systems and appropriately trained staff to respond promptly and appropriately to complaints and claims about violence and sexual harassment.

• Policies and procedures are in place and promoted to ensure all staff know theirentitlements and how to access support.

• Partnerships with specialist response services are established and maintained for staffreferral.

• Training is provided for key staff (i.e. HR, team leaders) in how to respond appropriatelywhen someone discloses experiencing violence or harassment.

• Staff complaints are supported and issues raised are taken seriously and dealt with quickly.


Examples of ActionsSTANDARD 4: SUPPORT - We have the structures, practices and culture to respond appropriately to staff and stakeholders affected by violence, bullying and sexual harassment.

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LEADERSHIP Our leaders effectively use our work and public profile to demonstrate support for gender equality and the prevention of violence against women.

• Leaders consistently and publicly acknowledge their commitment to gender equality andpreventing violence against women.

• When the workplace organises or is represented in public events and forums, men andwomen are equally represented.

STRATEGY We integrate key actions to promote gender equality into our core business, and our engagement with the community reflects our commitment to gender equality and preventing violence against women.

• Stakeholder engagement programs and community support are regularly reviewed to makesure that time/money invested supports gender equality (i.e. is gender equality consideredas part of decision making about community grants or partnerships? Do the organisationswe support/partner with also champion gender equality?).

NORMS & PRACTICES

Our stakeholder engagement activities, public statements and external communications reflect our commitment to promoting gender equality and challenging attitudes that justify, minimise, trivialise or excuse violence against women.

• Public statements reflect the organisation’s commitment to gender equality and theorganisation delivers or participates in activities aimed at preventing violence againstwomen.

• External communications reflect commitment to promoting gender equality and addressingthe drivers of violence, including advertising and communication with clients/customers/stakeholders.


Examples of ActionsSTANDARD 5: CORE BUSINESS - The work we do and the way we promote it aligns with our commitment to gender equality and the prevention of violence against women.

Useful Definitions and Terms

Gender equalityGender equality in the workplace is not just about equal numbers of men and women on boards, in leadership roles and represented in different professions. It involves equality of opportunity and equality of results. Gender equality is about recognising diversity and disadvantage to ensure equal outcomes for all and therefore often requires specific programs and policies to address existing inequalities. It includes sharing resources and responsibilities equally between men and women and changing the underlying causes and structures of gender inequality to achieve equality.

Men/women – Male/femaleWhile Our Watch’s mission is specifically to prevent violence against women, we acknowledge that violence is experienced by those whose lives and/or identities do not conform to binary definitions of sex and/or gender. As such our definition of ‘women’ includes anyone who identifies and lives as a woman (for example, trans women). However, to reflect on – and respond to – research and data about the key drivers of violence against women at the population level, the Workplace Equality and Respect Standards and associated tools use binary terms like ‘men/women’ and ‘male/female’.


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Useful Definitions and Terms (Continued)

Equal payGender pay equity is when men and women receive equal pay for work of equal or comparable value. In practical terms, this means that best-practice employers ensure that:

• men and women performing the same work are paid the same amount• men and women performing different work of equal value are paid the same

amount• wages and conditions of jobs are assessed in a non-discriminatory way. This is

done by valuing skills, responsibilities and working conditions of each job or jobtype (even where the work itself is different) and then remunerating employeesaccordingly

• the workplace’s organisational structures and processes do not impede femaleemployees’ access to work-based training, promotions or flexible workingarrangements1.

For more information see https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-practice-guides/gender-pay-equity

1 FairWork Australia – Gender pay equity Best Practice Guide


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Useful Definitions and Terms (Continued)

Flexible work optionsFlexible working arrangements are changes to the standard hours, patterns and locations of work. Flexible working arrangements are usually implemented in response to a request from an employee. Flexible working arrangements can take a variety of forms, including flexible hours of work, compressed working weeks, time off in lieu, part-time work and job sharing.

According to the WGEA, flexible working is understood to be a valuable way to attract and retain employees across all age groups and genders. It is linked to employee engagement and productivity and can boost employee well-being and happiness. Access to flexible working is clearly linked to:

For more information, please see https://www.wgea.gov.au/topics/workplace-flexibility

2 Workplace Gender Equality Agency – Employee flexibility


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• Improved organisational productivity

• An enhanced ability to attract and retain employees

• Improved employee well-being

• An increased proportion of women in leadership

• Future-proofing the workplace

Group Self-Assessment Score Sheet

Collate your scores for each Standard here. When you’re finished you can use this score sheet to highlight where improvement is needed and summarise agreed next steps.


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StandardsTotal

1 2 3 4 5

Leadership

Strategy

Norms & Practices

Total

Group Summary


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Summary Priority Actions and Areas Next Steps

1

2

3

4

5

Participant’s Worksheet

Your workplace has a vital role to play in creating an Australia free of violence against women.

Every policy, practice, action and attitude in the workplace has the potential to reinforce or challenge existing gender inequalities.

Workplaces can use the Workplace Equality and Respect Standards to measure progress towards shared power, resources and decision making between men and women in the workplace, and in society.

The Workplace Equality and Respect Standards assists workplaces to: • identify outcomes to promote gender equality• consider strategies to make change• highlight opportunities for improvement.

Workplace Equality and Respect | Self-Assessment Tool

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Self-Assessment Tool

This worksheet will help you to reflect on the leadership, strategy, and norms and practices of your workplace to determine your progress towards meeting the five Workplace Equality and Respect Standards.

Experience has shown us that achieving gender equality in workplaces takes:

• The commitment of leaders and staff to equality andrespect

• Workplace conditions (policies and procedures) thatsupport equality

• A culture free from sexist and discriminatory attitudesand behaviours

• a workplace that supports staff and stakeholders whoexperience violence

• The integration of gender equality into core business.


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Core


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Gender inequality and violence against women

We know that violence against women is much more likely when men and women are not treated equally and when women are valued and respected less than men.That’s why preventing violence against women is about changing the society and culture in which individuals work and play, to create an equal, safe and respectful society for everyone.

Whether intended or not, organisational policies and practices can also perpetuate gender inequality by devaluing, excluding or marginalising women. This can result in biased recruitment and promotion processes, the underrepresentation of women in leadership roles and the unequal sharing of resources.

Every conversation, policy and action has the potential to either reinforce or challenge gender inequality and the kinds of attitudes and norms that drive violence against women.

Using the Self-Assessment Tool


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LEADERSHIP STRATEGY

NORMS & PRACTICES

This tool asks you to score the leadership, strategy, and norms and practices of your workplace against each of the five outcomes in the Workplace Equality and Respect Standards.

Working alone, mark your agreement with the statements on a scale of 1 (not true) to 4 (definitely true). If you’re unsure you can choose not to mark an answer.

Then take a moment to reflect on why you have scored the statement as you did.

1 = Not true. There is no evidence of this practice or behaviour.

2 = Partially true. There is some evidence of this practice or behaviour being applied some of the time.

3 = Mostly true. There is some evidence of this practice or behaviour being applied consistently.

4 = Definitely true. There is extensive and consistent evidence of this practice or behaviour.

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My score Our score

STRATEGY We promote gender equality in our strategies, policies and procedures.

My score Our score

We have dedicated resources and budget to actively address gender inequality and the drivers of violence against women within our workplace.

My score Our score

NORMS & PRACTICES We hold staff accountable for consistently promoting gender equality in all communications, organisational plans and activities.

My score Our score


Self-Assessment MatrixSTANDARD 1: COMMITMENTWe are committed to preventing violence against women and we have structures, strategies and policies that explicitly promote gender equality.

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LEADERSHIP We have structural support for women’s leadership, including the provision of leadership opportunities for part-time staff; and male and female leaders model the use of flexible work options.

My score Our score

STRATEGY We implement deliberate strategies to recruit, train, mentor and retain women in leadership roles.

My score Our score

We make efforts to reduce the gender pay gap and all staff have access to flexible work options and parental leave.

My score Our score

NORMS & PRACTICES Our workplace culture and communication promotes and supports flexible work and parental leave for both men and women.

My score Our score


Self-Assessment MatrixSTANDARD 2: CONDITIONSWe embed gender equality in recruitment, remuneration and promotion processes, and men and women utilise flexible work options, without penalty.

Self-Assessment Matrix


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NORMS & PRACTICES (Continued) We have transparent practices to help uphold commitments to gender equality in recruitment, professional development and career progression.

My score Our score

STANDARD 2: CONDITIONS (CONTINUED)We embed gender equality in recruitment, remuneration and promotion processes, and men and women utilise flexible work options, without penalty.



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LEADERSHIP Our leaders challenge gender stereotypes, discrimination and attitudes that support male superiority, and think critically about the styles of leadership that are valued in our workplace.

My score Our score

Our leaders consistently model respectful and equal relationships between men and women.

My score Our score

STRATEGY Our policies and procedures (i.e. code of conduct, induction, occupational health and safety, equal opportunity etc.) include proactive measures to address gender inequality.

My score Our score

STANDARD 3: CULTUREAll staff feel safe and confident in our workplace, and we actively challenge gender stereotypes, roles and norms.Staff can raise concerns about gender inequality and discrimination without adverse consequences.



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NORMS & PRACTICES Staff across our workplace understand the importance of promoting gender equality and know they will be supported to challenge sexism and raise issues relating to gender and discrimination.

My score Our score

We actively avoid perpetuating gender stereotypes in our communications across the workplace; and we have implemented strategies to minimise backlash or resistance and build support for change.

My score Our score

STANDARD 3: CULTURE (CONTINUED)All staff feel safe and confident in our workplace, and we actively challenge gender stereotypes, roles and norms.Staff can raise concerns about gender inequality and discrimination without adverse consequences.



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LEADERSHIP Our leaders consistently reject any form of violence or harassment, whether occurring within or outside of the workplace.

My score Our score

STRATEGY We have clear policies and procedures to provide appropriate support for staff who experience violence; and we make sure employees don’t use workplace resources to commit any act of violence.

My score Our score

NORMS & PRACTICES We have the partnerships, systems and trained staff to respond promptly and appropriately to complaints and claims about violence and sexual harassment.

My score Our score

STANDARD 4: SUPPORTWe have the structures, practices and culture to respond appropriately to staff and stakeholders affected by violence, bullying and sexual harassment.

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LEADERSHIP Our leaders effectively use our work and public profile to demonstrate support for gender equality and the prevention of violence against women.

My score Our score

STRATEGY We integrate key actions to promote gender equality into our core business, and our engagement with the community reflects our commitment to gender equality and preventing violence against women.

My score Our score

NORMS & PRACTICES Our stakeholder engagement activities, public statements and external communications reflect our commitment to promoting gender equality, rejecting sexism and challenging attitudes that justify, minimise, trivialise or excuse violence against women.

My score Our score


Self-Assessment MatrixSTANDARD 5: CORE BUSINESSThe work we do and the way we promote it aligns with our commitment to gender equality and the prevention of violence against women.

Documents

Workplace Equalityand Respect€¦ · Patty Kinnersly, Scott Holmes, Teresa Dowd, Nicola Harte, Kylie Smith and Monique Keel, with evaluation support and guidance from Loksee Leung