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Strategies to Change Team and Organisational Cultures

Work Practices and Staff Retention

  • Require shortlists for appointments to be filled to have at least one woman on the list – utilise search techniques to identify potential candidates. Where external recruitment firms are used to source candidates only use those that can demonstrate commitment to gender diversity through their own company and through their results
  • Ensure candidates performance is assessed relative to opportunity ARC Research Opportunity and Performance Evidence Statement | Achievement relative to opportunity | Career progress relative to opportunity
  • Avoid the appointment of a lone woman in any role or team– two or more help prevent marginalisation and isolation and 30% is the ideal minimal threshold to influence team or committee culture
  • Ensure all committees have two or more female members, but avoid overloading individuals
  • Schedule any training, development and meetings within usual business hours, and ideally within school hours. Where this is not feasible, pay for carer costs to enable staff with carer responsibilities to participate
  • Analyse actual requirements for ‘face-time’ or ‘bench-time’, and adjust work expectations accordingly
  • Normalise flexible working arrangements – starting and finishing times, physical location (working from home/off-site), telecommuting, capacity to switch between part-time and full time as circumstances change, team based projects
  • Interview all women who leave the organisation at time of departure and 6 months after their departure to discern trends in reasons for leaving and act on them

Women in the Science Research Workforce: Identifying and Sustaining the Diversity Advantage, was funded as an ARC Linkage project 2011-2014 (LP110200480).
Project Cis were Professor Sharon Bell and Professor Lyn Yates. The project was hosted by the University of Melbourne.