La Trobe University Workplace Gender Equality Strategic Plan

Transcription

1 La Trobe University Workplace Gender Equality Strategic Plan Preamble The University recognises that equal opportunity for working is about ensuring that have equal access to the rewards and opportunities available in the workplace. This means that must be treated with fairness and respect and are not subject to discrimination or harassment. It is a whole of organisation issue, not a human resources issue. Women must be afforded the same opportunities as men in the organisation, and must be embedded in all processes of the organisation. The University is committed to the recruitment, retention, development, support and promotion of in academic, professional and administrative staff roles at the University. This Plan indicates a strong commitment to identifying key issues for, and supporting with particular workplace issues for example Indigenous, who are carers, and staff from diverse backgrounds. The La Trobe University Strategic Plan World Ready: La Trobe 2017 recognises the importance of improving workforce diversity and capability. This Plan is fundamental to enhancing the contribution of through employment equity which will assist and benefit the University in achieving its goals. Implementation, Review and Evaluation The Committee for Equality Diversity and Wellbeing (CEDW), chaired by the Pro Vice-Chancellor (Equity and Student Services), has responsibility for monitoring the plan. CEDW will report directly to the Vice-Chancellor, and in addition the equal opportunity components will be reported to the Human Resources Planning Committee. The Equality and Diversity Centre (EDC) and the Human Resources Planning Committee are responsible for ensuring that the processes and policies are adhered to. The evaluation process will also be reviewed by the above groups to ensure initiatives are effective and meet objectives. The Equality and Diversity Centre has responsibility to provide information, advice and support and will be available for consultation to ensure objectives are achieved. Workplace Gender Equality Strategic Plan Page 1

2 Priority 1: To consult with 1.1 To provide a forum for networking and consultation with Ensure regular meetings of the Women s and Senior Women's Network Develop a regional 's network Conduct focus groups on issues concerning equality in the workplace based on workforce participation data. Women's Networks meets a minimum of 4 times per year. Women's Networks meets a minimum of 3 times per year. Senior management proactively initiates action to address any identified weaknesses Priority 2: To advance the agenda for in the organisation 2.1 Equal opportunity for is addressed by senior University committees Develop a policy on gender representation on senior University committees and monitor implementation. Representation on University senior committees shall have a minimum membership of 33% of each gender and supporting a commitment to achieving increased representation for in leadership roles; Chairs of Committees; Division Heads; Ensure equal opportunity for is a standing agenda on Gender equity standing item on agenda Division Heads 2

3 Faculty and non-faculty Management Committees Faculty and Non-faculty CEDW report on actions and progress to the Equality, Diversity and Wellbeing Committee. Report provided December each year Chairs of Faculty CEDW and Non-Faculty CEDW Division Heads 2.2 Equal opportunity for is addressed by senior staff of the University The Vice Chancellor will meet with the Equality Diversity and Wellbeing Committee Executive Deans and Division Heads implement the gender equity strategy by developing a Gender Equality Plan for their area. The Vice Chancellor attend one meeting Gender Equality Plan developed and implemented in respective areas Ongoing EOWW Strategy Guide for faculties to be developed by EDC by February 2013 Chair CEDW; Vice Chancellor Division Heads; Manager EDC 2.3 Raise the profile of La Trobe senior La Trobe senior staff profiles developed and disseminated 4 profiles developed, promoted and available online Priority 3: To ensure merit-based recruitment and selection 3.1 Ensure equitable recruitment and selection of Continued monitoring of recruitment trends and investigate strategies to address low recruitment levels Identify new strategies where applicable to develop a stronger Selection panels continue to maintain gender balance People and Culture policies and procedures to be developed for: Gender Representation on Recruitment Selection Committees and Gender Representation on Ongoing with annual reporting February 2013 Committee for Equality, Diversity and Wellbeing (CEDW) Faculty CEDW Non-Faculty CEDW 3

4 culture of support for aspiring to senior management roles. University Committees People and Culture policies and procedures are developed and reviewed by the Committee for Equality Diversity and Wellbeing 3.2 Increase the representation of in senior positions Continue to develop and implement programs which support the development of Develop an organisational culture that attracts and retains Ensure that staff involved in recruitment, selection and promotion have an awareness of how to avoid unconscious bias in their deliberations. Specific programs developed and delivered Number of across the university participating: * Number of in Level D and E positions increases (*see Table 1) Develop an module for staff to access Attracting and retaining the best and brightest staff Employer of Choice awarded VP (Admin) Division Heads; DVC's Executive Director (P&C) Manager ( EDC) Improved climate survey results Improved ranking against national and international benchmarks, eg, QUT Selected inter-institutional gender equity statistics * Table 1: Gender staff equity targets Social staff Female academic staff at Professor and Associate % 39% 40% 41% 42% 4

5 Professor levels Senior female professional staff (HEO 10 and above) 44% 47% 50% 50% 50% Priority 4: To ensure merit-based promotion, transfer and termination 4.1 Develop an action plan to address inequalities in promotion, transfer and termination of in underrepresented areas Monitor the revised promotions and reclassification processes: - success rates of for promotion - rates of reclassification and higher duties for in professional and administrative roles - termination data Analysis completed and action plan developed where appropriate Analyse exit interview and Leaving La Trobe Electronic Exit Survey data for possible gender issues and develop responses to issues identified. Analysis and response completed Annual Reporting Priority 5: To improve training and development opportunities to 5.1 Ensure equitable access to professional Monitor and review participation in staff development Staff development strategy developed by areas as appropriate June 2013 Executive Deans Division Heads 5

6 development for Develop a University Women in Leadership Program which includes: - A mentoring program - A leadership training program - A training program for entering the professoriate - Shadowing opportunities Investigate the criteria and implementation of the Outside Studies Program and potential effects on academic staff Program implemented in conjunction with Division Heads, Investigation to be undertaken Mid 2013 Executive Deans Priority 6: To maintain and improve access to flexible and equitable organisation of work 6.1 Ensure equitable workloads for academic staff Analyse the Workload Management System for potential issues relating to. Identified areas of gender inequity 2013 Workload Management System Steering Committee DVC VP (Admin) Executive Deans 6.2 Improve managers and staff awareness of rights and obligations to effectively manage and support flexible Review and monitor the usage of flexible work arrangements as well as requests for flexible arrangements refused at the local level. Strategy developed and implemented

7 working arrangements Ensure that statutory committees and other meetings are scheduled, as far as practicable, in regard for the family and caring responsibilities of the committee members. Priority 7: To ensure equitable conditions of service for staff 7.1 Develop a comprehensive gender equity workforce profile including pay equity audit, career progression analysis 7.2 Maintain La Trobe University conditions of service for staff Analyse the Gender Pay Equity Audit and investigate possible actions to address inequities across all areas of the University Review the number of discretionary pay, eg, allowances, performance payments, merit payments, bonus payments Monitor workforce participation data for all staff identifying any particular areas that requires action to be undertaken Analyse the biennial staff climate survey conducted by People and Culture regarding issues for undertaken biennially Maintain high quality paid parental leave entitlements Maintain communication with staff on extended maternity/family leave as Gender Equality Plans to be developed by each area. Gender pay gap diminishes The number of discretionary allowances are offered equitably, in comparable circumstances Creation of a harmonious and supportive work environment Maintain parental leave entitlements Communication with staff on extended parental leave supports their return to work Review Review DVCs VP (Admin) Executive Deans Division Heads; ; 7

8 supporting their return to work. Priority 8: To ensure adequate measures for dealing with sex-based Harassment 8.1 The workplace is safe from sex-based harassment and discrimination Analyse staff climate survey results regarding experiences of harassment and/or discrimination Increased participation in the Equality and Diversity Awareness Training Program Climate survey outcomes reported to Faculties and Divisions for action Participation rate increased by 20% over 2011 rates Biennially Review in conjunction with Division Heads Division Heads Monitor and report on harassment and discrimination complaints by gender Complaints report submitted Review Maintain Harassment and Discrimination Contact Officer network Network of officers on each campus Ongoing Maintain the ALLY network for gay, lesbian, bisexual, transgender and intersex staff and students. ALLY Network activities maintained Ongoing Priority 9: To ensure adequate arrangements for dealing with pregnant, potentially pregnant and breastfeeding employees 9.1 Staff who are pregnant and utilising Maintenance of the Breastfeeding Friendly Workplace Accreditation. Annual accreditation maintained 8

9 maternity leave provided with adequate information and support Publicise and disseminate information on flexible work practices, including maternity leave Ensure information is readily available and that online information is updated regularly and is accessible Seminars to be undertaken to raise awareness of flexible work practices available Information disseminated Work Life Balance Toolkits for staff developed At least two seminars per year Toolkits developed and launched in conjunction with Manager EDC Ensure Parenting Room/Special Needs Room available in all new buildings. ED (I&O) 9