Priority reporting matters The consultations and submissions provide insights about the critical considerations for the development of measurable outcomes and process indicators. First and foremost, there should be a capacity to use the reporting matters as a catalyst for change and to advance the community and industry debate on gender equality. As was noted in consultations with industry groups, employers, women’s interest groups, academics and unions in Sydney: have to get the data that flashes the red lights on these issues. As in, saying to “We business, what, you don’t have women in senior management positions ‘Guess not?’ or what, women in these roles are getting pay $X less than their ‘Guess male peers why?’ In many cases I would expect business to say had no – ‘We idea’”. is looking to the WGEA for the data. From here we can pursue the “Everyone questions about deeper cultural change because it will be impossible for people to – say don’t believe it’.” ‘we Measures must also be practical and meaningful for employers. This includes balancing the need for a minimum data set, with the requirement to promote a genuine understanding of the position of women. As an example of this sentiment, a union submission is clear that: members are hopeful that these requirements are smarter and more targeted “Our at connecting EEO Reports to tangible improvements to workplace equity across all levels of organisations’. The most useful indicators are those which facilitate genuine analysis and identification of inequity.” Measures should further capture the quality of work that women have available to them, incorporating pay, hours, autonomy, flexibility and security of work. Specific attention should be given to the characteristics of jobs that women and men are employed in. Finally, process indicators should be used to add value from a number of perspectives: To enable collection of information about organisational culture and workplace attitudes so as to understand not only is happening’ (that is, the extent of ‘what gender equality) but also the situation for women is changing, or otherwise’. This ‘why position was supported most strongly by advocacy groups. To enable good practice organisations to demonstrate the types of strategies and initiatives they are putting in place to progress the gender equality agenda.
Priority reporting matters The consultations and submissions provide insights about the critical considerations for the development of measurable outcomes and process indicators. First and foremost, there should be a capacity to use the reporting matters as a catalyst for change and to advance the community and industry debate on gender equality. As was noted in consultations with industry groups, employers, women’s interest groups, academics and unions in Sydney: “We have to get the data that flashes the red lights on these issues. As in, saying to business, ‘Guess what, you don’t have women in senior management positions not?’ or ‘Guess what, women in these roles are getting pay $X less than their male peers – why?’ In many cases I would expect business to say ‘We had no idea’”. “Everyone is looking to the WGEA for the data. From here we can pursue the questions about deeper cultural change – because it will be impossible for people to say ‘we don’t believe it’.” Measures must also be practical and meaningful for employers. This includes balancing the need for a minimum data set, with the requirement to promote a genuine understanding of the position of women. As an example of this sentiment, a union submission is clear that: “Our members are hopeful that these requirements are smarter and more targeted at connecting EEO Reports to tangible improvements to workplace equity across all levels of organisations’. The most useful indicators are those which facilitate genuine analysis and identification of inequity.” Measures should further capture the quality of work that women have available to them, incorporating pay, hours, autonomy, flexibility and security of work. Specific attention should be given to the characteristics of jobs that women and men are employed in. Finally, process indicators should be used to add value from a number of perspectives: To enable collection of information about organisational culture and workplace attitudes so as to understand not only ‘what is happening’ (that is, the extent of gender equality) but also ‘why the situation for women is changing, or otherwise’. This position was supported most strongly by advocacy groups. To enable good practice organisations to demonstrate the types of strategies and initiatives they are putting in place to progress the gender equality agenda.
schwartz_consultation_report.docx