All the recommendations from all of the reviews and the whole Defence’s of enterprise approach for execution, which is Pathway to Change, and then Air interpretation and internal strategies for delivery is New Force’s Horizon.24 Air Force has also supplemented New Horizon with particular initiatives as a direct response to the recommendations:25 both been running in been the intervention to They’ve tandem…so there’s really shift hearts and minds and New Horizon. And New Horizon that’s creates an environment can get the women in, you can create where…you policy and opportunities. But if a shit place to work the women it’s won’t stay, so got to have all of the stuff that Broderick recommended you’ve and then you need to have an environment that actually fosters and makes them feel like they want to stay.26 Air Force is also focussed on ensuring the sustainability of these reforms: process that Air Force has undertaken, they have tried to put in the …each quality of the project wedge at the end so that we fall backwards. So don’t I think, absolutely, this stuff is sustainable.27 I often make the point that behaviour is genderless but very upfront we’re about the capability linkage as a workforce issue in the conversation we – would tie behaviour to capability through retention. So if not you’re comfortable and happy in your workplace, you stay you will leave. won’t – a loss and, not only that, you go out and you tell people what it was That’s like and a double loss. reputational loss.28 that’s That’s Notwithstanding these successes, each Service pointed to particular challenges they have faced in terms of implementation. Navy Navy identified challenges with regard to attitudes, workforce shortages and structures:
All the recommendations from all of the reviews and the Defence’s whole of enterprise approach for execution, which is Pathway to Change, and then Air Force’s interpretation and internal strategies for delivery is New Horizon.24 Air Force has also supplemented New Horizon with particular initiatives as a direct response to the recommendations:25 They’ve both been running in tandem…so there’s been the intervention to really shift hearts and minds and that’s New Horizon. And New Horizon creates an environment where…you can get the women in, you can create policy and opportunities. But if it’s a shit place to work the women won’t stay, so you’ve got to have all of the stuff that Broderick recommended and then you need to have an environment that actually fosters and makes them feel like they want to stay.26 Air Force is also focussed on ensuring the sustainability of these reforms: …each process that Air Force has undertaken, they have tried to put in the quality of the project wedge at the end so that we don’t fall backwards. So I think, absolutely, this stuff is sustainable.27 I often make the point that behaviour is genderless but we’re very upfront about the capability linkage as a workforce issue – in the conversation we would tie behaviour to capability through retention. So if you’re not comfortable and happy in your workplace, you won’t stay – you will leave. That’s a loss and, not only that, you go out and you tell people what it was like and that’s a double loss. That’s reputational loss.28 Notwithstanding these successes, each Service pointed to particular challenges they have faced in terms of implementation. Navy Navy identified challenges with regard to attitudes, workforce shortages and structures:
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