Strategic conversations for gender balance' is a series of conversations that strategically improves workplaces for gender balance, leverages 100% of the talent pool, taps into new and potential markets, aligns your systems and processes for gender balance to boost your bottom line.
This engagement workshops are designed to start the conversation where your organisation is at, at the beginning or more mature, engage the majority of the workforce and to reframe gender equity as a business opportunity, and accelerate organisational commitment to gender equity.
Our new 1:1 coaching conversations have been created with the purpose to deeply engage managers as leaders to implement organisational and cultural change that supports gender balance.
The critical step in taking action to address and improve pay equity in your organisation is to review the data and understand what is driving any gender pay gaps.
Improving against reporting matters under gender equality indicator three: equal remuneration between women and men under the Workplace Gender Equality Act 2012 and in meeting the WGEA Employer of Choice for Gender Equality criterion three.
This toolkit has been developed to help organisations leverage the value of the benchmark data in a strategic, structured and sustainable way.
Australia requires employers to report on gender equality in the workplace, which is measured by six indicators.
The American Chamber of Commerce, Chartered Accountants Australia and New Zealand and Australian Institute of Company Directors have partnered to deliver a series of interactive workshops to equip women with financial knowledge and skills to enable them to be independent and have freedom of choice throughout their lives.
How to bring men and women on the gender equity journey?
Increasingly the push for greater diversity from the top places significant pressure on middle managers.
Not only are middle managers juggling strategic and operational priorities, they are being asked to ‘sell-in’ gender equity to their teams.
When two of three WA managers are men, how do they do this if they have yet to ‘buy’ the ‘it’s good for business’ message?