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Consultation and engagement
A summary of the consultation and engagement actions taken.
Listening to our people
We consulted staff and stakeholders prior to developing the Gender Equality Action Plan. We engaged a facilitator to conduct workshops, ensuring people’s safety and wellbeing during participation.
All staff were invited to participate. We encouraged people of all ages, gender identity, cultural background, sexual orientation, people with a disability, male allies, and Aboriginal and Torres Strait Islander people to influence the vision for gender equality in our workplace.
We administered a survey for people who couldn’t attend a workshop, providing an option to contribute anonymously.
Consultation
Participation
Discussion
Workshop for staff
14 people
December 2021
Workplace gender audit
Views and experiences
Vision for gender equality
Workshop for managers
10 people
December 2021
Workplace gender audit
Views and experiences
Vision for gender equality
Internal staff survey
15% participation
January 2022
Views and experiences
Anonymous comments
Meeting of the Executive
5 people
January 2022
Workplace gender audit results
Staff and manager insights
Leadership vision for gender equality
Recommendations
We consulted stakeholders from the Community and Public Sector Union (CPSU) and the Victorian Commission for Gender Equality in the Public Sector to ensure the Gender Equality Action Plan meets expectations. A CPSU staff representative was present during the staff workshop.
The strategies and measures in our GEAP are based on evidence. Drafts were shared during development, to ensure collective agreement and commitment.
What people said
We asked what values would support gender equality in our organisation.
People said:
“Respect, integrity, human rights and inclusion”
“Walking the talk, words and actions”
“Courage, empathy, care and dignity”
We asked which symbols would support gender equality in our organisation.
People said:
“Gender neutral language”
“Women in management and senior leadership roles”
“Flexible work and fewer fixed-term roles”
We asked what behaviours would support gender equality in our organisation.
People said:
“It’s psychologically safe to share ideas and voice opinions”
“People actively use and promote flexible work and parental leave”
“Human resourcing and promotion opportunities are transparent”
Indicators and insights
Insights from our people
Positive perspectives on representation of women at Executive level
Want more women in senior leadership and management roles
Want more roles as ongoing employment
Women do not feel as supported as men in learning and development or career pathways
People with disability want more support to manage their health and work
Age bias could be limiting career progression for women aged 50-60
Part-time roles should be created to acquire skills and capability, not just used to absorb work volume
Insights from our people
Seek commitment to balanced and diverse gender representation on Advisory Board
Insights from our people
Longer lengths of tenure within a classification level could be affecting gender pay gap
Intersectional women may experience a larger pay gap
Even small pay gaps should be eliminated
High proportion of women at lower levels
Soft skills like contributing to organisational culture should be rewarded
There is a perception that difference in men’s and women’s negotiation skills could be contributing to pay gap
Transparency of work helps people gauge what is equal work in terms of skill, effort and responsibility
Insights from our people
We could better equip leaders and bystanders with skills to support and intervene
Consider providing advice specific to a remote work environment
Need for clear, easy to access advice on the intranet for staff
Insights from our people
Differing views on what merit is and how to apply merit in recruitment
Opportunity to employ more diverse staff using special measures including job carving for people with disability
We could review recruitment and attraction processes though the lens of gender equality, removing gender bias
Want to see more part-time roles at senior VPS 6 level, perhaps via job-share
Seek gender balance and diversity on recruitment panels
Use plain English, inclusive language in position descriptions
Some employees may opt not to progress through levels, but still want to be recognised and developed in their current role
Insights from our people
Use of part-time and flexible work arrangements is concentrated at middle levels (VPS4 and 5)
Strong perception that people can’t use flexible work arrangements at senior and Executive levels
Stigma and bias relating to use of flexible work could be affecting people’s career progression
Encourage more men to utilise parental leave
Ensure consistent keeping in touch days and return to work experiences
Raise awareness of who family violence leave is for and when to access it
Insights from our people
Aim for 50/50 gender balance and diversity in managerial roles
Seek gender balance on internal working groups and committees
Want to see more women representing VPSC on whole of government projects and on speaking panels
Recruit more men for professional and clerical roles
Ongoing collaboration
Following publication, the Commissioner will communicate the GEAP to all staff during the all-staff forum and via internal digital channels. Progress updates will be provided at quarterly staff forums and published on our website every two years in line with reporting obligations.
