Where we are now and where do we need to be...
How we act on concerns raised about gender inequity is not transparent and does not build confidence that AMSA leadership see gender equity as a priority. The means by which gender equity issues can be reported and resolved are not clear and there is no visibility of consequences for behaviours that reinforce gender inequity. Gender equity requires that senior leaders and people managers accept responsibility as part of their roles. We need to develop greater understanding and competency across all levels and increased visibility on the consequences for inappropriate behaviours.
Our objectives and key results
| Objectives | Key results |
|---|---|
| 6.1 By January 2023, Senior leaders and people managers have increased awareness and engagement on gender equity across AMSA |
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| 6.2 By December 2023, Senior leaders and people managers have embedded actions to drive gender equity |
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How we will deliver change:
- Increased focus to ensure senior leaders and people managers' performance evaluations include gender equity accountability.
- Training for senior leaders and people managers in gender equity principles in the workplace and specific application to AMSA, including unconscious bias and dispute resolution.
- Senior leaders and people managers will proactively discuss gender equity with their teams and model gender equitable behaviour as the norm
- Senior leaders and people managers will implement specified gender equity initiatives from Divisional planning and elsewhere
- Senior leaders and people managers will proactively address gender equity issues in the workplace and engage with and resolve gender equity disputes and concerns
Measures of progress
Majority of staff are involved inclusive leadership training and education
Staff recognition of leaders for creating an inclusive workplace and value diverse perspectives in their decision-making
Specific issues and solutions are being taken to progress AMSA as an inclusive and positive workplace