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Strengthen workforce data collection to enable intersectional gender analysis. | Critical performance measures - Gender composition of the organisation.
- Gender composition of part time workers.
- Gender composition of senior leaders.
- Ability to report at least 3 intersecting attributes (e.g. age, employment type, disability) by gender by December 2027.
- People Matter survey 'prefer not to say' <10% for demographic questions.
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Monitor leadership gender composition, occupational segregation and directional trends to ensure gender equality (bi-annual by band incl. VPS7 & Exec; intersectional cuts), introduce remediation interventions, as appropriate. | Critical performance measures - Gender composition of the organisation.
- Gender composition of part time workers.
- Gender composition of senior leaders.
- Bi‑annual trend analysis completed and tabled at ELT.
- Remediation actions implemented within 6 months of identifying negative trends.
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Implement transparent succession planning that tracks gender representation and identify future talent gaps. | Critical performance measures - Gender composition of the governing body (ELT)
- Annual succession plans completed for all branches.
- Identified talent pools reflect overall workforce composition within a 10% variation
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Monitor and report on applicant data including gender and intersectional cuts, where available | Critical performance measures - Gender composition of recruited employees.
- Gender composition of employees who were promoted.
- Perceptions of recruitment, by gender.
- Perceptions of promotion, by gender.
- Biannual reporting to ELT including trend analysis on senior leader classification roles.
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Scope potential for full recruitment pipeline analytics (apply -> shortlist -> offer -> accept), with gender & intersectional cuts. | Critical performance measures - Gender composition of recruited employees.
- Gender composition of employees who were promoted.
- Perceptions of recruitment, by gender.
- Perceptions of promotion, by gender.
- Completed scoping report by 30 June 2027 including feasibility, resourcing and system requirements.
- Approved implementation plan (if viable) by December 2027
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Track internal versus external appointments to identify gendered patterns in progression and starting pay and ensure pay equity at grade level. | Critical performance measures - Mean total remuneration gender pay gap by occupation group.
- Mean total remuneration senior leader gender pay gap.
- Mean base salary pay gap.
- Median total remuneration pay gap.
- Median base salary pay gap.
- Annual report on internal vs external hires by gender.
- Reduction in gendered variance in starting salaries for external vs internal appointments.
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Use gender‑neutral, skills‑based job ads with explicit reference to flexibility, part‑time and job‑share options; use Gender Decoder as standard. | Critical performance measures - Gender composition of recruited employees.
- Gender composition of employees who were promoted.
- Perceptions of recruitment, by gender.
- Perceptions of promotion, by gender.
- 100% of job ads assessed as gender-neutral in Gender Decoder check
- Flexibility statement included in 100% of job ads, including senior roles.
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Introduce a short 'unconscious bias checklist' as part of recruitment process for hiring managers | Critical performance measures - Gender composition of recruited employees.
- Gender composition of employees who were promoted.
- Perceptions of recruitment, by gender.
- Perceptions of promotion, by gender.
- Hiring managers report increased confidence in bias‑aware decision-making (via TA / BP feedback).
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Investigate systemic barriers of male under‑representation in clerical/admin roles and introduce remediation plans to increase gender diversity (as permissible). | Critical performance measures - Occupational gender segregation.
- Track and monitor gender distribution of applicant numbers annually
- Remediation actions implemented within 6 months of identifying negative trends
- Increase in male and gender diverse applicants year on year.
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Introduce Higher Education policy to support career development / pathways for clerical and administrative workers. | Critical performance measures - Occupational gender segregation.
- Policy developed and approved by December 2026
- Uptake of higher education support by employees in non-legal roles
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Conduct biannual pay gap reporting (level, tenure, age group), with transparent remediation actions published where appropriate. | Critical performance measures - Mean total remuneration gender pay gap by occupation group.
- Mean total remuneration senior leader gender pay gap.
- Mean base salary pay gap.
- Median total remuneration pay gap.
- Median base salary pay gap.
- Biannual reports completed and published.
- Demonstrated reductions in unexplained pay gaps at each level.
- 100% of identified issues receive remediation plans (where viable).
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Track and strengthen remuneration decision controls and approval processes to identify and mitigate gendered disparities and ensure pay equity at grade level. | Critical performance measures - Mean total remuneration gender pay gap by occupation group.
- Mean total remuneration senior leader gender pay gap.
- Mean base salary pay gap.
- Median total remuneration pay gap.
- Median base salary pay gap.
- Annual audit shows reduction in pay discrepancies at commencement.
- Consistency across all branches for identical or similar roles / experience.
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