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We all know the role of negotiation skills. While this needs to be enabled by institutions, it is never too early for you to begin informing yourself about this journey. Another key consideration in today’s world is the impact, challenges and opportunities that flexible work provides for reinforcing pay equity and challenging gendered stereotypes at the same time.įor UQ staff: this guide outlines key steps you can take to begin exploring opportunities where they present themselves to have a positive impact on pay equity. Key steps include: liaising with your Human Resources team to begin the process, devising an internal strategy to tackle pay inequity through the help of a pay audit, and annual performance and pay reviews. To help explain to the UQ community about the gender pay gap, its causes and the benefits we will receive if we work towards achieving gender pay equity in our work areas, and academia as a whole.įor leaders and managers: this guide provides actionable suggestions to ensure you are an inclusive leader and help employees that seek to achieve gender pay equity. We understand that pay inequity is a complex ground, and that’s why we have created this guide. A phrase we have all heard, and a phrase, despite the best intentions of many, that has been consistently overlooked by institutions, leaders and managers, and employees themselves. The UQ pay equity guide (PDF, 662.5 KB)Įqual pay for equal work.This paper provides valuable insights into the impact of regulatory change in addressing gender pay equity. "Tracking pay equity: The impact of regulatory change on the dissemination and sustainability of equal remuneration decisions". The Workplace Gender Equality Agency provides this tool to identify and analyse the causes of the various types of organisational gender pay gaps. The Workplace Gender Equality Agency analyses and contextualises the gender pay gap in Australia. WC 4 – Recognition of women’s service contributionsĭS 3 – Further research regarding the experiences of staff with disabilityĭS 6 – Enhance career outcomes for Aboriginal and Torres Strait Islander women in STEMM WC 2 – Staff training and development framework linked to key leadership skills at each level of the organisation WC 1 – Refresh performance appraisal processes for academic staff OC 3 – Improve support for staff with caring responsibilities OC 2 – Improve access to flexible working arrangements OC 1 – Measures to reduce the impact of career breaks on career trajectory NC 2 – Targeted interventions for to improve progression from Academic Level B–C NC 1 – Interventions to improve women’s workplace experiences IC 1 – Reduce bias within committee/panel decision-making processes SC 5 – Athena SWAN Communications and Engagement FrameworkĭC 1 – Collection of gender diversity data for key career-cycle processesĭC 3 – Collect a broad range of staff diversity dataĮA 1 – Implement proactive attraction, recruitment and selection policies, tools and programsĮA 2 – Revise UQ position description template to be more appealing to womenĮA 3 – Enhance web presence as a progressive and inclusive employer for women We achieve this through a number of initiatives that are coordinated through the SAGE Athena SWAN Action Plan, including revisions of formal processes, mentoring and support programs, training and representation in marketing and messaging, and many more, so that members of these groups are eligible for consideration through the selection process in the first place. While this is true, the issue is far more nuanced, influenced by a number of issues including unconscious bias, social and cultural factors, and performance relative to opportunity, to name just a few – and in fact, diversity and merit are not mutually exclusive, and are often linked.įor example, at UQ, although all decision-making processes are ultimately merit-based, in situations where certain groups are under-represented – such as women in STEMM disciplines – we recognise that we need to work harder as an organisation to improve diversity by encouraging more eligible people from underrepresented groups to apply for these roles so they can be considered in the first place.
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