People & Culture

Implementation Checklist for Diversity Management
European Commission - August 2012

This document includes a comprehensive checklist and step-by-step walk through of diversity management. Pages 6 - 9 offer a wide-ranging audit of corporate diversity policies; we suggest pages 10 - 11 for Management Structure and Resourcing; page 12 for Measurement and Monitoring. Of interest to management as well, a section on Supplier Diversity on page 44. The remainder of the document would be useful to People and Culture and HR Directors.

Accelerating the Advancement of Women in Leadership: Listening, learning, leading
Male Champions of Change - November 2013

Action-orientated, this resource covers topics such as leadership commitment, creating accountability, changing organisational culture and removing negative impacts of parental leave or caring responsibilities. The report puts the onus on leaders to drive the change, and includes case studies and 3 actions to be taken for each topic. It provides memorable quotes from high profile CEOs who are "Champions of Change" and touches on the My leadership Shadow piece, which was put together and released jointly by the Male Champions of Change and CEW.

How To Set Gender Diversity Targets: Workplace Gender Equality Agency
Workplace Gender Equality Agency

This guideline provides high level statistics and practical advice on why gender equality matters and how target setting can help get your organisations there. Included are an instructional checklist that can be used prior to initiating targets and a seven step process for organisations to follow. There are two useful textbook examples of how target setting can be used in both a large and small organisation. Included in the guide is a target calculator to enable organisations to set realistic and achievable gender diversity targets.

Gender Strategy Toolkit (Draft): A framework for achieving gender equality in your organisation
Workplace Gender Equality Agency - 8 July 2014

This Toolkit from Australia has a strong business case at the beginning. From page 12 it focuses on roadmapping your D&I strategy, benchmarking, and implementing.

Making the Breakthrough: Women Matter 2012
McKinsey - 2012

Gender diversity ecosystem page 23. Know your numbers, target initiatives specific to your company's challenges/advtantages.

Supplier Diversity in the GTA: Business Case and Best Practices
DiverseCity - November 2012

This is a Canadian focused study and one of the few that centres on supplier diversity, outlining a good business case and best practices for doing business with suppliers owned by visible minorities. It outlines how organisations can infuse diversity into their supply chains and also identifies how supply chain policies and practices can be levers of change and influence. On page 5 it identifies and outlines the 5 stages of supplier diversity: 1) No Supplier Diversity, 2) Equal Opportunity, 3) Initial Supplier Diversity, 4) Partial Supplier Diversity, and 5) Full Supplier Diversity. There is a good list of motivators for supplier diversity listed on page 10. These include stakeholder expectations, ethical influences, economic opportunities, enhancing creativity and innovation, reducing dependence on suppliers, and realising the cost benefits of local sourcing. There is a list of broad guidelines for developing supplier diversity on page 12

Making a Difference: Why and how to employ and work effectively with Māori
EEO Trust

On pages 8 - 12 the EEO Trust provides recommendations for improved recruitment of Māori into organisations. The focus on key employment areas of recruitment, selection and training among others highlight points to consider when attracting the talents of Māori into your workplace. Also useful is the section on Understanding the Māori World on page 14 which helps organisations become mindful of the cultural practices of Māori and where appropriate, incorporate them into their business.

Riding the Wave: Moving from the "Right Thing" to do to the Bright Thing to do when maximising the benefits that ethnic diversity brings to our workplace
Office of Ethnic Affairs - 2014

This valuable document, developed in conjunction with the Korn/Ferry Institute, has a strong focus on New Zealand. The "Points to Ponder" throughout the document are strong, giving short summaries of relevant issues, and the Recommended Reading that accompanies them can lead to further information. Recruitment & Selection from pages 13 - 19 outlines different challenges that can be encountered in New Zealand. The case studies are used throughout, and in further detail from page 33.

Specifically Pacific: Engaging young pacific workers
EEO Trust - November 2011

Really valuable 2011 report. Pacific-focused which is rare and very relevant to the New Zealand context. Also valuable when thinking about generational diversity, because much of the literature review talks about engaging Gen Y etc. The literature review on pages 8 - 20 has interesting statistics on workplace engagement relevant to all employees, not just pacific. Good research is highlighted throughout the literature review. They've collated international and New Zealand research, and pulled out the most relevant numbers and statistics. Lots of quotes and case studies are used from page 21 to illustrate their research findings, what's important to young pacific employees, what motivates them, keeps them with an organisation, how to get the best out of them. Implications and conclusion from page 40.

Finding the Gold in Silver Hair: Challenges and opportunities for SMEs
The Executive Connection - March 2014

A recent Australian based paper assisting SMEs to understand the significant impact the demographic shifts of an ageing population will have on the business landscape - an issue very relevant to New Zealand SMEs. This paper aims to help SMEs to understand the implications of an ageing population on their business operations, their employees and their customer base. The wealth of skills, knowledge, wisdom and mentorship that the mature age group can provide is often largely ignored and better harnessing of the economic value of this ageing population could be significant. The advantages of the ageing population skill pool are outlined on pages 6 - 9. Tips for balancing the generations and managing an age-diverse workforce are worthwhile readings on pages 10 - 13. The business opportunities of meeting the needs of ageing consumers are outlined on pages 17 - 20, and the summary of the top 10 action points for SMEs to consider can be found on page 21.

Evaluation Bias and Backlash: Dimensions, predictors and implications for organisations
Gender Equality Project, The University of Melbourne - November 2012

Comparing male and female peers, this report analyses 117 academic studies of unconscious bias, emphasising its impact on decision making and the resulting implications for organisations. The report recommends four levels of intervention for organisations including: 1) Raising awareness, 2) Providing strategies and tools for ‘slower’, conscious thinking, 3) Audit and redesign of systems and process, and 4) Targeted culture change.

Supplier Diversity in the GTA: Business case and best practices

This is a Canadian focused study and one of the few that centres on supplier diversity, outlining a good business case and best practices for doing business with suppliers owned by visible minorities. The report examines the extent to which organisations in the Greater Toronto Area are involved in supplier diversity; what motivates them, the barriers they face and how these can be overcome, and the extent to which they are reaping the benefits of diversity in the supply chain. It outlines how organisations can infuse diversity into their supply chains and also identifies how supply chain policies and practices can be levers of change and influence. On page 5 it identifies and outlines the 5 stages of supplier diversity: 1) No Supplier Diversity, 2) Equal Opportunity, 3) Initial Supplier Diversity, 4) Partial Supplier Diversity, and 5) Full Supplier Diversity. There is a good list of motivators

Women in Male-Dominated Industries: A toolkit of strategies
Australian Human Rights Commission - 2013

This 2013 report from the Australian Human Rights Commission looks at the underrepresentation of women in male-dominated industries. It provides a toolkit to assist organisational leaders to develop and implement constructive and sustainable strategies to increase the representation of women in non-traditional roles within male-dominated industries. The toolkit provides practical suggestions and examples of workplace strategies and mechanisms across 4 areas: Attraction, recruitment, retention, and development of women. Strategies for attracting more women to consider applying for opportunities within male-dominated industries are outlined on pages 16 - 23, with some good industry examples. Strategies for an inclusive gender recruitment and selection process are outlined on pages 35 - 31, also with some good industry examples. Strategies to ensure more women are retained in non-traditional roles are outlined on pages 35 - 46 and strategies to ensure women have access to the development required for career paths in non-traditional roles are outlined on pages 47 - 58. An integrated gender diversity strategy is outlined on page 7.

Global Human Capital Trends 2014
Deloitte - 2014

Based on results of an extensive global survey, this document from Deloitte offers insights into 2014 global human capital trends across major industries. As the economic recovery takes hold, businesses are realising that the workforce today has changed - skills are scarce, workers have high expectations, and Millennials are now in charge. Older workers are also a major force and remain valuable contributors. This report outlines how to engage the diverse 21st century workforce, which is global, highly connected, technology-savvy and demanding. Critical new skills are scarce and their uneven distribution around the world is forcing companies to develop innovative new ways to find people, develop capabilities, and share expertise. The first section provides some very valuable reading. On page 5 the 12 critical human capital trends are organised into 3 key areas of strategic focus: Lead and Develop, Attract and Engage, and Transform and Reinvent. The top 10 findings from the Global Human Capital Trends 2014 survey are outlined on pages 7 - 19. "From Diversity to Inclusion - How to Move from Compliance to Diversity as a Business Strategy" is an interesting reading on pages 84 - 89; as is "How to Transform HR Professionals Into Skilled Business Consultants" on pages 103 - 109.

Career Playbook: Practical tips for women in leadership
Korn/Ferry Institute

This document contains tips for women leaders and their managers. The format is easy to navigate. Page 10 expands on some key differences between men and women in areas of motivators, experiences and skills. Good examples of actions that can be taken are found towards the end of the document.

Governance Institute of Australia Journal: Cultural Audit: A means of uncovering unconscious biases and other barriers to diversity within organisations
The May Group - January 2014

Predominantly focusing on gender, this piece outlines the benefits of conducting a cultural audit in your organisation. Page 4 shows how unconscious bias can affect a women's career in comparison to her male counterparts. These examples can also be adapted for other diversity sectors.

Global Diversity & Inclusion: Fostering innovation through a diverse workforce
Forbes Insights

Global Diversity & Inclusion: Fostering innovation through a diverse workforce Forbes Insights This report by Forbes Insights is based on the survey findings of 321 executives with direct responsibility or oversight for their companies diversity and inclusion programmes. All executives surveyed work for large companies in the Americas, Asia-Pacific or Europe/Middle-East/Africa, all with annual revenues of over US$500 million. Findings indicate that significant progress has been made with regards to building and retaining diverse workforces, but many respondents feel they’ve fallen short in areas such as disability and age. The key findings are summarised on page 3. “Diversity is a Key Driver of Innovation” is worthwhile reading on pages 5 - 6, as is “A Diverse Workforce Attracts Top Talent” on pages 7 - 9

Workplace Discrimination Review
VicHealth - November 2010

This is a summary and review by VicHealth Centre (University of Melbourne) of publicly available audit and assessment tools, programmes and resources in workplace settings to prevent race-based discrimination and support diversity. Organisational contexts, such as workplaces, have been identified both as places where race-based discrimination occurs, as well as a priority setting where anti-discrimination and diversity can be supported and enhanced. The most useful reading is on Pages 51 - 64 where there is a review and evaluation of international organisational assessment tools. This could be valuable for companies looking for examples of how to create a tool, or to evaluate strengths/weaknesses of existing ones.

The CEW Gender Diversity Kit
Chief Executive Women

Tested by 100 organisations in Australia, this entire toolkit is relevant to People and Culture leads in New Zealand. The toolkit is organised around 5 core questions and includes analysis and guidance every step of the way: 1) Is identifying and promoting female talent a top priority for our CEO, leadership team and board? 2) Are we appointing our fair share of female talent? 3) Is organisational culture driving our female talent out? 4) Does our pay distribution by gender tell a story? 5) Are we managing our female talent for leadership roles? The section "Lessons for Effective Change" from page 62 summarises suggested actions and responses to troubleshooting on page 66 can help with issues. Also worth noting is the Employee Survey on page 69.

The Politics and Practice of Counting: Ethnicity in Official Statistics in Aotearoa/New Zealand
Ethnicity Data Project

This is a valuable NZ document looking at issues and solutions to gathering ethnic diversity data, as well as the importance of obtaining it. Pages 2 to 10 are a worthy discussion on definitions, and objections people may have to being "counted" as specific groups. Pages 22 - 28 has examples of different processes and wordings used in various social sectors where ethnicity data is gathered, and would be a valuable starting point for organisations starting to gather this themselves.

Global Diversity & Inclusion Benchmarks: Standards for organisations around the world
Julie O'Mara, Alan Richter, Ph.D - 2011

One of the definitive pieces on D&I, these international best practice benchmarks have been created in consultation with over 80 experts. Pages VII and VIII outline the four broad categories and sub-categories the benchmarks are grouped as: 1) Foundation, the benchmarks necessary to build a D&I initiative, 2) Internal, focused on processes to increase effectiveness, 3) External, how an organisation connects with customers and stakeholders, and 4) Bridging, the assessment, measurement and communications that link the other three. Suggestions for how to use the tool in your organisation are found on page X. Pages 1 - 29 are the individual standards against which you can benchmark your own organisation. DiverseNZ Inc adapts these benchmarks for our own core frameworks.

Proven Strategies for Addressing Unconscious Bias in the Workplace
CDO Insights - August 2008

This document starts with a discussion on why everyone has unconscious biases, and how to address them without causing offence. A brief exercise on unconscious perceptions on page 5 is a good illustration of this. The report provides a strong example of Affinity Bias (where we hire those who are most like us) on page 8. A tip sheet of the "Top 10 Ways to Combat Hidden Bias" is found on page 15.

Diversity Walk: Unconscious bias workshop
Sourced from NZIM

This is a powerful exercise specifically created for a New Zealand context. Asking each participant to put themselves in the shoes of an individual who may be less privileged, it is best used as part of team training that provides insight into our own assumptions and biases.

Implicit Association Test

One of the most reccomended free tests available online, these are very US focused. They can be valuable to illustrate the ways in which we all display some bias in most situations, but are too far removed from the New Zealand context to be a truly reliable training tool.

Inclusion Matters Infographic
Catalyst - 1 May 2014

This is an excellent info graphic demonstrating that inclusive leaders create innovative, dynamic workplaces. Among the resources on their website is a brief "Are you an Inclusive Leader?" quiz. It focuses on their four identified qualities of an inclusive leader: Empowerment, Humility, Courage, Accountability.

Tips for Practicing and Valuing Diversity
Cook Ross

A small example of their Toolkit, list of 20 tips. Intro to their Toolkit. It has to be purchased, but gives an indication of what is involved.

What Gets Measured Gets Done: Measuring the Return on Investment of Diversity and Inclusion
Canadian Institute of Diversity and Inclusion - 16 April 2013

This research report presents a cross sector view of D&I and highlights the necessity to measure efficacy, impact and ROI of diversity initiatives. It starts out with an explanation of different methodologies but the must-read is on page 20 where it provides a brief toolkit for implementing and improving diversity measures. There is also a bibliography of additional reports that is worth a glance.

How To Set Gender Diversity Targets
Workplace Gender Equality Agency - 2013

This is a guide for employers to assist in setting realistic targets to improve the gender diversity of their workforce. If your organisation has already achieved a desired gender balance this guide may help in monitoring and maintaining that balance. The guide includes step-by-step instructions for using the WGEA target setting calculator, which is available on the Agency’s website. Gender targets are explained on pages 9 - 10, a seven step target setting process is outlined on pages 15 - 18, and instructions on how to use the target setting calculator are on pages 29 - 36. You will find a case study for a large organisation on pages 19 - 26. Similar to setting financial or other operational targets within an organisation, establishing realistic gender targets based on rigorous analysis and baseline data will significantly increase your chances of achieving the target. More information for developing a comprehensive gender strategy can be found on the Agency’s website.

Gender Balancing - It's Good for Business: A guide to making diversity in leadership happen
Reed Smith

Based on the premise that diversity should not be the sole responsibility of HR, this survey showcases best practices in diversity – specifically gender diversity. The survey demonstrates that becoming gender inclusive is challenging and requires organisations to make tangible changes. The definitions are useful, as are the recommended step-by-step processes described for each of the key strategies – for example, the role of formal sponsorship and leadership development within an organisation.

The power of flexibility: A key enabler to boost gender parity and engagement
Bain & Company Inc, CEW - 2015

What is the case for flexible working? How successful are Australian organisations at creating positive flexible workplace conditions for both women and men? Most importantly, how can organisations improve their employees’ experiences with flexible working? To answer these questions, Bain & Company and CEW surveyed 1,030 members of the Australian business, government and not-for-profi t community about their use of flexible work arrangements and their perceptions of their organisations. While flexible work can have many meanings, we defined it as an organisation allowing employees a measure of control over when, where and how they work, including working part-time, working from home, setting their own hours and taking a leave of absence. The good news is there is a powerful case for implementing flexible work arrangements, as they create positive advocacy about the organisation when widely used.

2016 Global When Women Thrive Report

The most comprehensive, analytical and predictive research on women in the workforce - linking organisational policies and programs to results. With 13 countries added since the initial 2014 report, it now includes 42 countries, nearly 600 submissions, and 3.2 million employees, including 1.3 million women.

Global Gender Diversity Report 2016 - Power Female Ambition Develop Career Opportunities

In compiling this report and recommendations, Hays spoke to over 11,500 women and men, asking their opinion and views on women in the world of work today. While the findings vary by country and by sector, Hays discovered common themes and sometimes surprising results about what can be done by business leaders today to ensure that women continue to advance in their careers and achieve better representation at senior levels. Hays' findings are also accompanied with insight from a number of successful women at the top of their professions, who share their experience from both a personal and professional perspective.

PwC Women in Work Index
Harnessing the full potential of the female workforce

This report provides an update to our annual PwC Women in Work Index, which combines key indicators of female economic empowerment into a single comparable index for 33 OECD countries. The Nordic countries continue to dominate the Index. The UK has also made significant gains this year, jumping from 21st to 16th position on the Index.