athena swan action plan: background - murdoch university · athena swan action plan: background...

1

Athena SWAN Action Plan: Background Murdoch University is fully committed to addressing gender inequity through this Action Plan. This Plan will be implemented irrespective of the outcome of our Bronze accreditation application, pending SAGE Peer Review panel feedback that may lead to modifications. Staff feedback and quantitative data analysis informed the development and categories of this Action Plan:

Early Initiatives 1. Leadership and Accountability 2. Governance 3. Organisational Culture 4. Equity and Diversity 5. Recruitment and Retention 6. Support and Advance Women’s Career Development 7. Data Integrity and Management

EARLY INITIATIVES: (Ongoing / completed during the self-assessment process)

Category Initiative Rationale / Examples Completed

Leadership and Accountability

Introduce a formal process forinternal recruitment and selection of Heads of Discipline in Colleges to open up the selection process.

Previous appointment processes were restrictive. November 2018

Organisational Culture Sponsor events and activities to build Athena SWAN profile during self-assessment process and raise awareness about gender equity at Murdoch.

Bystander Intervention training, Living Library-style mentoring and networking event, BioInfo Summer event sponsorship, RLadies Perth launch sponsorship, etc.

Ongoing

Equity and Diversity Host and fund staff attendance at gender equity/EDI events relevant to the Athena SWAN initiative.

International Women’s Day, national Ally and Athena SWAN symposiums, WA PrideFest, Excellence and Gender Equality Conference (ANU) and other events / seminars to support, recognise and celebrate Murdoch’s Women in STEMM.

Ongoing

Establish a LGBTIQA+ Advisory Committee. Quarterly meetings ensure a voice for this staff cohort, reporting to the Equity & Diversity Committee.

September 2018

Recruitment and Retention

Appoint an Associate Director Organisational Development and Culture.

This permanent role supports critical areas for staff development and includes an ‘equity’ unit.

August 2018

Reinvigorate, promote and deliver regular academic staff promotion and probation workshops.

After a brief period of inactivity, workshops have recommenced to help staff understand the criteria for promotion/probation and how to apply.

March 2019

Support and Advance Women’s Career Development

Reduce the period of academic probation from 3 years to 1 year for permanent academic staff.

A shorter probation period supports career progression and improves job security.

September 2018

2

Athena SWAN Action Plan: 2020 – 2023

Implementation of this Plan will commence from August 2019; however, measures are based on a 2020-2023 timeline. In an effort to ensure actions do not become ‘everyone’s responsibility and no-one’s responsibility’, accountability and responsibility is limited to one or two positions where possible.

1. LEADERSHIP AND ACCOUNTABILITY

Objective Action Rationale Milestones / Timeline

Accountable/ Responsible

Success Measures

1.1 Accountability of University Leadership

1.1.1 Develop and implement gender equity priorities for the Senior Executive Group (SEG) and report against these to Academic Council and Senate.

In addition to existing equity KPIs and reporting mandates for SEG, priorities that include gender equity in research, recruitment and retention will strengthen SEG accountability.

January 2020, annually

Vice Chancellor

Equity priorities are expanded. An annual reporting process is developed and implemented. Biennial equity, diversity and inclusion (EDI) staff survey reflects positive responses to University leadership accountability.

1.1.2 Develop gender equity priorities for the University Leadership Group (ULG), including Research Institute Directors, and embed in annual performance reviews.

There is currently no formal requirement for leaders to reflect and comment on their contributions to University equity goals in the Strategic Plan.

April 2021 Senior Executive Group Director People and Culture

Gender equity priorities for ULG are developed and embedded in annual performance reviews. Biennial EDI staff survey reflects positive responses to University leadership accountability.

1.2 Leadership training and development

1.2.1 Continue to develop, implement and review equity, diversity and inclusion (EDI) features of the new Leadership Development Program including: a) Targeted capacity building for emerging

academic leaders (e.g., through mentoring and sponsorship).

b) Training and development on conducting performance reviews and career planning discussions.

c) A ‘new leader’ induction component to ensure all new leaders understand and uphold Murdoch’s approach to gender equity / EDI with staff.

To embed responsibility and capability for EDI with all new and existing leaders at University, College and Research Institute levels, and develop the pipeline of future female academic leadership.

February 2019: (development commenced); July 2020: (implement); February 2021: (evaluate)

Provost Director People and Culture

The ULG understands matters of gender equity / EDI, discrimination, bullying, harassment, and complaint management. They participate and champion Murdoch’s proactive approach to gender equity / EDI. Female participation is monitored to ensure equitable participation relative to opportunity. Biennial EDI staff survey reflects positive attitudes towards an inclusive, diverse and supportive leadership.

1.2.2 Sponsor emerging and new female leaders’ participation in external ‘Women in Leadership’ symposiums.

Women-in-leadership development opportunities are required for academic and professional staff to build capacity and holistically contribute to Athena SWAN Charter principles.

January 2020 (ongoing)

Provost Career progress is enhanced for Murdoch women in pivotal areas that influence equity and diversity goals.

3

1. LEADERSHIP AND ACCOUNTABILITY



Success Measures

1.3 Leadership commitment

1.3.1 Commit to resourcing implementation of the Action Plan, irrespective of the outcome of the Application.

Staff feedback indicates wide support for the Plan, but some doubt commitment to full implementation and change. Implementation requires adequate resources, including dedicated staffing, and lays the foundation for Departmental Athena SWAN awards. A budget forecast has been endorsed by Senior Executive Group to deliver on this Plan’s objectives.

January 2020, reviewed annually

Vice Chancellor Chief Financial Officer

One-off and recurring funds are allocated as per the Action Plan. The Action Plan is reviewed and modified quarterly to ensure progress against milestones. Departmental Athena SWAN award applications are feasible.

1.3.2 Commit to becoming an accredited member of key gender equity organisations.

By establishing standards to meet criteria of organisations such as WGEA Employer of Choice, Rainbow Tick, CEOs for Gender Equity and Australian Breastfeeding Association, we reinforce our commitment to gender equity and diversity.

December 2023

Vice Chancellor Director People and Culture

Membership / accreditation is attained in relevant organisations.

4

2. GOVERNANCE

Objective Action Rationale/Evidence Milestones / Timeline


Success Measures

2.1 Influential University and College committees

2.1.1 Review Terms of Reference for Senate and its subordinate committees regarding membership to enable gender balance where appropriate.

Whilst some Terms of Reference are restrictive, there is scope to expand certain membership categories to encourage greater female representation.

December 2021

Vice Chancellor University Secretary

A review of the Terms of Reference for Senate and its subordinate committees is conducted. The Senate achieved gender parity in July 2019 (first University in WA).

2.1.2 Encourage women to participate on

influential University and College committees

by stating in calls for nominations the

aspiration to have 50% female membership,

and make gender balance of committee

membership a standing item in annual

reporting for review by parent

committee. Where committee membership is

co-opted or appointed, set the goal of 50%

female.

Data depicts gender disparity in all senior management and influential University committees. Gender balance on peak governance bodies and committees, aims to ensure more women have a seat, and a voice, at the table. While growing our pool of senior female academics, the benefit of more women’s voices around the table must be balance by workload implications for the present few.

February 2020

Vice Chancellor University Secretary

Election announcements reflects the goal of 50% female membership (completed). More women stand for election. Committees show improvements in gender balance amongst elected, appointed and co-opted positions. Committee gender balance is a standing item at annual review for relevant committees and Senior Executive Group, providing a mechanism for continued awareness and to review progress.

2.1.3 Improve committee meeting participation by: a) Scheduling committee meetings between

10 a.m. and 3 p.m.* and enabling remote participation.

b) Ensuring committee Chairs are adequately trained in gender equity/EDI to ensure equitable meeting participation.

*Senate comprises a majority of external members with outside work commitments.

More inclusive meeting practices enables diverse participation and accommodates staff working flexibly.

December 2021 Senior Executive Group University Secretary

Committee meetings take place between 10 a.m. and 3 p.m., with remote participation where required. The workload harmonisation project considers adequate workload points for relevant committee memberships. Committee Chairs are trained and apply EDI principles to chairing meetings.

5

2. GOVERNANCE



Success Measures

2.2 Profile of University and College Committees

2.2.1 Publish single-paragraph blogs of outcomes of influential University committees and communicate via online staff announcements. Colleges to also develop more inclusive communication strategies for local staff meetings.

Staff feedback suggests improved communication and transparency regarding Committee functions would raise awareness and sense of inclusion. Part-time staff (mainly female) feel excluded when no meeting correspondence (e.g. minutes) is recorded / shared.

December 2020 Senior Executive Group University Secretary

Single-paragraph summaries are published as a staff news item. Biennial EDI staff survey reflects positive attitudes to transparent governance and inclusive communications.

2.3 Athena SWAN Governance and Activities (cont…)

2.3.1 Establish and appropriately resource a Gender Equity Monitoring and Management (GEMM) Committee as a subcommittee of the Equity and Diversity Committee.

The GEMM Committee membership will seek improved gender and academic level representation than was evident on the Self-Assessment Team (SAT). Terms of Reference to include: a) Oversee the implementation,

evaluation and communication of Action Plan activities.

b) Liaise with Satellite GEMM Committees, the LGBTIQA+ Advisory Committee and the Disability Advisory Committee to ensure a cohesive approach to EDI.

c) Prepare for Athena SWAN Bronze institutional renewal and/or Departmental Silver accreditation.

d) Ensure integration and alignment with core University plans so that Athena SWAN Action Plan is not isolated.

October 2019 Provost Senior Manager Access, Wellbeing and Equity

GEMM Committee (and Satellite committees) is established and a Project Officer is appointed. Outcomes are monitored and communicated to staff, with consultation opportunities where required.

6

2. GOVERNANCE



Success Measures

(cont…) 2.3 Athena SWAN Governance and Activities

2.3.2 Develop and implement a staff biennial Equity, Diversity and Inclusion (EDI) survey to measure improvements in University culture, and relevant Athena SWAN Action Plan deliverables.

Following a low survey response rate (March 2018), feedback from staff will inform improvements to communication and usability of future surveys, to ensure more robust, meaningful and reliable data.

March 2020, then biennially

Provost Chair Gender Equity Monitoring and Management Committee

A revised EDI survey is developed, with an improved response rate (aim for 40% minimum). Gender representation of respondants is relative to their proportions in the workforce. Responses are evaluated and communicated back to staff and relevant committees.

2.4 Informed decision-making of Senior Executive Group/University Leadership Group

2.4.1 Develop mechanisms to ensure discussion and decision-making by Senior Executive Group and University Leadership Group are informed by current gender equity research, trends and best practice.

Awareness of research, trends and best practice is critical to informed EDI decision-making. Harness existing networks including Innovative Research Universities (IRU) and the WA SAGE Athena SWAN regional network (see Action 6.1.3).

November 2021 Chair Equity and Diversity Committee Chair Gender Equity Monitoring and Management Committee

A process is established for keeping Senior Executive Group and ULG up to date on EDI best practice. The IRU network and WA SAGE Regional Network strengthen Murdoch’s approach to understanding and addressing gender equity.

7

3. ORGANISATIONAL CULTURE



Success Measures

3.1 Recognise gender equity & diversity

3.1.1 Recognise, celebrate and communicate the achievements of female staff and HDR students and ensure EDI considerations are applied in award processes, through: a) Increasing STEMM female academic and

HDR student nominations for external teaching and/or research awards.

b) Annual acknowledgement of key female appointments and achievements at International Women’s Day events.

c) Piloting ‘women-only’ self-promotion / media workshops

d) Hosting annual Women in STEMM seminars/events during National Science Week, Murdoch Research Week and/or International Day for Women in Science.

Staff seek greater recognition for teaching and research excellence; Data shows very low numbers of staff applying for Vice Chancellor’s Citations and Awards, and even less successful applications. Actions are designed to:

help staff develop and communicate their academic / research profile, achievements and effective grant collaborations.

recognise successful research initiatives achieved by gender diverse teams.

a) July 2021 b) March 2020,

then annually c) January 2022 d) August 2019,

then annually

Vice Chancellor Pro Vice Chancellor Education; Pro Vice Chancellor Research and Innovation; Provost; Director People and Culture; Director Marketing and Communications

Monitor the gender balance and number of award nominations and wins. The performance review process accommodates a category of ‘supported towards award nomination’. Specific events highlight achievements of women and celebrate gender diversity. Frequency and participation at self-promotion / media workshops is monitored. Biennial EDI staff survey reflects improved sense of recognition of achievements across various functions, in particular STEMM.

3.1.2 Develop and launch an online Murdoch EDI calendar of significant days, available to staff and students.

An EDI calendar, hosting thematic events that profile under-represented genders and their achievements, promotes particular messages related to gender equity, diversity and inclusion.

March 2020 (update annually)

Chair Equity and Diversity Committee Senior Manager Access Wellbeing and Equity

Days of significance are recognised, communicated and made available to all staff and students.

3.2 Workplace respect (cont…)

3.2.1 Establish a dedicated Equity, Diversity and Inclusion role in People and Culture.

A dedicated role is required to deliver ongoing support and guidance for managing recruitment and retention of female academic staff. People and Culture is a key lever of change for bringing a range of staff EDI issues to fruition.

January 2020 Chief Operating Officer Director People and Culture

An ongoing EDI position in People and Culture is funded.

3.2.2 Review and update policies and procedures for managing bullying, harassment and discrimination, and provide relevant training and development.

Staff feedback indicates there is some confusion around processes for preventing and resolving issues for both managers and staff. Staff and managers need clarity about options for responding to inappropriate behaviour and reporting misconduct (refer also to Actions 1.2.1 and 3.2.4).

December 2020 (policy review); June 2021 (training)

Director People and Culture Senior Manager Access, Wellbeing and Equity

Biennieal EDI staff survey reflects improved responses regarding bullying and discrimination. Bystander training is available twice yearly.

8




Success Measures

(cont…) 3.2 Workplace respect

3.2.3 Embed inclusive language by: a) Auditing existing policies and procedures

for discriminatory wording or gendered nuances.

b) Exploring specialist software to review and remedy gender language in recruitment materials.

Recruitment and marketing language has evolved to be gender-neutral and there is scope to encourage more inclusive statements in institutional policy and HR documents (e.g., policy, procedure, job ads, position descriptions, etc.)

December 2021 (audit) March 2020 (software)

Director People and Culture University Secretary; Director Marketing and Communications

An audit process resolves discriminatory wording in relevant materials, and provides more inclusive options.

3.2.4 Establish an Equity Contact Network, with appropriate training and support to members.

Improvements to equity and discrimination polices (see Action 3.2.2) will be reinforced by providing a network of people to provide staff with clear avenues for seeking advice relating to gender equity/EDI issues within the University.

July 2021 Director People and Culture Senior Manager Access, Wellbeing and Equity

Equity Contact Network is developed and enables the University to better understand the culture and areas requiring support and/or training and development to address inappropriate behaviour, complaints, etc. Effectiveness is evaluated annually.

3.3 Internal and external gender equity/EDI communication and marketing (cont…)

3.3.1 Develop and implement a gender equity / EDI communication strategy and marketing plan that promotes equitable practices and opportunities for women including: a) A Murdoch University Athena SWAN

(public-facing) landing page that communicates: accreditation and Action Plan

progress. achievements of, and opportunities

for, Murdoch women in STEMM. internal links to staff / PCO relating

to gender equity / EDI information. b) Multi-media imagery featuring Murdoch

women. c) Staff gender equity/EDI statistics

published in the MU Annual Report. d) Unique Murdoch ‘gender equity’

branding incorporating Athena SWAN Bronze logo on relevant marketing material and job ads.

Staff report feeling confused and misinformed with inconsistent and insufficient gender equity/EDI information, opportunities, topics and material. A new (staff and student) intranet, due mid-2019, will support this action.

a. July 2020 b. July 2021 c. December

2021 (then annually)

d. Subject to successful accreditation

Chair Gender Equity Monitoring and Management Committee Director Marketing and Communications

GEMM Committee approves the communication strategy and marketing plan. Staff knowledge and improved management conversations are monitored via biennial EDI staff survey.

9




Success Measures

(cont…) 3.3 Internal and external gender equity/EDI communication and marketing

3.3.2 Review and enhance content and communication of external research funding opportunities and related workshops, seminars and training. Use networks in Action 6.1 to target women in STEMM.

Staff feedback indicates a need for more inclusive approach regarding external research funding opportunities. Our data depicts low numbers of female STEMM academics attending research workshops and receiving grant funding.

July 2020 Deputy Vice Chancellor Research and Innovation Pro Vice Chancellors Colleges Pro Vice Chancellor Education Pro Vice Chancellor Research and Innovation

The number of female staff attending workshops, applying for and receiving external research funding increases.

3.4 Parental leave information and access

3.4.1 Develop a suite of tools to holistically address parental leave and communicate these effectively to managers and staff (at induction, on web page, in EDI training, etc.). Specifically, a ‘Parental Leave Basics’ Information Booklet for Employees and a ‘Parental Leave Toolkit for Supervisors’ including specific application and eligibility processes for all parental leave entitlements and technical matters.

Murdoch’s Parental Leave policy and entitlements are fair and competitive; however, staff feedback indicates the information is difficult to access and understand. The booklet and toolkit will ensure staff and managers are provided comprehensive information and support to deliver a consistent institutional approach

July 2020 Director People and Culture

‘Parental Leave Basics’ Information Booklet for Employees and ‘Parental Leave Toolkit for Supervisors’ is implemented and communicated to all staff. Biennial EDI staff survey reflects positive attitudes to inclusive work practices.

10




Success Measures

3.5 Flexible work arrangements

3.5.1 Develop a Variation to Employee Working Hours and Flexible Working Arrangement Procedure to work in tandem with the Parental Leave toolkits.

Staff feedback and data reflects gender disparity, confusion and inconsistencies amongst part-time staff and those accessing parental leave or flexible work arrangments.


Employee Working Hours and Flexible Working Arrangement Procedure is implemented and communicated to all staff. Biennial EDI staff survey reflects positive attitudes to inclusive work practices. Managers understand and are trained in: a) Employee options. b) The application process. c) Business considerations when

reviewing a request to vary hours.

d) Possible flexible working arrangements.

e) Legal obligations.

3.5.2 Showcase examples of current employees working flexibly — men in particular — at events and in promotion and recruitment material as relevant.

Data depicts gender disparity linked with part-time contracts and parental leave. Increased visibility of men who work flexibly raises awareness and acceptance of flexible work arrangements for all.

December 2020 Chair Gender Equity Monitoring and Management Committee Director Marketing and Communications

Examples of current employees working flexibly are shared and recognised across relevant platforms.

3.5.3 Develop a method to capture flexible work applications and approvals.

Being able to monitor gender trends of staff working flexibly, is one step towards normalising these arranegments. Although flexibility is greatly valued, some academics require stability in teaching timetables to arrange child care.

December 2023 Director People and Culture

The number of flexible working applications and approvals are able to be measured for analysis.

11




Success Measures

3.6 Parenting support facilities and initiatives

3.6.1 Improve flexibility of parking options: a) Establish and communicate staff (and

student) parking bays for parents with school drop-off duties.

b) Explore feasibility of discounted annual parking permits for part-time staff.

Staff feedback suggests current car parking arrangements need to facilitate a more fair and equitable access.

a) July 2022 b) December

2020

Chief Operating Officer Director Property and Commercial Services

Parking bays for parents are created, and discounted annual parking permits for part-time staff are considered.

3.6.2 Review availability and standard of parenting rooms across all campuses and embed parenting rooms in all major new buildings and refurbishments. Develop parenting support facilities and initiatives for parents with pre-school-aged children. To be prioritised in the order of:

1. Breastfeeding rooms 2. Parenting rooms 3. Subsidised care options (i.e., bub-hub) 4. Crèche/Occasional care service or

expand childcare centre on campus.

Staff seek more support for breastfeeding mothers and those with caring responsibilities, in particular part-time/casual staff, of which the majority are female. Currently, limited options and availability for child care services/support.

January 2020 (commence review); January 2023 (implement)

Chief Operating Officer Director Property and Commercial Services

Parent support facilities are established and utilised by staff and students, with periodic user evaluations. Where possible, participation is monitored. Biennial D&I staff survey reflects positive attitudes to family-friendly facilities.

3.6.3 Explore options for more equitable access to on-campus School Holiday Program.

Staff feedback suggests a need for options for high-school-aged children and subsidised arrangements, particularly for the teaching weeks in July, and September school holidays.

July 2021 Chief Operating Officer Director Property and Commercial Services

School Holiday program expands operations to include high-school-aged children. Number of registrations is monitored. Subsidies are considered for academic staff with teaching duties.

12

4. EQUITY & DIVERSITY


Accountable / Responsible

Success Measures

4.1 Onboarding and induction

4.1.1 Audit and improve the efficacy of onboarding and induction activities.

Insufficient data limits our understanding of the effectiveness of induction and onboarding activities. Improvements are required to more accurately capture and understand participation, unique needs and effectiveness, and expose new staff to Murdoch’s approach to EDI.

July 2020 Provost Director People and Culture

Onboading and induction activities are reviewed and improvements result in staff feeling more aware of their workplace in terms of EDI. Staff at all levels receive appropriate onboarding and induction experience. The unique needs of intersectional groups, including those arriving from overseas, are considered.

4.2 Pay gaps 4.2.1 Develop, implement and communicate an institutional policy/approach to discretionary allowances, applied to all College and Discipline levels. Report to Senior Executive Group.

Data depicts gender disparity in monetary allowances and benefits.

December 2021 Chief Financial Officer Director People and Culture

The University has a transparent approach to discretionary allowances. Senior Executive Group is informed of pay equity issues via annual reporting.

4.3 Workload 4.3.1 Evaluate the workload harmonisation project in the context of gender equity to gauge fairness, consistency and transparency. Report findings to Academic Council.

Staff feedback and data depicts gender disparity in teaching loads in some Disciplines.

July 2020: (evaluate); December 2020: (report findings)

Provost College Pro Vice Chancellors

An update (with recommendations) is provided to Academic Council regarding the evaluation of workload harmonisation project.

4.3.2 Explore ways to capture and monitor University Outreach service performed by academics in workload model in the context of gender equity.

Currently, there is no ‘points’ allocation for Outreach service in academic workload model. When female STEMM academics perform Outreach, they act as role models to inspire our female STEMM student pipeline.

July 2020 Provost Outreach office College Pro Vice Chancellors Director Student & Library Services

There is clarity around Outreach service ‘points’ in workload.

13




Success Measures

4.4 Transgender people

4.4.1 Review gendered toilet labels and introduce/relabel toilets to gender neutral as appropriate.

In addition to three ‘single occupancy’ toilets established in 2018, more are needed in varying locations across campus.

December 2020 Chief Operating Officer Director Property and Commercial Services

Additional gender-neutral toilets are identified across campus.

4.4.2 Review and develop new gender identifying options available to staff that is more representative of gender diversity.

We understand the liminal legal state regarding genders and names, and that this may affect Transgender people’s ability to provide minimum and consistent identification documentation.


New gender-identifying options are developed and more in-depth analysis of staff data is possible.

4.4.3 Update Murdoch’s People and Culture and Access, Wellbeing and Equity web pages to include information for supporting our Transgender staff, in collaboration with the LGBTIQA+ Advisory Committee.

Existing information regarding support for Transgender staff is limited. We endeavour to avoid using images of pre-transition Transgender people against their wishes.

December 2020 (annually)

Director People and Culture and Sr Mgr Access Wellbeing and Equity

Web pages are updated regularly. Biennial EDI staff survey reflects positive attitudes to inclusive work practices and Transgender staff feel safe, included and supported.

4.5 Intersectionality 4.5.1 Establish partnerships with Disability employment service providers that lead to placements, build awareness and foster a supportive environment for staff with disability.

Demonstrates commitment to an inclusive workforce.


Partnerships are established and the number of placements are monitored. Biennial EDI staff survey reflects positive attitudes to inclusive work practices.

4.5.2 Develop, implement and communicate a Staff with Disability Policy that provides better support to staff with disability.

Demonstrates commitment to an inclusive workforce.

January 2020 Director People and Culture

Policy is developed, implemented and communicated to all staff.

14




Success Measures

4.6 Aboriginal and Torres Strait Islander people

4.6.1 Apply a gender equity lens to the Aboriginal and Torres Strait Islander Employment Strategy (2019 – 2021).

Aboriginal and Torres Strait Islander Employment Strategy (2019 – 2021) aims to increase the representation to 3% of MU staff. A gender and STEMM focus complements Athena SWAN Charter obligations.

December 2020 Pro Vice Chancellor Aboriginal and Torres Strait Islander Leadership Director People and Culture

The Aboriginal and Torres Strait Islander Employment Strategy (2019-2021) reflects gender equity in STEMM goals.

4.6.2 Continue to provide annual funding to develop and support female Aboriginal and Torres Strait Islander research staff in STEMM.

Data shows Aboriginal and Torres Straight Islander female academics are underrepresented in STEMM. Funding individuals, guest speakers or events will enhance internal and external opportunities and strengthen Murdoch’s diversity.

By December 2020 (annually)

Pro Vice Chancellor Aboriginal and Torres Strait Islander Leadership Pro Vice Chancellor College SHEE

Improved research opportunities are provided to female Aboriginal and Torres Strait Islander academics in STEMM.

15

5. RECRUITMENT AND RETENTION

Objective Action Rationale / Evidence Milestones / Timeline


Success Measures

5.1 Recruitment and retention strategies

5.1.1 Enhance advertising strategies to attract a higher rate of female applicants to academic STEMM positions.

Data depicts low numbers of female applicants within some STEMM disciplines. Targeting advertising to female applicants is required to attract a higher rate of female applicants to academic STEMM positions, in particular in areas where women are underrepresented.

December 2020

Director People and Culture

Number of female applicants increase in underrepresented STEMM areas.

5.1.2 Establish targeted recruitment campaigns to: a) Explicitly encourage applications from

under-represented genders in relevant disciplines.

b) Explore the provision of exemptions under the Equal Opportunity Act 1984 to allow certain STEMM academic positions to be open to female applicants only, as necessary.

Data shows STEMM disciplines have gender imbalances. Best practice for addressing gender disparity in STEMM disciplines indicates targeted recruitment may be needed to achieve a ‘critical mass’ for cultural change.


Monitor the gender of applications, short-listings and appointments.

5.1.3 Apply to become an endorsed employer of Work180.

An audit of current / contemporary practices identifies Work180 as a national advocacy portal supporting working women througha transparent directory of employers who value pay equity, flexible working, paid parental leave, equal opportunities and other equity criteria in non-traditional areas.


Murdoch participates in a 6-month pilot with Work180. Recruitment outcomes are monitored and reported to SEG for continuation, if successful.

16




Success Measures

5.2 EDI policies and processes for selection committees

5.2.1 Explore and pilot more equitable selection practices, including: a) Minimum gender balance requirements

for selection committees during initial short-listing process.

b) A requirement to disclose gender breakdown of long list of applicants that explains if/why a minimum gender requirement has not been met.

c) Provide EDI training for selection committee Chairs and, include a checklist to mitigate bias and reflect new policies and procedures.

Anecdotally female staff are called upon more frequently to sit on selection committees for interviews to meet gender balance requirements, however they may not always be involved in the initial short-listing process (refer to Action 4.3.2). Ensuring ALL committee members are aware of EDI principles will help embed equitable selection into our practices, particularly in STEMM. Murdoch must commit to enhancing recruitment and selection strategies, particularly within male-dominated fields, to increase female applicant numbers, especially at senior levels.

December 2021 Director People and Culture Sr People Partner College SHEE

Equity targets for STEMM recruitment and selection are piloted. Outcomes are monitored and an evaluation is conducted, with findings reported to Pro Vice Chancellor College SHEE for further consideration.

5.2.2 Introduce a process to consider Performance Relative to Opportunity to inform merit-based selection (refer to Action 5.3.4).

This is now considered best practice in recruitment and selection; the Relative to Opportunity approach is applied in many tertiary and grant funding institutions.


A process is introduced and applied effectively by selection committee.

5.2.3 Improve the promotion of and participation in selection committee training, prioritising STEMM academic disciplines.

Hiring managers and staff involved in selection panels are required to understand new features of EDI policies and processes.

January 2021 Director People and Culture College Dean Academic Operations

Participation is monitored and reported to the Equity and Diversity Committee twice per year.

17




Success Measures

5.3 Promotion applications

5.3.1 Evaluate outcomes from the academic staff probations and promotions review to assess policies and processes are equitable and align with Athena SWAN principles, and resolve if/as required. Include Performance Relative to Opportunity statements in the promotion application guideline, workshops, and application form.

Staff express confusion, concern and uncertainty regarding criteria for each academic level. A review commenced during 2018 for implementation in 2020, after new academic structure has been bedded down.

Academic staff promotions and probations review in progress; December 2022

Provost Deputy Vice Chancellor Research and Innovation; Pro Vice Chancellors Colleges

The revised promotions and probations policy reflects Athena SWAN principles. Performance Relative to Opportunity statements are introduced into relevant promotions material

5.3.2 Introduce women-only probation and promotion workshop sessions that address topics pertinent to female academic careers.

Data depicts very low application numbers (across both genders). Staff feedback indicates in existing workshops women in STEMM feel outnumbered and reluctant to raise issues and questions that are specific to women.

December 2020 Director People and Culture Chairs of Promotion Committees

Monitor workshop attendance and number of applications by gender for improvement.

5.3.3 Introduce a section within the performance development and review system that prompts discussion about promotion and multi-year career planning and adequately communicate to managers (refer to Action 1.2.1.b).

Staff report lack of opportunity to discuss and plan for career progress in previous system.


Staff have regular discussions with managers regarding promotion application suitability.

5.3.4 Enhance committee governance by ensuring Promotion Committee Chairs and committee members can appropriately apply Performance Relative to Opportunity considerations, with an Equity Advisor Role (PCO) present to support understanding and implementation.

Performance Relative to Opportunity allows achievement to be considered against a standard. Career interruptions should not mean less achievement and should be considered to ensure performance is ‘averaged’. To ensure the new approach is implemented as intended, training and support will be required.


Relevant people are trained and an Equity Advisor participates in meetings. The number of applications and successful outcomes of staff who experience career breaks or work part-time, increases.

18




Success Measures

5.4 Female STEMM academic pipeline

5.4.1 Appoint a Research Career Development Officer to review, enhance and communicate researcher career-development opportunities (internal and external) for PhD students, and Early Career and Midcareer Researchers.

HDR students and staff describe confusion and lack of support and information for emerging academics and researchers to navigate their career.

January 2023 Deputy Vice Chancellor Research and Innovation Dean Graduate Research Office

A research Career Development Officer is appointed.

5.4.2 Review and enhance the marketing and content of Graduate Research Education and Training (GREAT) and Emerging Researcher Leader program training and support, including: a) Improved online presence b) A gender equity/EDI module. c) IIndustry Mentoring in STEMM (IMNIS)

program and opportunities to build STEMM industry relationships.

d) 1:1 grant application reviewer services. e) Peer-led mentoring / induction in

research student’s first year.

Staff feedback and data depicts gender disparity in workshop participation. Support often relies on individual communication channels that can break down, impacting the awareness of options available to HDR/ECR cohort to enhance their career development.

March 2023 Deputy Vice Chancellor Research and Innovation Dean Graduate Research Office

The GREAT program and Emerging Research Leader training and support are reviewed and enhanced. Participant numbers are monitored for improvement. Biennial EDI staff survey reflects positive attitudes to career support for emerging academics and researchers.

5.4.3 Review and enhance online material supporting the induction and onboarding of PhD students. Include networking opportunities, with an EDI and/or ‘Women in STEMM’ focus where relevant.

Staff feedback and an audit of online material reflects areas for improvement.

January 2023 Pro Vice Chancellor Research and Innovation Dean Graduate Research Office

PhD students receive more comprehensive induction and onboarding. Participation of female PhD students in STEMM is monitored.

5.5 Staff Exit Survey and Interviews

5.5.1 Review the staff exit survey and interview system to ensure data fields reflect relevant categories (Academic / Professional, FTC / Permanent, STEMM / non-STEMM and gender). Review and report on data and equity measures annually.

The current Exit Survey and Interview system, developed in 2018, can help explain reasons for leaving and, consequently motivators for retaining staff.


Annual reports are able to identify gender disparity amongst reasons academic staff leave the University. Relevant committees (GEMM, SEG and parent committees) are aware of any equity trends affecting leavers.

19

6. SUPPORT AND ADVANCE WOMEN’S CAREER DEVELOPMENT



Success Measures

6.1 Strategic networks and partnerships

6.1.1 Review, develop and implement mentoring, networking, coaching and sponsorship opportunities to enhance career development, focusing on women in STEMM.

Whilst informal mentoring is valued by staff, structured mentoring, coaching and sponsorship programs are also highly sought after. More effective engagement of male staff is required to undertake a ‘sponsor’ role. Piloted programs in 2018/19 (Entry to the C-Suite, WATTLE) yielded positive outcomes. More opportunities for networking are required for women in STEMM on local, state and national levels.

December 2020 (review and develop); December 2021 (implement)

Provost Director People and Culture; Pro Vice Chancellor College SHEE

Monitor participation and progress of individual participants in programs. Existing networks are harnessed to maximise opportunities (refer to Action 6.1.3).

6.1.2 Formalise the Vice Chancellor’s Female Professors Group to identify and develop female academic leaders.

Vice Chancellor’s Female Professors Group is an existing network but is currently under-utilised and unstructured.

October 2020 Vice Chancellor The Vice Chancellor’s Female Professors Group has a formal process for identifying and developing female academic leaders.

6.1.3 In addition to existing higher education networks, explore opportunities for collaboration to develop a WA university-wide Gender Equity Research Network that shares best practice, develops benchmarking protocols, raises awareness and influences change.

Collaborate with Curtin University who has committed to developing this initiative their Athena SWAN Action Plan. Harness and maximise existing networks including Innovative Research Universities (IRU) and the WA SAGE Athena SWAN regional network andthe Association of Commonwealth Universities (ACU).

October 2021

Chair Gender Equity Monitoring and Management Committee

WA University-wide Gender Equity Research Network established. Regular forums are held and attended, with updates and recommendations reported to SEG and ULG as appropriate. Murdoch is awarded at least one ACU gender equity grant during the period.

20




Success Measures

6.2 Research opportunities and support (cont…)

6.2.1 Explore options for centrally funded schemes that support female academics whose research performance has been affected by a career break and/or working flexibly, including: a) Parental Leave Research Assistance

Scheme: funding for a research / laboratory assistant to progress research whilst the primary researcher is on parental leave, or to assist them upon returning to work.

b) Research Support Scheme: temporary funding that supports research upon returning to work through reduced teaching load.

c) Carer/Dependant Conference Travel Scheme: Funding to support staff with caring responsibilities to attend / present at conferences, by subsidising / minimising associated costs of travelling with a dependant.

Staff feedback and data depicts gender disparity in research funding income and teaching loads. Female academics with young children describe financial and carer challenges to attend conferences, compromising opportunities to disseminate their work, network and collaborate. Staff describe experiences of returning to work part-time with a full teaching load and no research load, which impedes their career progression.

March 2020 Deputy Vice Chancellor Research and Innovation

Centrally funded schemes and related criteria for application are established. Monitor and report on participation and individual progress.

6.2.2 Increase support and develop processes for women in STEMM to participate in internal and external research and development opportunities, including: a) Gender equity / EDI incentives for diverse

research teams. b) Support nominations for Fame Lab, Fresh

Science, etc. c) Grant writing workshops or Research

Study Program opportunities.

Data shows gender disparity in grant funding and, anecdotally, low gender diversity amongst STEMM research teams.

March 2020 Deputy Vice Chancellor Research and Innovation

Uptake of research and development opportunities is monitored

21




Success Measures

(cont…) 6.2 Research opportunities and support

6.2.3 Review the process and criteria for internal research and related funding opportunities (including Research Study Program) to ensure applications are assessed with an equity lens (e.g., ‘performance relative to opportunity’ assessment criteria applied).

Data shows gender disparity in research income and scope for improved equitable practices in decision-making regarding funding allocation. This may require guidelines to be established at College level.

December 2022 Deputy Vice Chancellor Research and Innovation Pro Vice Chancellor Colleges; Pro Vice Chancellor Research and Innovation

Performance Relative to Opportunity sections are applied to all internal applications for research support funding.

6.2.4 Provide internal seed funding in STEMM disciplines and Research Institutes where women are underrepresented for gender-diverse research-collaboration teams, particularly those led by women.

Data shows female researchers attract less research income in certain STEMM disciplines. New NHMRC rules provide incentives for inclusive and diverse applications. Staff feedback calls for increased research support, opportunities and collaborations.

July 2021 Deputy Vice Chancellor Research and Innovation

Seed funding is provided to gender-diverse teams in STEMM areas where women are underrepresented. Number of female-led teams and gender-diverse teams increases. Female researchers attract more research income.

6.2.5 Develop a system and provide ‘bridge funding’ to support STEMM research staff at the end of a fixed-term contract.

Data shows fixed-term leavers in STEMM disciplines are disproportionately female. Where they have another externally funded research application grant pending, they face a funding gap and break in service continuity.

January 2021 Deputy Vice Chancellor Research and Innovation

Bridge funding is resourced and an application process / criteria is developed and implemented. Gender equity improves amongst fixed-term staff, including ‘leavers’, following contract expiration.

6.3 Performance development, review and career planning (cont…)

6.3.1 Review and enhance features of the performance development and review process to encompass long-range career and succession planning discussions that ensure career development opportunities for women are clearly flagged.

Staff feedback and data depicts low rates of participation. Staff feel the current appraisal system is inconsistently used and susceptible to supervisors inappropriately ‘ticking a box’. It is not specifically designed to support and progress career planning discussion. Based on further feedback, performance and development reviews need to be utilised to promote career development, and not just past performance.

January 2021 Director People and Culture

The performance development and review process includes a section pertaining to long-term objectives.

22




Success Measures

(cont…) 6.3 Performance development, review and career planning

6.3.2 Include recognition for significant Outreach service by academic staff in performance development and reviews and career planning discussions.

Staff feedback and anecdotal evidence suggests gender disparity in academic Outreach services , in particular in STEMM.

January 2021 Pro Vice Chancellors Colleges Outreach office

Recognition of Outreach service is recorded and considered in performance development and review discussions in relation to promotion applications.

6.4 Casual staff 6.4.1 Ensure proper induction, training and support of casual and contract teaching staff regarding relevant University policies, employment conditions, teaching tips and use of learning technologies.

Data shows casual academic staff provide the majority of teaching services, yet feedback suggests some have difficulty accessing basic professional development opportunities to facilitate career progress or more substantive employment.

July 2021 Pro Vice Chancellor Education

Casual academic staff have access to relevant staff induction and professional development activities.

6.4.2 Improve the delivery of workplace communications to casual academic staff.

Staff feedback suggests inconsistencies in access to certain workplace information (e.g., staff announcement emails).

January 2021 Director People and Culture Director Marketing and Communications

Casual staff have access to relevant Institute / College / Discipline announcements.

23

7. DATA INTEGRITY AND MANAGEMENT



Success Measures

7.1 Evidence-based reporting to enhance decision-making

7.1.1 Develop comprehensive dashboards that integrates staff data, including research activity, exercising caution so individual staff members are not identified.

The self-assessment process required manual analysis across multiple platforms, which was inefficient and unreliable in some areas. Dashboard development enables efficient, comprehensive analysis and comparability of key equity measures across areas including Colleges, R&I and PCO.

January 2020 (feasibility in business areas); July 2020 (engage Office of Strategy and Quality Analytics); July 2021 (align with new Human Capital Management software implementation)

Associate Director Information Technology Services Director People and Culture; Pro Vice Chancellor Education; Pro Vice Chancellor Research and Innovation

Data collection and analysis processes are efficient and reliable for periodic reporting to SEG, ULG and influential committees. Employment trends in real time enable evidence-based decision-making regarding EDI goals.

7.2 Data integrity 7.2.1 Develop and implement uniform processes for collecting, monitoring and evaluating staff data across disciplines and business areas. Ensure staff are adequately trained in using the systems as intended.

During self-assessment, some data integrity was compromised due to incompatible systems and ad-hoc collection methods, impacting insights and clear (regular) snapshots of progress.

January 2020: (audit data management processes) June 2021: (develop and embed processes and train staff)

Chair Gender Equity Monitoring and Management Committee Pro Vice Chancellor Research and Innovation; Director People and Culture ; Assoc Director OSQA; College Business Managers

Data collection processes are efficient and reliable for periodic reporting, enabling evaluation of outcomes.

7.3 Benchmarking 7.3.1 Explore and respond to benchmarking protocols and practices in preparation for Bronze renewal or Departmental Silver.

Benchmarking enhances future monitoring and evaluation, which will aide progression to Silver status.

December 2020

Provost Director People and Culture

Gender equity is benchmarked again other institutions.

athena swan action plan: background - murdoch university · athena swan action plan: background...

Documents