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Women and Leadership program Women and Leadership program focus group – Level Cfocus group – Level C

CRICOS Provider Number 00121B

Professor Hilary WinchesterProfessor Hilary WinchesterPro Vice Chancellor:Pro Vice Chancellor:Organisational Strategy and ChangeOrganisational Strategy and ChangeFebruary 2005February 2005

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Women and Leadership programWomen and Leadership program

UniSA is committed to achieving equal employment opportunity for women within the organisation.

Our equity and affirmative strategies aim to eliminate all forms of discrimination against women.

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Corporate strategic directions and UniSA contextCorporate strategic directions and UniSA context

The fact that the University has:

45% female academic staff64% female general staff across all levels Three corporate KPIs that relate to gender equity andGender parity in the Senior Management Group

is testament to our commitment to gender equity.

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Senior womenSenior women

The proportion of women decreases at senior levels.

UniSA has 155 staff at Level D and above (including the Vice Chancellor and Pro Vice Chancellors), of whom 42 are female (27%) and 113 are male (73%).

The 2006 target of 30% is achievable (representing approximately four more female staff) and is particularly critical for traditionally male-dominated disciplinary areas.

The 30% female representation is demonstrated to be the critical mass which influences decision-making in teams and working groups.

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BenchmarkingBenchmarking

Benchmarking data clearly shows that UniSA’s percentage of female academic staff is:

above the other universities in the State6% above the national averageat Level D and above (currently 27%) sits almost 10% above the national average.

The University:uses KPIs and targets to self-regulatehas leadership from the topis commended by AUQA for our high level of staff development.

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Barriers to Promotion for Academic Women StaffBarriers to Promotion for Academic Women Staff

A research team is investigating barriers to promotion for academic women staff. Funded by the AVCC and the Colloquium of Senior Women, the team comprises myself, Shard Lorenzo and Lyn Browning from the HR Unit, and Dr Colleen Chesterman, Director of ATN WEXDEV.

The research team has collected information on academic promotion policies and promotion statistics by gender from all Australian Universities and has interviewed staff from 17 universities to further investigate strategies and identify best practice.

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Success rate of female Level D applicationsSuccess rate of female Level D applications

Figure 4: Comparison between the success rate of Female applicants against the success rate of Male applicants in Level D promotion rounds 2000-2002

0

50

100

150

200

250

300

Male Female Male Female Male Female

2000 2001 2002

Year

Nu

mb

er

Applications

Promotions

58%

48%55%

52%

55%

58%

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Female staff by classificationFemale staff by classification

Female Staff: % Full-time and Fractional Full-time by Classification, 1996-2004

Source: AVCC - Table 3. Female Staff Full-time and Fractional Full-time by Classification, 1996-2004Note: percentage of females in the respective classification.

0%

10%

20%

30%

40%

50%

60%

AcademicLevel E

AcademicLevel D

AcademicLevel C

AcademicLevel B

AcademicLevel A

1996

1997

1998

1999

2000

2001

2002

2003

2004

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Recent ATN researchRecent ATN research

Recent research conducted collaboratively by members of the ATN focussed on the gender differences in career paths, especially in relation to:

Academic career pathsReticence

Resistance.

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Academic career pathsAcademic career paths

Women have less mobility and stay in the same institution In applying for positions, male academics were twice as likely to apply from outside the institutions and from overseas or interstate positionsWomen may start academic careers later, sometimes after child-rearing, and tend to have less research experienceFewer women take the post-doctoral path.

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Reticence Reticence

Many women:Undervalue their capacitiesTend not to ‘self-promote’Are unwilling to seek promotion.

“The big problem is actually getting the women to the point of application… Women think they have to be perfect before they actually apply for jobs.”

(Female DVC)

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Combating reticenceCombating reticence

Succession planningWorkshops on promotion / leadership / career developmentIdentification and talent spottingPolicy on short-term vacancies in senior positionsNurturing and mentoringAcknowledgement and discussion of glass ceiling issues and gendered normsOpportunities for acting in senior positions or undertaking higher duties.

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ResistanceResistance

“I look at the role and responsibilities the PVC or the Deputy Vice Chancellor has and I think no, I don’t want that. I feel I’m kind of at the edge of what I’m able to manage and remain sane.”

(Female Director)

To address this, individual women can:Take opportunitiesConfront reticenceDevelop skills for leadership.

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Future challengesFuture challenges

Maintaining a focus on equityFinding a work / family balanceConcentration of women in female-dominated areasHigh visibility of women in managementBelief that universities are gender neutral

Discussion:How can UniSA assist your future development?