The future of work demands flexibility in the way individuals, teams, and organisations work. This DCA guide draws on research to debunk some of the more common myths and inaccurate assumptions about workplace flexibility.
DCA's latest report explores why so few culturally diverse females reach top leadership positions in Australia and what organisations can do to better recognise the skill and ambition of culturally diverse female talent.
There is heightened interest in engaging men in the gender equality process. Drawing on the latest evidence and experience, this landmark report offers a set of recommendations for how organisations can engage men effectively to achieve gender equality at work.
The DCA-Suncorp Inclusion@Work Index 2017-2018 is a landmark study, providing the first first-ever national benchmarks for Australian workplaces in regards to the age, cultural background, disability status, gender, Indigenous background, religion, sexual orientation and gender identity of workers.
In this landmark research, Diversity Council Australia and Deakin University, with the financial support of CPA Australia, tracked the extent of cultural diversity among women in leadership in ASX companies from 2004 to 2015.
In ground breaking research, DCA has generated the first ever National Scorecard of Australia’s Workforce Asia Capability.
DCA has developed a new Words At Work campaign for workplaces to show how inclusive language can improve workplace culture and drive productivity.
DCA’s new study, Building Inclusion: An Evidence-Based Model of Inclusive Leadership sheds valuable light on the need for inclusive leadership and what it takes build more inclusive leaders.
Future-Flex is a new DCA initiative comprising evidence-based practical guidelines for HR and diversity practitioners and managers and team leaders, on how to implement and mainstream flexible work through job and work (re)design.
Recent public debate reveals widespread lack of community understanding about pay equity – what it is, why it exists, and what can be done to address it – as well as a tendency to minimise or explain away the gender pay gap in Australia through reference to ‘women’s choices.’
Despite the well-known business benefits of D&I, many Australian organisations do not adequately resource their D&I function or put in place measureable goals or accountabilities for their D&I activities.
Diversity Council Australia partnered with Deakin University on Australian first research to investigate cultural diversity in ASX Boards over the past decade.
In an Australian first, DCA's new research called Capitalising on Culture: A Study of the Cultural Origins of ASX 200 Business Leaders and released on 23 October 2013, reveals the cultural origins of board members and senior executives in our major listed companies.
People from Asian backgrounds are well represented in entry level and mid-level jobs in Australian business, yet they are significantly under-represented in leadership roles, representing an enormous waste of talent, according to DCA's research launched August 2014.
DCA research has found that older women (defined as 45 years plus) represent a sizeable and growing segment of the labour force but Australian organisations are failing to fully harness their skills and talents.
The study surveyed more than 100 diversity managers and human resources leaders in Australia and New Zealand to learn the profile of diversity functions within organisations and the professionals leading and implementing diversity strategy.
DCA have released a landmark research report titled Get Flexible: Mainstreaming Flexible Work in Australian Business.
Diversity Council Australia partnered with Reconciliation Australia and Lend Lease on new research called, Closing the Work Gap in Corporate Australia. The research involved conducting interviews with Indigenous thought leaders, and engagement and employment practitioners.
Although not new, men and flexibility is currently a ‘hot’ topic driven by the increasing number of dual-earner families, intensified fathering expectations and growing recognition that flexible work can generate positive outcomes for men, women, families and organisations.
Capitalising on Culture showed an encouraging depth and breadth of cultural and linguistic diversity at the most senior levels and in the leadership pipeline, but also revealed a need to capitalise more on talent who possess a non-English speaking cultural identity.