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.
Today's workforce comprises people from all manner of cultural, ethnic, religious and national backgrounds and identities.
Cultural diversity, cultural capability, and global experience in senior executive ranks are increasingly being recognised as valuable sought after assets. A culturally diverse and capable leadership team can assist an organisation to broaden its strategic perspective, identify and enter new local and global markets, innovate, achieve business goals in culturally diverse business settings, and generate high performing multi-national and multicultural teams.
DCA defines cultural diversity as:
The variation between people in terms of how they identify on a range of dimensions including ancestry, ethnicity, ethno-religiosity, language, national origin, race, and/or religion.
Employers can do a lot to make the most of the talents of a culturally diverse workforce.
In this section you will find information about:
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.
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.
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.
DCA members are invited to the next meeting of the Building Cultural Capability Network. This network provides members with an opportunity to share insights and challenges on building greater organisational cultural capability.
Webcasts from past events
In the week celebrating Harmony Day, DCA is delighted to bring you our next Building Cultural Capability Network event where we will investigate how well companies are capitalising on culture and gender in their leadership ranks.
Many of us carry unearned advantages over others that we may not even be aware of. These advantages can come from our abilities, age, cultural background, gender identity, physical appearance, sexual orientation or socio-economic status, to name a few.
Answers to your questions on toilets and bathrooms in the workplace.
To mark 2017 International Women’s Day, DCA and Deakin University, with the support of CPA Australia, investigated the representation of culturally diverse women in the leadership ranks of all Australian listed companies between 2004 and 2015.
Many leading practice Australian businesses continue to reap the rewards of diversity and inclusion (D&I) while others in the community want to ignore the benefits, according to Diversity Council Australia.
We must have the courage to call out racism when we see it.
From advertising to workplaces, in 2017, let’s endeavour to recognise the enormous opportunity that diversity offers all of us.
While jobs across the economy are becoming redundant as automated systems and artificial intelligence take over, Cathy Brown, DCA's Policy & Research Manager notes that robots are not sexist, racist or homophobic, it’s the people who program them.