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.
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 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.
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.
This report from McKinsey research reinforces the link between diversity and company financial performance—and suggests how organizations can craft better inclusion strategies for a competitive edge.
Intersectionality Matters: Guide to engaging immigrant and refugee communities to prevent violence against women
The Intersectionality Matters Guide aims to help people and organisations develop violence prevention approaches, strategies and activities in a way that meaningfully engages immigrant and refugee communities.
We are excited to announce two new Knowledge Programs designed for diversity and HR practitioners as well as business leaders and line managers.
Cracking the Glass-Cultural Ceiling: Disrupting ‘double jeopardy’ to unlock the talents of culturally diverse women
Following interviews with culturally diverse women about their experiences in the workplace, DCA and The University of Sydney Business School have identified key barriers to progress for these women and prepared a number of recommendations for organisations to better harness these talents.
Diversity Council Australia argues against proposed changes to Australia’s citizenship processes in a submission to a Senate Inquiry.
In Australia, 30 per cent of our refugee intake comes from highly-skilled professions and trades. Yet many of them fail to get their training and certification recognised ...
Dr Susan Carland sits down to answer DCA’s questions about the intersection of her feminism and her Muslim faith.
DCA wants to hear from its members about how they manage issues where religion and other diversity dimensions collide, and what policies they have in place to allow employees to observe religious practice.
DCA’s Chief Executive Officer, Lisa Annese, is delighted to come to Canberra to provide members with insights on two of DCA’s ground breaking-research projects.
DCA's Building Cultural Capability Network provides DCA members with an opportunity to further develop their learning and progress on building cultural capability and share their personal and organisational insights and challenges with peers across a variety of industries.
DCA’s Chief Executive Officer, Lisa Annese, is delighted to come to Brisbane to provide members with insights on two of DCA’s ground breaking-research projects.
At DCA’s next Diversity in the Legal Profession Network, looks at cultural diversity and the legal profession.
Webcasts from past events
In partnership with the University of Sydney, Google, Aurecon, Commonwealth Bank of Australia and Deloitte, DCA is delighted to release a new report, Cracking the Glass-Cultural Ceiling: Future Proofing Your Business in the 21st Century.
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.