Please indicate if your Initiative is an Established Initiative.
Team - who worked on the project/initaitve
This submission describes a collaborative program comprising:
Deputy Chief Digital Officer, eSolutions (to July 2018)
Director, Equity and Diversity
Overview - Provide a summary to introduce the project or initiative
Deakin takes a very comprehensive whole-of-organisation approach to our Diversity and Inclusion program.
‘Inclusion’ is a core value and organisational objective to value our diversity, embrace difference and nurture a connected, safe and respectful community. However we recognised many people experience disadvantages which preclude them from fully accessing study or employment benefits in higher education.
Additionally, research indicates that diverse organisations experience many tangible benefits. As digitisation and globalisation forces continue to disrupt the sector, Deakin was cognisant of the need for an effective diversity program to attract, retain and develop all staff and students and help maintain our competitiveness and success.
But ours is a large and complex organisation: 9,000 staff (permanent and temporary) in 4 faculties deliver 400+ courses to over 58,000 students, across 4 physical campuses and a growing online campus. A challenging context for any diversity and inclusion program!
We describe our response as “thinking globally, acting locally” to convey the way in which our various diversity initiatives are defined, and how ownership and implementation of the program works at two main levels.
“Global” refers to the whole-of-organisation work of the Equity and Diversity (E&D) central unit, including setting strategy and policy and guiding local efforts. “Local” refers to the work in each faculty or portfolio (i.e. organisational unit) on specific diversity initiatives. A local exemplar featured in this submission is Deakin’s technology portfolio, eSolutions.
This the story of how Deakin is “thinking globally, acting locally” to deliver an effective diversity and inclusion program.
How would you say diversity is embraced within your organisation or sector? Are there diversity initiatives in place or are diversity approaches new to your sector?
The Higher Ed sector and Deakin University
The overall diversity of Australia's higher education sector varies by discipline and organisation, however as a whole women are poorly represented in academic leadership positions across most disciplines. Conversely, women are generally well represented in senior professional (non-academic) roles in the sector, however a female staff member is still less likely to attain a senior position than her male counterpart. Pay gaps exist within the sector particularly for senior roles, and there is a shortage of women with diverse cultural backgrounds. Attrition, particularly at senior levels, is a current problem for both cohorts.
The higher education sector generally is aware of the need for progress on diversity, not only for staff but also for students. There is currently a strong sector focus on achieving gender equity for STEMM (Science, Technology, Engineering, Maths and Medicine) disciplines through the SAGE Athena SWAN pilot program. Forty two universities and medical research institutes have committed to the program, with Deakin due to submit its application in March 2019. A number of large research projects are underway to more accurately understand the barriers and enablers to career success for people of all genders, sexualities, cultural or national backgrounds.
Deakin formalised organisational values last year: inclusion is one of four core values, and diversity goals for staff and students have been embraced by the Chancellor and Council, the Vice-Chancellor and the Executive Committee. Deakin’s Equity and Diversity (E&D) unit was first established with a primary focus on providing disability support services and programs to help all students access university. Now, under the leadership of Mel Martinelli Director Equity and Diversity, the E&D unit has substantially broadened its focus over the last 18 months (approx.) to the improvement of diversity and inclusion practices across the Deakin community. Ours is now one of the largest E&D units in the sector, driving one of the most comprehensive diversity agendas.
Multiple plans have been created for Deakin by E&D to systematically address all aspects of equity and diversity across the entire organisation, for both student and staff cohorts. Collectively, these plans comprise our Diversity and Inclusion Strategy. One of the key sub-plans is the Gender Equity Plan 2017-2020 being led by Bree Gorman, Manager Diversity and Inclusion Programs, to help Deakin meet our aspiration:
“to be Australia's premier university in achieving equal representation, recognition, reward and value of staff irrespective of gender.”
ICT and Digital Services
(Deakin's tech portfolio is called ‘eSolutions’)
With respect to central technology and digital services in Australian universities, there are few publicly reported formal diversity initiatives or approaches.
Gender diversity in university ICT portfolios has been benchmarked annually since 2015 by CAUDIT (Council of Australasian University Directors of IT) – i.e. only 2 years of published data is currently available. Key gender diversity metrics from CAUDIT’s most recent 2017 report (on 2016 data, across 48 Australian higher education institutions):
- Overall female participation for total IT staff in all Australian universities was 24.7%
- Between 2015 and 2016, female participation at the CIO and Director level fell from 18.8 to 18.4%
- However 12 institutions reported a female participation rate of 30% or more, up from 7 in the year prior
Within CAUDIT's overall benchmark report on universities’ ICT staff, gender is currently the only area of workforce diversity analysed.
Deakin eSolutions’ new Leading EDGE Plan is the first step towards improving workforce diversity in our central technology and digital portfolio, with the immediate priority being on gender equity. It is a very new initiative, but has so far the Plan has been well received and is regarded most as a necessary local initiative, and even enthusiastically embraced in some quarters.
Detail the approach that was taken to implement the project or initiative, what actions were taken and why?
Diversity and Inclusion as defined and implemented at Deakin University is a comprehensive, end-to-end, and ‘two tier’ program.
This is described as “thinking globally, acting locally” to convey the way in which the program is defined, owned and implemented at two levels within Deakin.
WHY - Deakin’s global organisational drivers
‘Inclusion’ is one of Deakin's four core values: We value our diversity, embrace difference and nurture a connected, safe and respectful community. However, Deakin is aware that many people still experience disadvantages that preclude them from fully accessing study or employment benefits in the higher education sector.
Therefore, with the aim of meaningfully driving inclusion, Deakin’s central Equity and Diversity (E&D) unit has created five interrelated plans comprising the overarching Diversity and Inclusion Strategy, enabled by a policy and implementation framework.
WHAT – global approach and whole-of-organisation actions
Deakin’s Equity and Diversity Policy sets the framework for the whole University and the actions and behaviours expected of all staff members. Best practice parental leave policies, keeping in touch whilst on parental leave guidelines, digital accessibility guidelines and our procedure for making reasonable adjustments for staff and students with disability - these all serve to create a diverse and inclusive environment and maintain Deakin’s organisational value of inclusion for students and staff.
In 2016, in response to a public wave of concern around the lack of women in leadership roles, particularly in STEMM, the Gender Equity Plan (one of the 5 plans that comprise the Diversity and Inclusion Strategy) was developed for the whole organisation. This included:
- an extensive review of the previous strategies’ impact and an analysis of the current data by an external domain expert
- consultation with various organisational areas and staff cohorts
- formal endorsement by the Deakin Executive, and now regular annual gender equity reporting meetings
- socialisation through a roadshow by E&D
- monitoring through the SAGE Athena SWAN self-assessment team (29 people representative of the organisation)
- establishment of a representative Gender Equity Strategy group, which now meets monthly to hear progress on the plan and to govern implementation
To sustain awareness E&D holds a gender summit annually which seeks to inform staff but also listen to their concerns and to work together to design solutions. In addition there is an Athena SWAN advocate program, a number of women's networks across the organisation, and a comprehensive wiki page for staff and students (ref. attachment to this submission for sample screen shots).
Near the end of 2017 the LGBTIQ+ Action Plan was also introduced to Deakin to demonstrate strong organisational support for LGBTIQ+ staff and students and address inequities experienced by members of the community. Finally the Disability Action Plan and the Cultural Diversity and Inclusion Plan were combined with the Higher Education Participation and Partnerships Program (HEPPP), making a full suite of 5 plans that together comprise Deakin’s overarching Diversity and Inclusion Strategy. These are accessible on our website from the E&D unit’s page.
Now the E&D unit proactively works with Deakin faculties and portfolios to embed principles of inclusion, raise awareness, drive localisation to ensure implementation of the plans, and monitor progress. Within this ‘global’ context, every Deakin Executive Committee member has a ‘local’ KPI to deliver initiatives addressing their specific faculty/portfolio needs and issues across the Diversity and Inclusion spectrum. E&D helps managers in the faculties and portfolios to identify specific areas for attention, and formulate localised responses. This provided the framework for the ‘local’ eSolutions’ Leading EDGE Plan.
eSolutions comprises Deakin’s ICT and Digital service divisions, with the portfolio as a whole led by the Chief Digital Officer. At July 2017 eSolutions’ female staff comprised just under 21% of the total 200 staff (approx.), trending downwards. The Leading EDGE Plan (where EDGE is an acronym of E-solutions Diversity and Gender Equity) is the title of the ‘local’ diversity and inclusion strategy for the eSolutions portfolio.
The Leading EDGE Plan was developed by the Deputy CDO, Lynn Warneke, to remediate foremost gender equity issues, while also addressing other diversity goals in alignment with the global Diversity & Inclusion Strategy and E&D framework.
WHY – eSolutions’ local drivers
Having being promoted to Deputy Chief Digital Officer in mid-2017, Lynn Warneke engaged with the central E&D unit to understand the 'local' staff diversity profile for the eSolutions portfolio. Metrics indicated gender was the most significant diversity and inclusion issue impacting eSolutions, with the data indicating some negative trends across various gender KPIs:
- Overall female participation rates low and trending downwards eSolutions was unable to bring on female staff faster than the rate at which we were losing them.
- Decrease in females at senior levels Over several consecutive years the percentage of female senior managers decreased, not only due to the appointment of new male staff but to the promotion of existing male staff and lack of similar promotions of females to management.
- Gender Pay Gap The average male-positive GPG for eSolutions staff is quite low overall, particularly when compared with the Australian averages, however it does exist on base salary at every level of eSolutions’ staff bands, and was found to increase by 2 percent of total remuneration when above-base reward and remuneration practices were factored in (salary loadings, bonus, etc.)
Through presentations on gender equity and diversity, to both female-only and whole-of-eSolutions audiences, the Deputy CDO elicited personal feedback and insights into the impact of current practices, which enriched the quantitative data. In parallel, Lynn Warneke also consulted a wide range of external research showing tangible benefits from diversity for technology teams and digital initiatives, as well as to organisational productivity and bottom line results. The Deputy CDO found a lack of focus and practical tools contributed to the status quo. Many eSolutions’ staff were also unaware of tangible diversity benefits on performance and culture, and while some were unsure of how to promote or deliver positive change, despite a strong desire to.
WHAT – eSolutions’ local approach and actions
The above drivers, coupled with the strategic inspiration and practical ‘scaffolding’ provided by E&D, both encouraged and enabled drafting of The Leading EDGE Plan for Deakin eSolutions locally.
The Leading EDGE lays out a comprehensive and practical plan to address diversity and gender equity in three key areas of eSolutions’ workforce management practice:
- Recruitment: practical initiatives that will help Deakin eSolutions stand out in the market, and improve the way we attract and recruit female talent, and ultimately create a more diverse workforce in general
- Retention: proven initiatives that will help Deakin eSolutions retain the high-calibre female staff we have been fortunate to recruit to date
- Recognition & Reward: initiatives that will help to improve career pathways and opportunities to access roles for eSolutions’ female staff, and remove gender-related inequitable remuneration practices
A series of specific, prioritised initiatives are recommended in each of the three areas, which have been modelled in response to the qualitative and quantitative insights, and based on research, as described above. The actions are sequenced over a 3 year timeframe, to 2020, in line with the University’s Gender Equity Plan. While the overall priority in the first instance is on addressing gender equity in the technology portfolio, proposals for inclusive practices more generally are also captured.
The high level Leading EDGE Plan is currently documented in presentation format (ref. attachment to this submission for sample slides). It is complemented by a separate detailed Annexure - an Actions and Initiatives matrix - which expands on each recommendation in more detail, plus proposes metrics/KPIs; responsible eSolutions officer/area; and timeline for implementation for each action. Appendices include key data and findings, and a summary (with citations and URLs) of the research into the tangible benefits on quality of outputs and organisational productivity, so that interested staff can learn more.
The Plan was positively reviewed by the CDO and the eSolutions leadership team, and has recently been socialised with all portfolio staff.
There is an intent to transfer the final approved version of the Plan and information into a digital microsite for easy updates and access by all. eSolutions has been inspired by the highly effective example set by E&D in making information and resources widely and easily available on the Deakin staff intranet (ref. attachment to this submission for sample screen shots).
Demonstrate the leadership shown in driving the initiative and fostering behavioural and organisational change.
Deakin University, Equity & Diversity (global)
The work of the E&D unit is supported by the visible leadership of Deakin’s Vice-Chancellor, Professor Jane den Hollander, and members of her Executive Committee.
The Vice-Chancellor is a WGEA Pay Equity Ambassador, and Deakin is proud to have been awarded the WGEA Employer of Choice since the citation's inception in 2011. The Vice-Chancellor speaks at numerous local and international forums on gender equity and the specific initiatives undertaken at Deakin. She hosts annual internal International Women’s Day events where Deakin Women are recognised for their contributions through booklets, photography exhibitions and speaking opportunities. In 2017 the VC's Conference Care Support Fund was enacted to support Gender Equity in Research, demonstrating her commitment to the success of women in research and in particular, STEMM. Professor den Hollander's also regularly assesses the pay equity of the remuneration of her Executive team, requests that recruiters go back to market if a shortlist for a senior position does not include women, and ensures all of the Executive report twice a year on their progress against Gender Equity Plan KPIs.
The Chief Operating Officer, Kean Selway, is chair of the SAGE Athena SWAN self-assessment team and also a member of the GE Strategy group. The LGBTIQ+ Plan is led by an advisory group chaired by Professor Bernie Marshall, Dean of Students. Visible leadership like this is a guiding principle in each of the 5 Action Plans within the Diversity and Inclusion Strategy, with all members of the Deakin Executive expected to become an equity champion. As a result Deakin has seen a marked increase in the number of diversity and inclusion initiatives being actioned locally, including training, strategy development, process improvement, and visible commitment from senior management and local leadership teams.
The Executive Officer People & Culture in the Deakin eSolutions (DeS) portfolio has supported female staff for some years through a semi-formal ‘DeS Women’ forum.
Following her promotion to Deputy Chief Digital Officer in mid-2017 Lynn Warneke sought to more tangibly role-model support for DeS Women through specific communications and participation in or sponsorship of occasional events and gatherings. She built on the DeS Women foundation and, working with and supported by the Executive Officer, sought to positively leverage her profile as a senior ICT and Digital leader at Deakin, by demonstrating visible leadership in gender diversity through the creation of the ambitious and comprehensive Leading EDGE Plan.
Was there organisational/industry or other resistance to the initiative? If so, detail the actions taken to overcome resistance to the project or initiative.
Deakin University, Equity & Diversity (global)
Unfortunately any diversity and inclusion strategy is likely to face some level of backlash and Deakin’s suite of plans are no different. To overcome this, Deakin engaged Professor Bob Pease, an expert in the field of gender equity and the role men play in this work, who had recently worked with VicHealth to produce a publication on how to deal with backlash or resistance to the introduction of gender equity initiatives.
Moving forward, Deakin is introducing a program that seeks to help men understand their role in gender equity initiatives and to improve their understanding of privilege. This will commence as a pilot program that, if successful, will be rolled out across the organisation.
Given the leadership context and visible senior level support for diversity and inclusion across Deakin, The Leading EDGE Plan has not encountered significant resistance. Overall, the Plan and the intent it represents have been well received by a majority of eSolutions' staff, both male and female, with the portfolio leadership (majority male) and all female staff particularly supportive. Some staff have queried the evidence base and some have challenged the focus on gender equity over other demographics. The various responses are taken by management as genuine attempts to engage and an opportunity for healthy debate, and will also help inform the Change and Communications Plan.
The research indicates the 3 key risks to success of gender diversity initiatives, particularly in strongly male-dominated fields such as technology, include:
- expectations of immediate results, creating disappointment about the time and effort required to achieve tangible, sustained effects
- insufficient leadership, resulting in fragmentation of effort and resources, or minimal progress
- the lack of a compelling change story to encourage buy-in to diversity programs, policies and processes, resulting in variable commitment and support
Therefore, The Leading EDGE Plan calls for a number of ‘enablers’, including the development of a Communications and Change Plan, and establishment of a Leading EDGE Working Party comprised of diverse staff representation from all levels.
The Working Party will:
- Establish a process and mechanism for staff to give feedback, and for that feedback to be incorporated into the action plan over time
- Validate the proposed actions, owners and time-frames, and confirm and establish metrics
- Refine, confirm and publish the Plan
- Establish terms of reference, meeting schedule, and oversee and direct the Plan
- Measure and report on progress, with a focus on ‘small wins’ along the way
- Provide support to the action owners
- Oversee the development and delivery of a communications and change program
Detail the follow up or response to the project or initiative by the organisation /industry /sector. For example has it been extended for a further year, or has the scope been expanded?
Deakin University, Equity & Diversity (global)
The Deakin Diversity and Inclusion Strategy and associated plans comprise a very comprehensive scope. Current plans will be in action until 2020, however they are regarded are ‘living documents’ to be amended as required. Staff feedback is sourced through a Diversity and Inclusion survey held every two years, regular focus groups and in depth interviews, feedback from the various women's networks, the LGBTIQ+ advisory group and wider community, and the Cultural Diversity and Inclusion working group. A student Diversity and Inclusion survey is currently being designed for launch in 2019.
At this relatively early stage of the strategic plan, the organisational response has included increasing resources in the E&D unit, redesign and development of a new recruitment process across the organisation, establishment of a number of working groups across the organisation, and incorporation of diversity and inclusion actions into local area workforce management plans.
The sector has also responded positively to Deakin’s leadership, with many universities adopting similar programs, inviting Deakin staff to present at conferences and diversity events, and seeking our input to their strategic direction.
In the next horizon, the E&D unit will review progress, update actions, communicate outcomes on a regular basis and encourage areas to apply for departmental Athena SWAN awards. At the conclusion of the current 3 year Diversity & Inclusion strategy period, the E&D unit would expect to refresh individual plans and the Strategy as a whole for a subsequent period, building on the learnings and achievements of the initial 3 years of the Strategy.
As a new, local portfolio initiative, The Leading EDGE is currently transitioning from plan into action. Positive feedback and support has been received for the Plan from the Vice-Chancellor, the Chief Digital Officer, and the eSolutions leadership team, as well as from the central E&D unit. Feedback has been received from eSolutions staff, with a majority expressing interest and support. eSolutions' female staff in particular have noted the positive impact of the Plan on their overall morale and commitment to eSolutions.
The HR Client Partner who supports eSolutions’ people and culture initiatives has also been extremely positive about the Plan, and is keen to align diversity and inclusion goals for eSolutions with the portfolio's long term strategic Workforce Plan, currently in development. The goal of the Workforce Plan is to ensure eSolutions attracts and retains ICT and digital talent at all levels and remains effective in an increasingly competitive marketplace. The Leading EDGE is therefore seen as a complement to the Workforce Plan and key enabler of eSolutions’ local talent goals.
Please provide 2 references being the beneficiaries or people that experienced the change (as a result of the initiative). Details to be provided should include:
4. Phone number
6. Short description (up to 250 words) of association with the nominated diversity initiative eg as a beneficiary, experiencing the outcome, etc.
Equity and Diversity, Deakin University (global)
Executive Officer, Office of the Vice-Chancellor, Deakin University
email@example.com | 0392517020
Pat Mclean works within the Office of the Vice-Chancellor, providing regular advice on the advancement of the plans, and incorporating core messages into the Vice-Chancellor's presentations and the Deakin Annual Report. This messaging has played a key role in enabling The Leading EDGE Plan and the Diversity and Inclusion Strategy to foster a shared vision that is understood University-wide. The planning documentation has provided a careful analysis of both external and internal factors and has been enormously beneficial in ensuring clarity and alignment on the values, success factors and the internal capabilities of the University. It has also meant that the messaging can be readily translated outside the organisation, both nationally and internationally.
Pat is in a position to speak to the impact of the plans both inside Deakin and externally.
Deakin eSolutions (local)
HR Client Partner, Client Partnering, Human Resources, Deakin University firstname.lastname@example.org | 03 5227 8331
David Tucker is the HR Client Partner to the eSolutions and Research portfolios. In this capacity he provides strategic planning, HR policy advice and process guidance, and other HR related services, in support of eSolutions’ people and culture activities and initiatives.
While developing The Leading EDGE Plan the Deputy CDO actively engaged with David Tucker for advice and feedback. David recognised the importance of this Plan to help realise a number of eSolutions’ related strategic goals, including the long term Workforce Plan, currently being developed to ensure the portfolio remains attractive to high-calibre candidates and incumbents, and is as effective as possible in an increasingly competitive digital marketplace. David sees The Leading EDGE Plan as a significant enabler of the Workforce Plan he is driving, and can speak to it as unique ‘beneficiary’ in that context. As HR Client Partner with extensive professional connections and interactions across the eSolutions’ workforce, David can also speak to the impact of the Plan on staff in general and HR-related activities.
User Centred Design Manager, and Acting Executive Director Digital Experience & Products (from July 2018), eSolutions, Deakin University
email@example.com | 03 5227 8295 | 0435 737 411
Lisa Corker has been a senior female staff member with the Deakin eSolutions portfolio for 10 years+, occupying a number of roles from Business Relationship Manager to Digital Information Manager and now UCD Manager. Aware of the structural disadvantages that may have impacted her equity of access, Lisa has long been a supporter of E&D and diversity and inclusion in general, and the Deputy CDO’s recent efforts in particular. Lisa is dedicated to championing gender equity actions within her teams, and more broadly as a senior female role model in eSolutions.
Following the Deputy CDO’s resignation and departure in July 2018 from Deakin, Lisa nominated herself to lead implementation of The Leading EDGE Plan going forward. The loss of Lynn Warneke’s commitment, knowledge and seniority represented a potentially significant risk to realisation of the Plan, at a critical transition point from plan to action, but fortunately Lisa Corker is highly informed, capable and empowered and is an excellent replacement who will continue to refine the Plan and drive it forward.
Lisa is therefore both beneficiary and key champion of The Leading EDGE Plan and can speak to it in either or both capacities.
What outcomes have been achieved against overall program or organisational performance? Using metrics specify these outcomes, for example financial, growth, policy achievement, performance or capabciltiy uplift?
Deakin University (global)
The Athena SWAN project will commence tracking Deakin’s progress against specific metrics in the near future. Otherwise, Deakin is still in the data collection phase of our program. Initial impact of our Gender in Equity Research policy has been demonstrated in the uptake of funding for 2017, with all funds being spent.
Anecdotal reports for the professional staff cohort indicate there may have been a reduction in the pay gap at senior levels, and an increase in females holding senior positions (to be confirmed).
In 2018 over 300 people have received unconscious bias training to date, with similar numbers anticipated to have received LGBTIQ+ awareness training by the end of 2018. The Deakin Senior Management Group (120 staff, comprising Deakin’s Executive members and senior leadership layer) have received LGBTIQ+ awareness training.
More generally, awareness, compliance and capability uplift in diversity and inclusion are also being progressed through a number of mandatory online training modules for all staff, including: ‘Responding to Disclosures of Sexual Harm' and ‘Work Effectively with Diversity’.
Deakin eSolutions (local)
The Leading EDGE Plan is a new initiative for eSolutions and as yet there are no quantitative metrics, over time, to report. However even prior to the formal roll out of thePlan there has been an increased focus on and discussion about gender equity across eSolutions, resulting in some positive signs of progress and ‘quick wins’:
- eSolutions successfully trialled Textio, software designed to enable ‘smarter hiring’ of more qualified and more diverse candidates by proposing gender neutral language for PDs and job ads. Textio has now been implemented across Deakin.
- Strengths for Success training was offered to all female staff, in response to an anonymised survey indicating many women felt they struggled with workplace confidence.
- At least 7 female eSolutions staff members have been recruited in the first half of 2018, at all levels of seniority, inclusive of several technical ICT specialists.
- Unconscious bias training has been scheduled for all eSolutions staff.
What do you consider your significant achievement with this Initiative and why?
The most significant elements of Deakin's Diversity and Inclusion program as whole are:
- Comprehensiveness of vision: a diverse, inclusive educational and workplace experience, for students and staff alike
- End-to-end scope: from global strategic context through to local application
- Scalability: it is expected that the program will continue as planned until 2020, at which time achievements to date, lessons learned, new research, and future goals can be factored into new strategic plans for the next 3 year horizon. Additionally, the two-tier design of the program support effective rollout across a highly complex organisation
- Collaboration: the relationship between the central E&D unit and the faculties and portfolios enables a highly effective exchange between complementary areas of expertise
Who inspires you from a diversity perspective? Who provides leadership in diversity and why?
Not surprisingly, our inspirations and leadership role models are as diverse as we are!
Mel Martinelli, Director Equity & Diversity, Deakin
- Dr Jennifer Whelan Director, Psynapse Psychometrics P/L for focusing on helping organisations to realise the benefits of organisational diversity and inclusion, specifically in relation to unconscious bias, gender and culture diversity.
- Professor Carol Dweck Ph.D, one of the world's leading researchers in the field of motivation and the Lewis and Virginia Eaton Professor of Psychology at Stanford University. Her work is influential among educators and increasingly among business leaders, and her TED Talk on Growth Mindset is very powerful
- Ro Allen, Victoria’s first Commissioner for Gender and Sexuality, particularly for her work supporting young rural LGBTI people
- Dorothy Hoddinott Awarded the Australian Human Rights medal in the 2014 for her work protecting the human rights of refugee and disadvantaged students.
Bree Gorman, Manager Diversity and Inclusion Programs Deakin
Deakin’s Vice-Chancellor and Chief Operating Officer provide such visible leadership and strong guidance that I am constantly reminded of how important leadership is in this space. In addition to our own leaders:
- Jerril Rechter, the CEO of VicHealth is demonstrating exceptional leadership in gender equity and showing how improvements in gender equity can positively impact all members of the community.
- Jax Jackie Brown, an advocate for disability rights and the LGBTIQ+ community is reminding us all of the daily discrimination and barriers that exist for many members of our society. She is using her personal story to do this in an empowering and yet practical way.
- Professor Nalini Joshi, Australia’s leading mathematician, is calling out Australia as being way behind the modern world in terms of women in Science. Vocal but sensible in her approach, Joshi acts as an amazing role model to many aspiring female scientists.
Lynn Warneke, Deputy CDO Deakin eSolutions (to July 2018)
I am inspired by a wide range of diversity and inclusion leaders, including but not limited to:
On the national stage
- Kate Jenkins, Australia’s Sex Discrimination Commission. In particular I admire her inclusive focus on indigenous, disabled and regional experiences of inequality, and bringing attention to intersectionality.
- Tracey Spicer, Journalist and Founder of NOW, Australia for her activism to end sexual harassment, intimidation, and abuse in our workplaces.
- Dai Le, for founding DAWN to promote culturally diverse leadership.
In the media
In the trenches
- Cath Tanna, Managing Director of Energy Australia, for fixing the gender pay gap in one go, and making the business community take note