Employers who effectively use targets to achieve gender equality do these things

Australia’s legislation changes have left many employers asking: How do we achieve gender equality using targets? 

Dozens of academic studies have assessed how different employers select and implement gender equality targets over many decades. These studies have uncovered why certain decisions lead to progress while others might fall flat. 

The research and evidence on gender equality targets is clear. Targets drive workplace change. Employer decisions during the selection and implementation period determine how effective that change will be. 

WGEA asked Dr Leonora Risse to bring together this research in one report. Employers can use Target setting for gender equality: A review of the literature to refine their actions to select and meet gender equality targets, ensuring each action is backed by evidence for maximum success. 

With this guide, you will be steps ahead of the rest. 

The most successful employers use data to drive change

•  Progress starts with good data. Tracking gender metrics makes change visible and achievable.
• A data-driven approach improves transparency, accountability, and monitoring.
• Research shows having at least 30% of the underrepresented gender group in leadership is the tipping point for meaningful representation.
• Senior roles should reflect the gender balance of the level below. This is called the Gender Proportionality Principle.
• To apply this principle, organisations should:
  • Analyse the current representation and barriers.
  • Ensure clear accountability within the timeframe.
  • Commit to working on gender balance from the lower levels of the hierarchy, working upwards to senior levels.
• Targets should be SMART: specific, measurable, achievable, relevant, and time-bound.
• Organisations must check if actions work. Do not assume success without monitoring and evaluation.

The best implementation plans consider more than headcount

• Gender equality is not just about numbers. Organisations should include measures of employee experience, such as feelings of inclusion, safety, and fairness. Gender equality starts with safety, and organisations should consult their employees on their experiences whenever possible while being sensitive to the personal and sensitive information that may be disclosed through consultation.
• Targets should work alongside legal obligations to prevent harassment and discrimination. Consider them more as a means of continuing to enhance the employee experience beyond what is legally required.
• They should consider inclusive approaches like the 40:40:20 principle, which allocates 40% of roles to women, 40% to men, and 20% as open.
  • This approach can be used to incorporate non-binary employees, which requires a sensitive approach to the collation and use of data.
• Engaging men is critical, particularly by promoting men’s uptake of parental leave and flexible work. This can be achieved through smart policy design, such as opt-out defaults that make leave the standard rather than the exception.

 Workplace leaders need to curate an enabling environment

• Clear accountability is critical. Linking gender equality targets to leadership KPIs, particularly for leaders, and committing to regular monitoring can drive progress.

• Organisations should allocate time and funding for implementation and evaluation.
• Assigning responsibility to individuals to deliver on targets, monitor progress and report outcomes, repeatedly emerges in the literature as a driver of success.
  • In many cases, this may require consideration of investing in additional resources or reallocating employees’ existing responsibilities.
• Reduce resistance by framing targets as building on existing strengths. Communicate clearly to address concerns.
• A culture of learning and adaptation should be encouraged by sharing case studies and embracing continuous improvement.

Employers who achieve gender equality targets do these 3 things

• Targets work best as part of a holistic approach. Combine complementary targets and emphasise that gender equality benefits everyone.
  • For instance, this may look like an action target related to expanding parental leave offerings complementing a numeric target for increased uptake of parental leave among men, highlighting the organisation’s commitment and providing tangible support to the targeted cohort as well as employees of other genders.
• Align targets with organisational values to increase buy-in.
  • Organisations should reflect on  their core values, involving employees in this process, and link their chosen targets to organisational values to challenge the notion that targets will impose a new system.
• Focus on fixing systems and removing bias from processes, rather than expecting women to adapt to existing structures.

Gender equality targets should be clear, inclusive, evidence-based, and achievable. Success depends on strong data, cultural readiness, and ongoing evaluation.