Women and Leadership program
focus group – Level C
Professor Hilary Winchester
Pro Vice Chancellor:
Organisational Strategy and Change
February 2005
CRICOS Provider NumberSlide:1
00121B
Women and Leadership program
UniSA is committed to achieving equal
employment opportunity for women within the
organisation.
Our equity and affirmative strategies aim to
eliminate all forms of discrimination against
women.
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Corporate strategic directions and UniSA context
The fact that the University has:
45% female academic staff
64% female general staff across all levels
Three corporate KPIs that relate to gender equity and
Gender parity in the Senior Management Group
is testament to our commitment to gender equity.
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Senior women
The proportion of women decreases at senior levels.
UniSA has 155 staff at Level D and above (including the Vice
Chancellor and Pro Vice Chancellors), of whom 42 are
female (27%) and 113 are male (73%).
The 2006 target of 30% is achievable (representing
approximately four more female staff) and is particularly
critical for traditionally male-dominated disciplinary areas.
The 30% female representation is demonstrated to be the
critical mass which influences decision-making in teams and
working groups.
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Benchmarking
Benchmarking data clearly shows that UniSA’s percentage of
female academic staff is:
above the other universities in the State
6% above the national average
at Level D and above (currently 27%) sits almost 10% above the
national average.
The University:
uses KPIs and targets to self-regulate
has leadership from the top
is commended by AUQA for our high level of staff development.
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Barriers to Promotion for Academic Women Staff
A research team is investigating barriers to promotion for
academic women staff. Funded by the AVCC and the
Colloquium of Senior Women, the team comprises myself,
Shard Lorenzo and Lyn Browning from the HR Unit, and Dr
Colleen Chesterman, Director of ATN WEXDEV.
The research team has collected information on academic
promotion policies and promotion statistics by gender from
all Australian Universities and has interviewed staff from 17
universities to further investigate strategies and identify best
practice.
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Success rate of female Level D applications
Figure 4: Comparison between the success rate of Female applicants against the success rate of Male
applicants in Level D promotion rounds 2000-2002
300
Applications
Promotions
250
Number
200
150
58%
52%
55%
100
50
55%
58%
48%
0
Male
Female
2000
Male
Female
2001
Male
Female
2002
Year
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Female staff by classification
Female Staff: % Full-time and Fractional Full-time by Classification, 19
60%
1996
1997
1998
1999
2000
2001
2002
2003
2004
50%
40%
30%
20%
10%
0%
Academic
Level E
Academic
Level D
Academic
Level C
Academic
Level B
Academic
Level A
Source: AVCC - Table 3. Female Staff Full-time and Fractional Full-time by Classification, 1996-2004
Note: percentage of females in the respective classification.
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Recent ATN research
Recent research conducted collaboratively by members of
the ATN focussed on the gender differences in career paths,
especially in relation to:
Academic career paths
Reticence
Resistance.
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Academic career paths
Women have less mobility and stay in the same institution
In applying for positions, male academics were twice as
likely to apply from outside the institutions and from overseas
or interstate positions
Women may start academic careers later, sometimes after
child-rearing, and tend to have less research experience
Fewer women take the post-doctoral path.
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Reticence
Many women:
Undervalue their capacities
Tend not to ‘self-promote’
Are unwilling to seek promotion.
“The big problem is actually getting the women to the point of
application… Women think they have to be perfect before
they actually apply for jobs.”
(Female DVC)
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Combating reticence
Succession planning
Workshops on promotion / leadership / career development
Identification and talent spotting
Policy on short-term vacancies in senior positions
Nurturing and mentoring
Acknowledgement and discussion of glass ceiling issues and
gendered norms
Opportunities for acting in senior positions or undertaking
higher duties.
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Resistance
“I look at the role and responsibilities the PVC or the Deputy
Vice Chancellor has and I think no, I don’t want that. I feel
I’m kind of at the edge of what I’m able to manage and
remain sane.”
(Female Director)
To address this, individual women can:
Take opportunities
Confront reticence
Develop skills for leadership.
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Future challenges
Maintaining a focus on equity
Finding a work / family balance
Concentration of women in female-dominated areas
High visibility of women in management
Belief that universities are gender neutral
Discussion:
How can UniSA assist your future development?
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