While examining the effects of gender targets in the Australian public service, University of South Australia (UniSA) researchers have found that when gender targets were imposed, they did not always achieve their intended outcomes.

Although women represent 60 per cent of the Australian public sector workforce, less than half of them hold the most senior roles.

Despite recent efforts to improve gender diversity and increase the number of women in positions of power, only 19 per cent of CEOs and less than a third of key management positions are female.

Lead Researcher at the University of South Australia, Dr Jill Gould, said it will take far more than just having gender targets to boost women’s equity in Australian senior roles.

“Women constitute the majority of the Australian public sector workforce, but their representation in senior roles is not proportional,” she said.

“Research shows that if we boost the number of women at executive levels, we increase the number of women in the ‘executive feeder’ levels below. We often refer to this as the ‘trickle-down effect’.”

Current government gender targets look to reduce the gender gap in the workforce by 25 per cent by 2025, as well as maintaining the target of 50 per cent representation of women on Australian Government boards.

However, Professor Carol Kulik from UniSA said these current targets are drawing a long bow when it comes to improving women’s representation in senior roles.

“Any commitment to gender equity requires focus, but when gender targets are lost in government strategic plans that include up to 100 targets – including multiple gender targets – it will be hard to achieve consensus about which target to prioritise,” she said.

“There’s no doubt that Australia is making progress on many aspects of gender equality, but unless the public service refines its goals and delivers dedicated leadership and evidence-based supports, the glass ceiling will continue to be as strong as ever.”

Dr Jill Gould said that it is essential for companies and organisations to employ chief executives who can drive change, as well as to integrate the right practices in their workplace.

“The chief executive must be on board to champion gender targets. Strong support from the top, a ‘loud’ voice that supports change, and an open approach to addressing resistance to change, are vital,” she said.

“Gender parity also relies on having the right practices in place – at least two women on shortlists help increase female representation in senior roles, and leadership training supports women’s progress through organisations.

“Some of these important practices were not in place in the departments where targets were not working.

“Targets must be supported by both the right practices and a Chief Executive who is an internal gender champion.”

Paula Turbill, the president of a not-for-profit membership group Women in Innovation, said it is also important to set precise targets for all leadership roles:

“Defining precise targets for all leadership roles, particularly for line roles to build the CEO pipeline, will go a long way in achieving better results for women in positions of power,” Turbill said.

She added that targets must be accurate and based on current workforce data around growth, promotions and attrition, and must also provide stretch goals.

“Breaking down gender-balance targets by division to demonstrate contribution to an organisational target, as well as incorporating targets into leadership KPIs to improve accountability (is necessary),” she said.

“Sharing gender targets within and outside the team, including board reports and public media, will also assist in current efforts.”