Future of Work

THE FUTURE OF WORK Unleashing the untapped potential of diversity

This publication has been produced by Chandler Macleod Group as general information only and does not consider anyone’s specific objectives, situation or needs. Accordingly, the publication is not to be taken as legal or professional advice. We recommend that you obtain professional advice before acting or refraining from acting on any of the contents of this paper. Neither the authors nor Chandler Macleod Group accept any duty of care or liability to anyone regarding this publication or any loss suffered in connection with the use of this publication or any of its content.

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Note: Numbers on graphs may not add to 100% due to rounding of individual percentage figures.

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Executive Summary As the Australian workforce continues to diversify, employers are beginning to acknowledge that working to basic diversity quotas and ensuring a surface degree of diversity ultimately impedes the workplace inclusion they are striving for.

Today’s workforce is the most diverse we’ve ever seen with Baby Boomers delaying retirement, Generation Z entering the workforce, gender and sexual identity discrimination on the public agenda and support for Indigenous training programs increasing. Despite this, unemployment remains highest among older Australians, Indigenous and Torres Strait Islanders and the disabled. However, the issue is not the availability of talent of diverse ages, abilities, sexual identities, cultures and gender; it seems that the barriers to inclusive workplaces are self-made.

For The Future of Work – unleashing the untapped potential of diversity we surveyed 391 senior managers, leaders and specialists, and 387 employees across Australia to gain their insights into workplace diversity in May 2016. This research was supplemented with insights from a range of publications, research reports and articles, including Chandler Macleod’s Talent Management: the next wave and Coming of age: the impacts of an ageing workforce on Australian business.

Unsurprisingly, our research identified that almost 50% of Australian employers and employees believe their organisation’s diversity was not reflective of the Australian population – the surprise is that many of us don’t expect workplace diversity to improve in the next five years. So the real question is: what do our business leaders need to do to move beyond diversity intentions, and start building tangible pathways to workplace inclusion?

Key findings: Organisations have not yet adopted diversity policies and processes to ensure inclusion of all diversity groups, with almost half (46%) of the employers and employees surveyed believing that their organisation’s diversity was not reflective of the Australian population.

Investment into diversity and inclusion initiatives is lacking with only 46% of employees believing their organisation is willing to spend resources on managing, promoting and fostering diversity in the workplace.

Employers and employees are out of step regarding the future state of workplace diversity. While 59% of employers think their organisation will become more diverse over the next five years, only 47% of employees agreed.

There is a clear consensus that not all forms of diversity are treated equally. Disability and religious diversity groups were identified as the least supported forms of diversity in Australian workplaces.

Communication barriers were identified as the biggest challenge that employers are faced with when seeking to create a more diverse workforce. Despite this, Australian employers value variety of viewpoints and a broader range of values and beliefs as benefits of employing a diverse team.

While HR practitioners reported that their current diversity and inclusion initiatives were very effective at minimising discrimination claims and improving employee perceptions of fairness and justice, very few HR professionals believed these initiatives were effective at actually increasing the representation of diverse groups within their organisations.

Traditional sourcing methods are a major contributor to high Aboriginal and Torres Strait Islanders unemployment, and also affect several other diversity groups. Developing tailored and culturally sensitive sourcing campaigns, as well as relaxed and non-verbal skills assessment, can be an effective solution.

Communication and training are key to developing successful diverse and inclusive workplaces.

Senior managers who effectively communicate business diversity strategies, training programs, policies and processes are better equipped to develop and harness the benefits of a diverse workforce.

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If we are to create a successful society for the future, a ‘society for all ages’ in which everyone has a place and to which everyone can contribute, then the widest cross-section of our community has to be involved in shaping policy to this end.

Julie Bishop, Foreign Minister1

Diversity - it’s who we are Australia’s national identity is closely linked to being a multicultural society – a nation of opportunity and champions of the ‘fair go’. Cultural and linguistic diversity is, quite literally, in our genes, with more than 75% of Australians identifying with ancestry other than Australian in the 2011 Census.2 This will increase as migration numbers rise over the next decade and nonAustralian ancestry becomes the new norm.

But of course diversity is about more than just culture, and leading businesses are now seeking to achieve more than just a diverse workplace, reflective of the backgrounds and skills of the wider population. The goal is to look beyond diversity to inclusion, where people of different ages, genders, sexual identities, culture, abilities and beliefs are valued and respected, and given equal opportunities to unleash their potential.

The idea of a diverse and inclusive workplace is not a concept that is foreign to Australian businesses. The business case for diversity and inclusion in the workplace is widely accepted: improved productivity and profitability, connection with a broader customer base, greater creativity and innovation, improved employee attraction, wellbeing and engagement, and reduced turnover.3

Unleashing the untapped potential of diversity 5

How do we stack up?

Australia is performing well on a global scale, ranking fourth behind Norway, New Zealand and Iceland for workplace diversity across gender, language, age, employment and education status.

The United States ranked ninth, while the United Kingdom came in at a disappointing 17th, according to the latest Forbes Global Diversity report.4 Despite this ranking, is there evidence that Australian businesses are actually realising measurable, bottom-line benefits from their diversity and inclusion efforts, or are they only meeting the basic expectations of employees, shareholders and customers?

It has been more than four decades since Anti-Discrimination, Equal Employment Opportunity and Affirmative Action legislation have been introduced, and while significant progress has been made in increasing Australian workplace diversity and inclusion, we are still faced with the following:

Asian century = $275b, but only 9% of the workforce and less than 5% of senior executives are Asian born

Only 1 in 5 board members is female

20%

less workforce participation for ATSI people

1 in 3

employers believe age discrimination is a problem in their industry

39% of LGBTI people hide their sexuality or gender identity at work

30%

less workforce participation for disabled people

17.9% gender pay gap

national average

References: 5, 6, 7, 8, 9, 10, 11

The efforts of Australian businesses to champion diversity and inclusion will be put further under the microscope as Australia’s population continues to reflect a wider range of backgrounds and experiences. The Australian Bureau of Statistics projects that Australia’s population will grow to 27.2 million by 2026, with net migration expected to account for 55% of total growth and more than two-thirds coming from non-Anglo-Celtic backgrounds.12 If Australian businesses are to benefit from overseas investment in our economy, it is essential that sourcing, selection, onboarding, management and development strategies not only support, but encourage utilisation of the skills, knowledge and backgrounds available across society.

Government planners also look to increase workforce participation to aid in managing the demands placed on infrastructure and social support systems.

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We cannot escape the fact that … many other people in our society are not given the opportunity to reach their potential; and are not afforded the dignity or purpose that work offers. This is an enormous waste of potential with huge costs to our community and our economy.

Lisa Annese, Chief Executive Officer, Diversity Council of Australia13

What we know We have a long way to go To understand how Australian businesses are progressing towards their diversity and inclusion goals, Chandler Macleod surveyed 391 employers and 387 employees for a diversity temperature check. We found that Australian businesses still have room for improvement in their diversity and inclusion initiatives if they are to maximise the potential productivity, innovation and employee engagement benefits of a diverse workforce. Worryingly, employees are not convinced of their organisation’s commitment to diversity, highlighting either a diversity commitment disconnect or a lack of diversity in their organisation’s culture and communications.

When asked to rate their organisation’s diversity, 60% of all respondents agreed that there was a high level of diversity across their organisation. However, almost half of respondents (46%) believed that their organisation’s diversity was not reflective of the Australian population. As businesses seek to be competitive within an increasingly diverse local and global environment, this is one statistic that must change – but are employees and employers confident that it will change? While 59% of employers think their organisations will become more diverse in future, less than half of employees (47%) held a positive view that this would be the case.

Employees were also not as likely to rate their organisation’s investment into diversity and inclusion initiatives as adequate, with only 46% of employees agreeing that their organisation is willing to spend resources on managing, promoting and fostering diversity in the workplace (cf.

54% employers).

DIVERSITY WILL INCREASE IN MY ORGANISATION OVER THE NEXT 5 YEARS  Strongly agree  Agree  Neither agree nor disagree  Disagree  Strongly disagree

Employers Employees

16%

43%

12% 0%

32%

34% 20%

34% 40%

60%

7% 2 12% 80%

8% 100%

Employer Survey: n=356, Employee Survey: n=288

Unleashing the untapped potential of diversity 7

Inequality in diversity Worryingly, both employers and employees agreed that not all aspects of diversity are equal.

While areas such as gender and multiculturalism have benefited from public awareness, discussion and policy frameworks, other areas have lagged behind; in particular, inclusion of those with disabilities was rated as poor by nearly 30% of respondents. With over 4 million people identifying as having some form of disability and only a quarter of Australians with disabilities participating in the workforce, the social and business impacts of this can no longer be ignored.14 MY ORGANISATION SUPPORTS THE FOLLOWING FORMS OF DIVERSITY IN THE WORKPLACE  Strongly agree  Agree  Neither agree nor disagree  Disagree  Strongly disagree

Gender

26%

Age

25%

Sexual identity

Religion

26%

0%

8% 4%

19%

35% 20%

7% 4%

22% 33% 37%

40%

60%

4%

7% 4%

30% 42%

20%

9%

22%

39%

24% 12%

24%

42%

20%

Nationality or culture Disability

37%

10% 5% 3

80%

100%

Employer Survey: n=356, Employee Survey: n=288

“I think in our conversations about diversity and inclusion, sometimes there isn’t much oxygen left for a conversation about race after we have a conversation about gender. That is a real pity. It is a pity if advances in diversity and inclusion were to occur unevenly, whether that’s across gender or race or disability or sexual orientation.”

Race Discrimination Commissioner Dr Tim Soutphommasane 15

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Understanding the benefits and challenges The impact of leaving sectors of the potential workforce untapped could be costly over both the short and longer term: increased competition for talent; skills shortages in emerging markets; diminished productivity and innovation as well as increased brand and reputational risks that may result from failure to meet customer expectations.

But awareness is not the problem. Our research confirmed that employers are well aware of the potential benefits, rating their top three: variety of viewpoints (78%); broad range of values and beliefs (72%); and increased range of skillsets (59%).

Communication barriers (62%) was easily the biggest challenge being faced as a result of a more diverse workforce. Other challenges rated significantly lower (opposing values and beliefs 40%, conflicting approaches to work 33%, conflicting viewpoints 31%).

So are these challenges holding employers back from making significant progress, or do current diversity and inclusion practices lack the innovative approach required to take diversity beyond basic policy setting and compliance?

BENEFITS OF EMPLOYING A DIVERSE WORKFORCE 80 70 60 50 40 30 20 10 0 53% 45% 18% Variety in Positive Financial communication impact growth method on team productivity

78% Variety of viewpoints

44% Ability to innovate

44% Innovative approach to work

59% Increased range of skillsets

55% Positive team culture

54% 72% Creative Broad range approach of values to problem and beliefs solving

CHALLENGES OF EMPLOYING A DIVERSE WORKFORCE 70 60 50 40 30 20 10 0

62% 13% Communication Negative barriers impact on team productivity

4% Negative financial impact

40% 31% 3% 33% 12% 11% 10% Conflicting Inability to Conflicting Incompatible Negative Incompatible Opposing viewpoints innovate approach skillsets team approach values and beliefs to work culture to problem solving

Employer Survey: n=334

Unleashing the untapped potential of diversity 9

What’s working The Diversity Council of Australia’s 2015 report Benchmarking Diversity and Inclusion Practices in Australia found that the most common diversity and inclusion initiatives implemented in organisations are bullying and harassment policies and flexible work arrangements.

When rating the effectiveness of their initiatives, practitioners reported that they were very effective at minimising discrimination claims (19%), improving interactions between employees (13%), boosting employee commitment (11%) and improving employee perceptions of fairness and justice (11%).

But few practitioners identified that their initiatives were very effective at increasing the representation of diverse groups at different levels of the organisation (8%) and reducing turnover costs (5%). Likewise, only small numbers rated their activities as very effective in improving problem solving and decision making and diversifying the customer base (7% each).

If the much promoted, big-ticket benefits of productivity and innovation are not being realised by standard approaches to diversity and inclusion practices, what should employers do to be forward thinking in this space?

The future of inclusive innovation The Australian workplace is changing. A recent report by CSIRO’s Data61 Group highlighted the ‘mega trends’ impacting Australian businesses.16 Among the headlines:

Everything’s connected

Divergent demographics

15 billion devices (2015)

1 in 5 will be >65 in 2035

No boundaries

The rising bar

156% spaces (2012)

75% science, IT, engineering or maths

The entrepreneur

Tangible intangibles

43%

Gen Z increasing

connected

Result: increased connectivity and automation is transforming job descriptions

increase in co-working

Result: increased use of agile, flexible, freelance and contract work options

of employed Australians work for small businesses (2012-13)

Result: entrepreneurial skills will drive growth with creative thinking and innovative workers favoured

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people in the workforce

Result: increased workplace age and ability diversity reflective of population changes

of fastest growing jobs involve

Result: increased competition for skilled talent and non-traditional sourcing

workforce participation

Result: emotional intelligence and social skills will be increasingly prioritised by employers

As the workplace of the future evolves, it will be the ideal environment for innovative thinkers, and those with diverse backgrounds, skill sets and abilities to not just participate but thrive and create competitive advantage for their organisations.

Employers and HR practitioners who incorporate diversity and inclusion as a foundation of their workforce planning – rather than as an afterthought – will be leaders in redesigning job roles, attracting emerging knowledge and skill sets, managing a variety of work patterns and engagement styles, and developing new ways of connecting with employees and customers through virtual offices and shop fronts.

To help employers embrace the benefits of diversity and inclusion in a changing employment landscape, we’ve taken a look at three emerging strategies:

REFRAMING DIVERSITY

HARNESSING TECHNOLOGY

PERSONALISING YOUR APPROACH

Reframing diversity Rather than limiting diversity to recruitment and retention equations for diversity groups such as age, gender, culture, disability or sexual orientation, leading companies are beginning to reframe the conversation around ‘diversity of thought’.

A recent Deloitte report uses neurological research to demonstrate how diversity of thought can guard against groupthink or conformity, increase the scale of new insights and help to uncover the best fit employees for the highest priority projects and challenges facing an organisation.17 Leading organisations are now also framing diversity in terms of its inventiveness, imagination, and competitiveness, taking the symbolic, but important step of repositioning and renaming job titles for specialists in the field to explicitly link diversity, inclusion and innovation. Examples include Diversity Advisor, Wellbeing and Diversity Officer and Diversity and Inclusion Manager.

Increasingly these roles are responsible for recruitment and onboarding as well as developing and supporting a strong diversity culture within their organisation.

Unleashing the untapped potential of diversity 11

Harnessing technology Innovative thinking in technology has the potential to be a game changer for diversity and inclusion. One of the most significant challenges for recruitment and promotion is the issue of unconscious bias – where worldviews, experiences and education can unintentionally and unknowingly affect a person’s view of a candidate. Technology solutions will be increasingly used to automate stages of the recruitment process where bias can influence the available pool of qualified candidates.

Technology is being used to: Track candidates’ experiences with an organisation – to identify which marketing efforts are successful in sourcing diverse groups of candidates. Identifying parts of the recruitment process with high attrition rates can support changes to improve candidate experience and application rates.

Increase accessibility – to support people whose first language is not English or who have reading difficulties, UK recruiter WCN has integrated DiversityTalks into their recruitment software. A speaking toolbar that speaks over 20 foreign languages, enlarges text and changes colour contrast, it makes the system more accessible to the growing number of people who struggle to read websites due to dyslexia, disability or ethnic background.18 Change communication styles – to target groups such as non-English speaking backgrounds, disability groups, or younger generations who are native video communicators, tools such as videomyjob are being used to break down barriers faced with traditional, written job ads. As an example, we have used this tool to attract candidates to a role requiring Auslan sign language skills.

Develop Tinder for jobs – merit based matching app for the tech industry, Blendoor hides applicants’ race, age, name, and gender, matching them with companies based on skills and education level, removing unconscious bias from the recruitment equation. The app can also refer promising candidates to learning and development programs where additional core skills can be developed.19 Blind interview and test – Gap Jumpers have built software to avoid bias in the screening process.20 A shortlist is created when job seekers ‘audition’ by completing a series of challenges to assess their skills.

Write effective job descriptions – Unitive helps employers to write inclusive job descriptions and maintains accountability during interviews, particularly to avoid interviewers changing their mind on criteria previously identified as important.21

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Personalising your approach In contrast to using technological advancements to aid diverse and inclusive thinking in the recruitment phase, mentoring valued employees is essential for organisations looking to get serious about realising the business benefits of diversity.

The Queensland Universities Network is a program offering free mentoring, networking, leadership forums, workshops and online seminars to support LGBTI employees in industries such as engineering, medicine, education and law. Similar networks exist in other states of Australia where students are partnered with a mentor to help them navigate through early stages of their career.

Traditional sourcing and assessment methods are a key contributor to high Aboriginal and Torres Strait Islander unemployment rates, resulting in 20% less workforce participation nationally.

Our own ATSI recruitment specialist recommends a relaxed and culturally sensitive approach, in contrast to traditional approaches that can create an uncomfortable environment for Aboriginal and Torres Strait Islander candidates. Additionally, implementing non-verbal assessment and culturally sensitive induction processes can remove communication barriers and lead to long term safety and wellbeing in the workplace. If you want the right person for the job, you need to create an environment that will ensure the person has the opportunity to be confident and give it their best shot.

But organisations focusing solely on ticking the diversity boxes in their sourcing strategies can miss the benefits of culturally sensitive sourcing, assessment and onboarding, which have been shown to reduce Indigenous employee turnover and improve retention across all levels of an organisation.

Indigenous people in leadership roles can bring additional education and awareness to the business around employment, education and the challenges facing Indigenous people today and the ways that employers can most effectively support them to break the cycle of disadvantage in families and communities. It may not seem innovative, but the simple, relational approach is making a difference in lasting Indigenous employment success.

“We work with students to build their confidence and establish organisational networks to avoid disadvantage. We want all queer students to reach their full potential and not feel they need to hide.�

Queensland Universities Network co-chair Kathryn Cramp22

Unleashing the untapped potential of diversity 13

The wrap Actions speak louder than words Workplace diversity and inclusion is a topic on the ‘to do’ list of every Australian business, but are the platitudes of CEOs and HR practitioners translating into real actions that yield real results?

While the population of Australia grows and becomes more diverse, employees are sceptical that their organisation will keep pace. This may be due to a lack of investment into innovative diversity and inclusion initiatives outside of hiring policies, harassment and bullying policies.

Communication is key It’s also apparent that communication continues to be a stumbling block for business leaders, who haven’t effectively communicated: Their strategies for attracting and retaining a diverse range of employees, outside of the well known gender and culture target groups, to include age, ability and sexual identity.

Training programs to manage and develop high performing teams who excel, not in spite of their different backgrounds and communication styles, but because of them.

Systems and processes, such as technology, that can be used to remove unconscious bias from the recruitment, screening and selection stages of the employment life cycle.

If the Australian economy is to thrive and be competitive within the global marketplace, then business leaders must look to join the innovators – those individuals and businesses who are not just stating their diversity intentions, but the change agents who are building tangible pathways to inclusion. Only then will businesses be able to capitalise on the potential bottom line benefits of diversity, including an improved workplace culture, reduced employee turnover and increased productivity and innovation.

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Five recommendations for building a diverse and inclusive workplace

1

Disrupt To reach a new pool of candidates, a fresh approach to sourcing is required to compete for talent in an evolving work environment. Regardless of the benefits on offer, or how well a job ad is written, tried and tired job boards may not yield the quality, or diversity, of candidates needed.

To be most effective in this area, HR teams and recruitment managers will need to intimately understand the job profiles they are sourcing and develop a profile of the ideal candidate’s characteristics and competencies that are required to excel in the role.

They will also need to be familiar with the media consumption habits and social networks that are most persuasive in attracting these candidates.

Tip:

Attract passive candidates by broadening your sourcing strategies to include targeted non-traditional job boards, special interest publications and websites, informal networks, video ads and digital campaigns. A recruitment partner with extensive experience in creative sourcing can be an asset to precisely targeting your campaign and avoiding media wastage.

2

Assess The greatest benefits of diversity don’t tend to come from surface level differences.

Simply working to quotas and ensuring a surface degree of diversity may benefit the perception of the organisation but these efforts don’t necessarily lead to lasting change.

To get the greatest benefits of diversity we recommend exploring the deeper aspects, such as life experiences, cognitive styles, skills and personality to ensure that the greatest benefit of diversity is achieved – that is diversity of perspective and thought.

Tip:

Tailored psychometric and personality testing options can help avoid unconscious bias while assessment techniques such as in person ‘day in the life of ’ scenarios, behavioural interviewing and group assessments provide further insight into the behaviours, motivations, communication styles and personalities of candidates. Other tests are also available that avoid language and culture bias, with all communication through non-verbal instructions and gestures. These styles of assessment are useful with candidates where English is not the first language, with Indigenous candidates, with older candidates or those with disabilities, as they utilise ‘puzzle-like’ sub tests which are nonthreatening and enjoyable, yet challenging.

Unleashing the untapped potential of diversity 15

3

Train With 62% of employers highlighting communication barriers as the major challenge for maintaining diverse organisations, managers play a critical role in enabling a productive, fulfilling workplace. The Diversity Council of Australia (DCA) found that only 13% of practitioners believed that managers in their organisation had adequate skills to deal with equality issues.23 Organisations that can support their managers with mentoring, retention strategies and communication training are more likely to equip their managers to lead high performing, diverse teams. While many approaches focus solely on diversity in recruitment strategies, those organisations that continue to discuss diversity among their existing workforce and leadership team will develop a more inclusive culture.

Tip:

Have a discussion at the beginning of a team’s life regarding what each member brings to the table. Initial discussions around skills, backgrounds and perception of team purpose can lead to lasting improvements in communication and relational behaviours.

4

Engage To achieve a sustainable culture of diversity and inclusion, engage employees from every level of your organisation in conversation about diversity issues. Policies and procedures lay an important foundation for positive outcomes, but Australian workplaces will only achieve diversity through the effective leadership and contribution of people across the organisation.

For employees to perceive their organisation’s commitment to diversity as genuine, leaders must also invest time in addressing inclusion from all cross sections of the Australian population. The leader’s responsibility is to ensure that the conversation doesn’t end with popular gender equality campaigns, but includes equal opportunity for diverse ages, abilities, sexual identities and cultures.

Cross-functional teams and project groups, leadership lunchbox sessions and community based immersion sessions all offer opportunities for learning, engagement and feedback – building genuine foundations for a culture of inclusion.

Tip:

Invest in your employer branding: internal and external social media, videos, photos and employee testimonials can be valuable opportunities to build engagement with your brand for prospective and existing employees. By using a variety of communication tools, job seekers with varied experiences, skills and backgrounds can more easily engage with your culture and see what it’s like to work at your organisation, even before they step foot in your office.

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5

Measure We’ve heard it before: what gets measured gets managed. But only 41% of diversity practitioners reported that their organisations measured the outcomes of their initiatives24 – don’t be part of the 59% who don’t.

While the majority of employees and employers are not convinced about the value of quotas, targets in areas such as turnover, promotion rates, pay scales, complaints, absenteeism, awards, surveys and engagement can help ensure continual progress and improvement.

Tip:

Don’t forget to measure your customer profile as well. Tracking frequent communication with your customers via face-to-face, online, email and social media channels can help you to understand your customers, their backgrounds and behaviours. This could be as simple as customer feedback surveys, emails to update client details, or monitoring engagement with a variety of social media posts. These simple activities have the potential to expand your customer base along with the diversity profile of your employees.

Unleashing the untapped potential of diversity 17

References Sources and reference sites used in this paper: 1. The Hon Julie Bishop, Minister for Ageing; Address to Alzheimer’s Australia’s national conference https://fightdementia.org.au/sites/default/files/20050513_Nat_CON_Bishop.pdf 1. Reflecting a nation: stories from the 2011 Census http://www.abs.gov.au/ausstats/abs@.nsf/Loo kup/2071.0main+features902012-2013 2. The evidence is growing – there really is a business case for diversity http://www.ft.com/cms/ s/0/4f4b3c8e-d521-11e3-9187-00144feabdc0.html#axzz49HtiklQC 3. Diversity & Inclusion: Unlocking Global Potential http://images.forbes.com/forbesinsights/ StudyPDFs/global_diversity_rankings_2012.pdf 4. International gender equality statistics https://www.wgea.gov.au/fact-sheets-and-researchreports/fact-sheets-and-statistics 5. Australian employers encouraged to create workplace diversity http://www.sbs.com.au/news/ article/2015/06/26/australian-employers-encouraged-create-workplace-diversity 6. Aboriginal and Torres Strait Islander people’s labour force outcomes http://www.abs.gov.au/ ausstats/abs@.nsf/Lookup/4102.0Main+Features20Nov+2013 7. Coming of age: the impacts of an ageing workforce on Australian businesses https:// chandlermacleod.com/blog/ageing-workforce/ 8. Employment and disability: a complex problem with no simple solution http://www.abc.net.au/ rampup/articles/2014/01/13/3922428.htm 9. Face the facts: lesbian, gay, bisexual, trans and intersex people https://www.humanrights.gov. au/face-facts-lesbian-gay-bisexual-trans-and-intersex-people 10. What is the gender pay gap? https://www.wgea.gov.au/addressing-pay-equity/what-gender-paygap 11. Australian Bureau of Statistics Population Projections, Australia, 2012 http://www.abs.gov.au/ ausstats/abs@.nsf/Lookup/3222.0main+features52012%20(base)%20to%202101 12. David Morrison – fighting for a fair go https://www.dca.org.au/blogs/view/42/David+Morrison% 3A+fighting+for+a+fair+go 13. Australian Network on Disability http://www.and.org.au/pages/disability-statistics.html 14. Cultural Diversity in the Workplace https://www.humanrights.gov.au/news/speeches/culturaldiversity-workplace-0 15. Six Australian workplace megatrends https://bluenotes.anz.com/posts/2016/02/six-australianworkplace-megatrends-of-the-future/ 16. Diversity’s new frontier http://dupress.com/articles/diversitys-new-frontier/ 17. What role does technology play in building a diverse workforce? http://www.computerweekly. com/blog/WITsend/What-role-does-technology-play-in-building-a-diverse-workforce 18. This woman created Tinder for jobs to shatter hiring barriers in the tech world. http://www. businessinsider.com.au/what-is-blendoor-2016-5 19. Five trends driving workplace diversity in 2015 http://www.forbes.com/sites/work-in-progress/20 15/02/03/20768/#7a9bc14134c9 20. Five trends driving workplace diversity in 2015 http://www.forbes.com/sites/work-in-progress/20 15/02/03/20768/#7a9bc14134c9 21. LGBTI student mentor program launched in Queensland http://www.starobserver.com.au/news/ queensland-launches-lgbti-student-mentor-program/148657 22. Benchmarking diversity and inclusion practices in Australia https://www.dca.org.au/dcaresearch/benchmarking-diversity-and-inclusion-practices-in-australia.html 23. Benchmarking diversity and inclusion practices in Australia https://www.dca.org.au/dcaresearch/benchmarking-diversity-and-inclusion-practices-in-australia.html

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About Chandler Macleod Chandler Macleod’s Staffing Services team has been supplying Australian businesses with specialised recruitment and HR services since 1959. Our experienced recruitment teams source, recruit and manage temporary, contract and permanent employees across a broad range of sectors. We are proud to supply tailored HR solutions to many of the region’s largest organisations, Government departments and not-for-profits.

At the core of our recruitment and selection process is our BestFit™ formula, which states that a person’s behaviour is a function of who they are, their skills and temperament, combined with the environment in which they work. We employ a range of leading edge appraisal tools, assessments and methodologies to find the candidate who is the BestFit™ for the position, team and organisation.

25 MILLION HOURS WORKED BY CMG EMPLOYEES IN 2015

1655

SAFETY ASSESSMENTS CONDUCTED IN 2015

SAFETY IS ALWAYS OUR FIRST PRIORITY

57 YEAR HERITAGE AND THE

1,417

WORLDS 5TH LARGEST

RECRUITMENT ORGANISATION

INDIGENOUS AUSTRALIANS PLACED OVER THE LAST 3 YEARS

ONE OF AUSTRALIA’S LARGEST EMPLOYERS OF

286,000 CANDIDATE JOB APPLICATIONS RECEIVED IN 2015

ORGANISATIONAL PSYCHOLOGISTS

Our specialist recruitment teams have demonstrated expertise across a variety of specialisations, including: Accounting & Finance

Human Resources

Banking & Financial Services

Infrastructure & Rail

Business Support & Call Centre

IT

Construction

Manufacturing

Engineering & Technical

Mining & Energy

Executive

Sales & Marketing

Government

Supply Chain & Procurement

Graduate

Trades

Health

Transport & Logistics

Hospitality

Utilities

Unleashing the untapped potential of diversity 19

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