What are some specific achievements? One of our recent work streams focused on better utilising women’s skills in the economy. We worked out where women’s skills were least utilised – in the trades – and that’s where we focused. We used the Christchurch rebuild as a test case and worked alongside all the key players to attract women into apprenticeships. We worked with the Industry Training Organisations, polytechnics, construction companies and the media. We more than doubled the number of women working in the rebuild. We also focused on ‘how do we keep women and girls safe?’ The best way is if no violence happens. We can prevent violence against women and girls. Our insight and research was able to bring a new dimension to this issue, and the government’s strategy now includes prevention at its core.
What success have you had in getting more women onto state sector boards? The participation rate of women on state sector boards was 43.5% in 2016 (up from 40.5% in 2012). That’s an international phenomenon. Every time there is a vacancy on a state sector board we put up a list of capable women. We actively recruit women to nominate. Even talented and experienced women don’t put themselves forward. There’s a lack of confidence and they sell themselves short. They don’t see what a wide range of skills they have to offer. It’s satisfying to be able to ensure we have a strong pool of women to put forward and see them selected.
Meanwhile, female representation on private sector boards is languishing at 17%. What can be done to increase that? No one has a mandate over private sector boards. We’ve learnt that initially quotas may fix the problem but they don’t generate systemic change. Quotas don’t necessarily create a whole pool of female talent and women resent being the quota board member. Having said that, just keeping on going the way we are is not working. What we’ve found in Australia is that a group of brave men have stood up and said it has to change and are driving through change with considerable success.
You described the Ministry’s work as a constant battle. What did you mean by that? I was talking about getting gains for women. There’s a range of camps that we work with. Sometimes people want to change but don’t know how. Our role is to show them the solution. But sometimes we are working with people who don’t see a problem. Until you have been the only women in a room of 20 men you don’t know what that feels like to be different. Trying to show the experience of others can be a constant battle.
Are you optimistic that we will see positive change in New Zealand? From my perspective, I think there is a role for men to be more vocal, more brave and to champion change. We have some companies showing amazing leadership in this area, in our banking and insurance sectors for example we have very outspoken leaders. There are role models there. It just needs to be more. I am optimistic, however. I see brave men and women speaking out and walking the talk, working on their own organisations. I see a whole generation of socially conscious and active young men and women who are gender savvy. There are green shoots everywhere. Workplace flexibility is a key driver that would help men and women. Women tend to take on the burden of child caring. Often we ask women to choose or force their hands to work in roles that are below their capability so they can achieve workplace balance. If we really want to use all the talent in New Zealand, we have to think differently about how we structure roles.
How does the Ministry keep itself relevant to the younger generation? The Ministry is having far more engagement with younger women and men. We’ve made a strong investment in social media channels and think carefully about how to present material and insights so it’s accessible and used by young women and men. Wherever young men and women are gaining information, we have to be there.
What advice do you have for young female public servants? When I first came to Wellington I thought if I was going to be taken seriously I had to do a number of things. I like wearing colourful clothing and shoes and bright red lipstick but I thought I had to wear a navy blue Country Road suit every day to be seen as professional. All I would say to young women today is that you have a unique and powerful contribution to make. Don’t spend time trying to fit into an ideal that you think is necessary to be taken seriously - like my navy blue Country Road suit. Have belief in yourself. A number of female public sector CEs have made ourselves accessible in the hope that the number of female chief executives continues to grow. You can’t be what you can’t see. Senior women have a role to be seen and we have been doing this.
What do you say to people who say we don’t need a Ministry for Women? Look at the levels of violence against women, the number of women in senior positions and board rooms in the private sector, and the number of women who are in low wage, low skilled jobs. Until these negative statistics improve, we need to keep working.
13 PUBLIC SECTOR December 2016