Go to top of page

Gender equity

Our guiding principle is that women and men have the same rights, access and opportunities to:

  • employment and career success
  • meet family responsibilities
  • contribute to communities
  • lead and aspire to healthy, fulfilling, rewarding lives
  • attain economic independence.

Equity and Equality

Equity and equality are two distinct concepts. In cases when people mention equality, they are sometimes meaning equity and the concept of fairness in opportunity rather than sameness in opportunity. Creating this distinction is important as both terms can be used to describe different approaches at different stages on the path towards reaching balanced and fair workplaces. This graphic highlights the difference:

Equality verses Equity (PDF, 460 KB)

By assessing the value that is actually being created for people, everyone can be supported to reach their potential - no matter which gender they are.

Gender Equity Strategy

The Queensland Public Sector Gender Equity Strategy seeks to transform the way gender equity has traditionally been approached:

  • challenge myths and assumptions to ensure both men and women enjoy the same opportunities
  • remove obstacles such as limited access to flexible working arrangements and unconscious bias
  • create workplaces where both women and men thrive.

The strategy is centered on 3 key themes:

  1. visible and vocal leadership
  2. attraction and retention
  3. building capability.

Download the Gender Equity Strategy 2015–2020 (PDF, 1.68MB) (PDF, 2.43 MB)

Actions

These actions are led by the Public Service Commission in partnership with agencies.

Vocal and visible leadership

  • Continue to publish a suite of gender metrics for all Queensland public sector entities that encourages transparency and deep analysis.
  • Showcase role models and publish vignettes and case studies of men and women who use flexible working arrangements, particularly in non-traditional roles and senior positions.
  • Promote a range of tools and resources to reduce unconscious bias.
  • Ensure that the Working for Queensland employee survey continues to measure a broader range of indicators to provide data that informs, and monitors, the effectiveness of gender inclusive strategies.
  • Develop an awareness campaign to focus on the identification and response to domestic and family violence and the support available to Queensland Government employees.

Attraction and retention

  • Promote greater access to flexible work practices through an education campaign and support tools to promote the notion that most jobs are flexible.
  • Develop and implement an education campaign to challenge recruitment myths and traditional models of progression and development, including clarifying the definition of merit.
  • Examine opportunities for engaging women into male dominated industries, and men into female dominated industries, and promote case studies, pathways and support for men and women in ‘non-traditional’ roles.
  • Build talent pipelines to purposefully target capable women.
  • Continue to use the results from the Working for Queensland employee survey to better understand workforce issues and inform further actions.

Building capability

  • Continue investing in leadership capability by building business, strategic and financial acumen through gender balanced ANZSOG scholarships.
  • Establish partnerships with other sectors and jurisdictions to facilitate talent placement opportunities.
  • Develop and implement a Leadership Talent Management Strategy that includes learning through doing, learning through others, and learning through knowing.
  • Design effective supports and guidance to prepare managers to lead and manage flexible teams.