By Catherine Fox
Being a lady, elevating youngsters, succeeding in a management function and residing an entire existence continues to be a tall order in glossy Australia in the event you do not take place to be impressive. Being a girl on a board, operating an ASX best –listed corporation, or working a central authority division continues to be an exception instead of the norm. regardless of the growth made in the direction of a fairer place of work, within the dialogue concerning the loss of girls on forums or the dimensions of the distance among males and women's pay, drained excuses are recycled. Catherine Fox labels those the seven myths approximately ladies and paintings.
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Positions are advertised to a select group and women usually have less opportunity to apply because they do not know where there are vacancies or what the requirements are for the job. The research particularly took issue with the often-repeated idea that somehow women with enough ‘merit’ automatically make it onto a shortlist. Rodgers-Healey said: I challenge and debate the whole idea of merit appointments – women are never given the chance to develop merit. It’s a very elitist idea. How can you get to merit when you are not in the door?
People such as the CEO of Carnival Australia, Ann Sherry; CEO of Korn Ferry, Katie lahey; former Sydney Water boss Kerry Schott; former Victorian Police commissioner Christine Nixon; former Esanda chief and board director Elizabeth Proust, all gained crucial experience and opportunities during a massive shake-up in the public sector in the 1980s and 1990s, which was designed to radically alter its culture. The public service of the 1980s – just like plenty of business sectors today – had women disproportionately clustered in lower-level jobs, paid less than their male peers, and lacking in opportunities for advancement.
So far the penny dropping hasn’t exactly led to revolutionary change, but some executives acknowledge it’s time for a rethink. I heard Gail Kelly, CEO of Westpac, admit that the lack of gender equity progress in recent years at the bank was probably because there was a belief the work had already been done to ensure a fairer workplace and attention had moved on. Realising this was not the case, pressure needed to be re-applied, she said. Several of the members of the Male Champions of Change group, a lobby group made up of some of Australia’s top CEOs, acknowledge that a meritocracy is an aim rather than necessarily a reality throughout their organisations.