How defined entities can achieve gender equality for Culturally Diverse Women in the Victorian Public Sector – Mind Tribes and the Victorian Multicultural Commission
This research explored practical approaches to break down barriers in the workplace for culturally and linguistically diverse women.
The research team
The Victorian Multicultural Commission and Mind Tribes partnered on this research.
Project sponsors - Victorian Multicultural Commission:
- Vivienne Nguyen
- Celia Tran
Researchers - Mind Tribes:
- Vick Pillay
- Prabha Jayasinghe
- Amy Light
How was the research conducted?
The study used qualitative research, beginning with a literature review. It then interviewed researchers, practitioners and members of the Victorian Public Service (VPS). The Victorian Multicultural Commission provided input throughout the project.
What did the research find?
Culturally and linguistically diverse (CALD) women face intersecting barriers at work.
The primary causes of these barriers are:
- systemic – racism, sexism, tokenism, stereotypes and biases
- organisational – devaluation of skills and experiences, pigeonholing, lack of support networks
- personal – lack of confidence and language barriers.
Many organisations intend to create inclusion through diversity, equity and inclusion initiatives. But most initiatives occur in isolation and are not reflected in organisational goals or systems. Initiatives often focus on individual assimilation into existing structures, instead of changing structures.
Most organisations lack metrics to measure the experiences of CALD women.
The research found three main gaps in approaches to supporting CALD women in the workplace. These are the need to:
- view initiatives through an intersectional lens and fix systemic barriers that cause inequality
- align diversity, equity and inclusion goals to organisational strategies and measure progress
- create initiatives targeting top-down change that create a trickle-down effect.
Recommendations
Organisations must take a holistic approach that includes systemic, organisational and individual change.
They should set metrics and targets to ensure accountability for progress.
Organisations should review their policies to ensure they are free of discrimination.
Leadership must lead change through active advocacy and sponsorship for CALD women.
The framework
The researchers developed a framework to help organisations to break down barriers for CALD women.
It includes a model, which provides high-level guidance. The model has 6 levels that organisations can use as a benchmark as they plan and measure progress. It starts at Level 0 (entry level) and ends at Level 5 (inclusive, diverse organisation).
The framework steps organisations through:
- Assessment, using an assessment tool
- Creating an action plan, using the guidance in the model
- Progression against the model
- Review.
Kotter’s organisational change model
The research also recommends organisations apply this top-down guide to achieve change.
- Create a sense of urgency
- Build a guiding coalition
- Form a strategic vision and initiatives
- Communicate the vision
- Enable action by removing barriers
- Generate short-term wins
- Sustain acceleration
- Institute change
Johnson and Scholes’s Cultural Web framework
This approach considers 6 key elements for change.
- Stories that underscore organisational values
- Rituals and routines
- Symbols
- Formal organisational structure
- Control systems
- Power structures (both formal and informal)
Read the full report
Citing this research
Pillay et al ‘How defined entities can achieve gender equality for Culturally Diverse Women in the Victorian Public Sector’, Victorian Multicultural Commission and Mindtribes, 2022
Updated