Applying intersectionality to Gender Equality Action Plans

Once the workplace gender audit data has been analysed using an intersectional approach (described in the section above), organisations should ensure this is appropriately reflected in the GEAP.

Your workplace gender audit results may reveal insights about people for whom gender inequality may be further compounded by disadvantage or discrimination based on Aboriginality, age, disability, ethnicity, gender identity, race, religion, sexual orientation and other attributes.

It is important to analyse these results to understand the organisational factors that may cause intersectional gender inequality. These insights will assist in the development of future relevant strategies and measures to address any identified trends, and in a way that is sensitive to the safety, privacy and interests of people who experience intersectional gender inequality.

It is important to consult with employees who experience intersectional gender inequality or relevant external people or groups about how to outline these insights in a safe and constructive way.

You must consult relevant governing bodies, employees, and employee representatives and share the results of your workplace gender audit to understand their perspective, assess the impact of any issues raised and facilitate feedback on proposed actions.

Consultation can also guide the development of an implementation plan, improving the likelihood of buy-in by impacted employees, for any actions.

To support intersectional voices to be uplifted in consultations, organisations should:

• Provide safe spaces for employees to openly share their perspectives confidentially, trusting the processes and people involved, without fear of consequence.
• Support and leverage staff-led networks for diverse employee groups to ensure employees are aware of consultation opportunities.
• Share de-identified intersectional data as part of consultations with all groups.
• At the start of any engagement, clarify the intended use of the information collected and clearly state how the information will be treated.
• Provide regular progress feedback to the groups who have been engaged to ensure that they are comfortable with how their information is being used and build the mutual trust needed for future engagement.

You should state how intersectional gender inequality has been considered in the development of your GEAP. This may be through highlighting:

• why intersectional gender equality is important for the organisation
• what your defined entity has identified as the systemic barriers to access, inclusion and equity for people who experience intersectional gender inequality
• how you consulted with and incorporated feedback from people who experience intersectional gender inequality and any other relevant organisation such as a peak body or representative organisation
• insights relating to people who experience intersectional gender inequality, identified through your workplace gender audit or through other means
• strategies and measures relating to intersectional gender inequality in your GEAP
• how the GEAP complements other strategies and policies in the organisation that relate to other employee attributes, for example a disability inclusion strategy.

Insights relating to people who experience intersectional gender inequality, identified through your workplace gender audit or through other means will inform the development of strategies and measures relating to intersectional gender inequality in your GEAP.

This may include specific strategies or targets for intersectional groups across the workplace gender equality indicators such as:

• Establish a mentoring program for women of colour (Recruitment and promotion practices in the workplace)
• Review and improve leave policies for all forms of caring responsibilities (for example, kinship caring) and conduct education with managers to increase awareness (Flexibility, leave and supports for people with family and caring responsibilities)

Consider if the intersectional issue you are seeking to address is a widespread issue. If so, researching and reviewing strategies that have been effective for other organisations may assist in identifying the best approach.

Review potential strategies with representative external groups, and employees with intersectional attributes, to understand whether these strategies will be met with engagement, acceptance, or resistance.

Some employees within a group may require a different, nuanced response, as all employees in a group will not be impacted by, or respond to, an issue in the same way. Consultation will help identify any barriers that may arise in strategy implementation and, determine what mitigating actions or alternate strategies can be taken.

Always include people with intersectional attributes on any task force or strategy team addressing intersectional issues related to them.

Including a wide variety of key influencers with intersectional attributes, that represent different levels, departments, and divisions of your organisation, will ensure that you have a diversity of perspectives. GEAP champions in these groups can also be advocates who promote adoption and acceptance of the strategies developed.

Including people with intersectional attributes as stakeholders (both employees and external representative groups) who contributed to the GEAP, will foster trust, and improve re-engagement. Stakeholders who are engaged can help identify lack of progress or community opposition and assist to adjust course in the roll-out of the strategy. Sharing progress with these stakeholders will also promote accountability and action from the implementers of the strategy.

Consider how implementation and impact of intersectional strategies will be measured, including a combination of quantitative and qualitative data.