Case Study: Arup Australasia

So let’s look at a case study. Arup Australasia (formerly known as Ove Arup) is a consulting engineering company with 558 employees. About 28% of all staff is female. Its issues are shared by a lot of science professionals – and its strategies and solutions are useful for us all.

Arup Australasia analysed its workforce retention statistics and realised that work/life balance; maternity leave return rates; and graduate recruitment numbers were all critical issues for the company. It took action on these issues and is seeing the positive results.

• At an Arup Divisional Forum, a presentation was made on Work/Life Balance. This was a critical first step in raising the awareness of the importance this issue within Arup globally.

• Through focus groups and interviews conducted by an organisational psychologist, the staff was also consulted regarding the effectiveness of the Competency Based Appraisal system following its first year of implementation.

• A Graduate Recruitment survey was conducted to examine various aspects of graduate roles (e.g. development, rotation, mentoring, etc). Particular emphasis was placed on issues for female graduates in the organisation.

• Arup also conducted an analysis of the maternity leave return rate. Analysis and employee feedback highlighted a need for more emphasis and training in “soft skills”, such as communication, interaction, negotiation and coaching. Consultation with senior female staff also showed that a mentoring program was crucial in creating career paths for women within the organisation.

Maternity leave return rates showed that a high percentage of female staff was not returning to work. With more women falling pregnant, many at associate level, coming up with incentives for women to return to work was considered critical.

Arup Australasia - Actions Taken

• In 2001, group leaders acted as “buddies” for all graduates, and the HR manager took on a mentoring/coaching role for senior female staff.

• Existing leadership development and accelerated learning programs were flagged to aid all employees develop skills required for promotion.

• The appraisals process initiated the creation of individual action plans for employee training and development needs. A national appraisal database was created to capture training needs in all locations.

• Current work/life initiatives reviewed and publicised within the organisation.

• 8 weeks’ paid maternity leave was introduced.

• A contact allowance for staff on maternity leave who wish to attend selected meetings during maternity leave was introduced.

• A flexible working policy was brought in for staff with carer, study, retirement, personal crisis or high-level sporting issues.

• Arup also now supports a cadetship program for women from underprivileged families who otherwise would not be able to afford tertiary studies.

Results at Arup

As a result of all these initiatives, Arup has seen some pleasing outcomes, including:

• In 2001, women represented 24% of all promotions to associate level and above - this was up from 6% in 2000.

• In November 2001, 30% of the Leading the Development of the Future (LCF) attendees were female - up from 10% in July the same year.

• In 2001, 32% of graduates recruited to Arup were female; three times the percentage of female engineering students at Sydney University for that year.

•10% of women recruited in 2001 were employed at associate level and above.

• Of the total number of women recruited in 2001, 40% were employed in technical roles.

Curtin University Case Study

Another good case study that has great resonance for women in science is provided by Curtin University. Led by a Chancellor whose Strategic Plan for 2000 to 2005 states that “more women will be in senior management positions”, the university’s Office of Ethics, Equity and Social Justice, in collaboration with the Curtin Women’s Program, identified several key issues that needed addressing if this goal was to be realized.

• Career progression: not enough women applying for promotion to higher levels;

• Women and Research: females typically getting too little of the funding pie;

• Lack of mentoring/peer group networks for women.

Curtin committed to culture change by making the Curtin Women’s Program a priority, committing money, resources and staffing to programs designed to increase women’s awareness of how they could improve their prospects on campus.

Curtin University: Actions Taken

• Workshops were held to share information and strategies and gain support during promotion rounds, with case studies presented of recent successful applications for promotion.

• The Woman and Research Project was launched with ongoing sessions aimed at raising women’s skills and awareness of research. For example, seeding grants were awarded to six women at the beginning of 2002. Successful applicants then gave presentations during the course of the year on the outcomes of their research as part of the 2002 program.

 •Ongoing networking events and work-shops have been held, for example, the Personal Power, Organisational Culture and Change workshop presented just this month (7 Nov 2002) to help Curtin professionals develop networks.

The Way Forward

So, how do we go forward from here? Well as we know, we must engage men on their terms – without becoming men ourselves! But while we do this, we must not forget to collaborate and communicate with the women around us. We must continue to give each other support. In your case that will help more women communicate to men what it is like to be a woman in the male-dominated world of science!

It is sometimes extremely difficult for a man to understand the barriers to women’s success in the profession; after all, they are not at the receiving end of the often subtle, almost invisible ways that women are disenfranchised. But for our daughters’ sakes, we must all continue to stand courageously for change, be unafraid to speak up - and we must lobby for change.

Individually, each one of us can make a difference. Here’s what you can do:

What One Woman Can Do

Know your own worth;

•Take career risks; take on ‘high profile’ line assignments.

• Have effective internal and external support networks (both men and women).

Get in on Men’s Secret Business [a.k.a. Networking]

Mentors, role models and networks – both internally to your workplace and externally – are critical to overcoming the barriers. When I first worked within the Public Service as a scientist, I found that belonging to internal networks was what helped me make a difference. Through those networks I became president of the Professional Scientist’s Group, and in the process contributed to a new promotional scheme for scientists based on peer-review. After moving into the EEO role I became president of the Victorian EO Practitioners for several years, enabling me to cultivate and grow network contacts and friendships that still benefit me today.

So how do women best network?

• First, seek high-visibility assignments. These lead to advancement, and they also expand the number and kinds of people you know.

• Volunteer for cross-divisional projects that will give you access to a large cross-section of people.

• Also, seek out people in other divisions with whom you have common ground, whether that be children at the same school, a recent maternity leave and so on or a specific professional shared interest.

• Call someone whose work you’ve heard about and ask to meet up to talk about it.

• Attend training programs and presentations – or conventions like this one – and connect with your fellow participants.

Mentoring

I’ve talked about the challenges women face, and also the benefits to be gained from networking with others who can support you. I’d like now to talk about the importance of mentors.

Last year I attended a conference in New York for Catalyst, a non-profit organisation that works with Fortune 500 companies in the United States to advance women and business. At this conference, the president, Sheila Wellington, launched her book, How to be Your Own Mentor. In it she has developed a list of “get-ahead basics” for achieving your full potential in the workplace, and I’d like to leave you with that list – a list that reflects my own Australian experience.

Getting Ahead Basics

by Shelia Wellington

1. The best isn’t good enough. You’ve got to deliver on the expectations of your manager – and more. Deliver results on time or ahead of time and deliver more than they expect. In this way, you begin to build a good track record.

2. Time is of the essence. Good time management skills are crucial, especially for women who often take leave or use flexible work schedules to navigate work and family commitments.

3. If you don’t blow your trumpet, nobody else will. Successful work deserves public recognition, so don’t sit around and wait to be noticed. Men keep their managers informed about their progress on a project and so should you.

4. Expertise impresses. Investigate training that will help you develop an expertise in a unique, relevant specialty. People will turn to you for that expertise which in turn enhances your reputation.

5. Nothing comes to she who waits. Men don’t wait to be asked to do things – they just do them. And often they bluff their way through when they don’t know how. If you see a task you’d be good at, tell your boss your plans for dealing with it. Then – do it!

6. It is not just organisations that need to diversify. To succeed you need to diversify your experience. If you are aiming for upper ranks, you need to get broad experience in many aspects of running an organisation. You need to learn how things work.

7. Fortune favours the brave. Performing well at what you’ve done before will not move you ahead. You need to demonstrate your readiness for the new, the bold, the daring. You need to take on stretch assignments, ones that will cultivate new abilities and show them off.

8. And finally, money matters. Many women believe that money doesn’t matter and later, usually too late, they find out that it does. Make it clear what salary you’ll accept when you’re applying for a job and expect what you’re worth!

Other Actions You Can Take

Finally, if you’re feeling fired up and want to take the system on too, here are some organisational goals you can strive for as well!

• Educate your CEO and managers

• Identify and address the EO issues in your workplace

• Use EOWA’s website and tools!

• Aim to see your organisation named an EOWA “Employer of Choice for Women”

• Aim to have it win an EOWA Business Achievement Award!

Conclusion

I’d like to finish with a quote from Cathleen Black the most influential woman in magazine publishing in the US. I think this quote is a great inspiration for all of us who want to see women advance in the workplace: “When women are faced with a barrier – and it doesn’t matter whether we’re talking about the old boys’ network or backlash from your visibility – the way to react is not to simply complain; it’s to plan your attack. Success is the ability to use your leverage to get where you want to be. It’s the ability to use all your tools. It’s keeping your head out and up. It’s the willingness to take risks, to step up to the opportunity.”

Cathleen Black, President, Hearst Magazines.

Remember, “Only you can ultimately imagine, shape and move your own career forward.” What it takes is persistence, courage and a plan - and the kind of peer support you’re all here today demonstrating.

Thank you.

Ms Fiona Krautil is Director of the Equal Opportunity for Women in the Workplace Agency, formerly the Affirmative Action Agency. Her previous positions include Senior Manager, Workforce Diversity, Westpac Banking Corporation; Equal Opportunity Manager, ESSO Australia; and Equal Opportunity Manager, Victorian Department of Agriculture and Rural Affairs.