Important research into diversity and inclusion issues from Diversity Works New Zealand and other international and national bodies.
WORKPLACE DIVERSITY CASE MODEL
The Workplace Diversity Case Model analyses and cites more than 200 academic works and offers New Zealand employers and people managers a pivot point from which to create opportunities to thrive through diversity and inclusion.
NEW ZEALAND WORKPLACE DIVERSITY SURVEY
This year’s survey results provide insight into how organisations see and respond to diversity issues.
The survey contributes to public understanding and debate and seeks to highlight both good practice and what needs further attention. These latest results indicate that gender, wellbeing/wellness and bias are regarded as important issues. Diversity, both societally and in workplaces, remains a defining feature of contemporary New Zealand.
This year’s survey results provide a fresh snapshot of how organisations see and respond to diversity issues.
They tell a story of growing awareness and improving practice alongside a number of diversity issues that continue to require more attention and it is encouraging to note that almost all diversity issues were afforded considerably more importance than in previous surveys.
New Zealand’s biggest businesses need to review the effectiveness of their bullying and harassment policies and processes.
The April 2018 New Zealand Diversity Survey revealed that 95 per cent of large organisations have a formal policy or an initiative in place to address harassment in the workforce. However more than half have recorded incidents of bullying and harassment in the past year. Read more about this and other key findings by downloading the full report.
New research has revealed that 20 per cent of businesses have less than 25 per cent female representation at governance and leadership/decision-making levels.
The latest Diversity Survey has also revealed that more than half of New Zealand employers value the experience of their workers over the age of 55 and workplace well-being is still the number one diversity issue in our organisations.
Bias and gender are emerging as growing concerns for Kiwi organisations.
New Zealand businesses still rank wellness and flexibility as top diversity priorities, according to the latest research, but several other issues are on the radar in the wake of recent gender pay gap research. And we look at the differences between the public and private sectors.
Kiwi employers are missing the opportunity to engage with older workers, with more than 70 per cent of businesses having no specific strategies to manage employees over 55.
The latest New Zealand Diversity Survey also shows that diversity is becoming a bigger consideration for smaller businesses, but many organisations are vulnerable around workplace bullying, with almost half having no policy in place to deal with this important issue
Kiwi companies believe wellbeing is important, but bullying and harassment is still growing and women is leadership positions has increased.
New Zealand businesses rank wellbeing as a top priority, according to the latest research, but incidents of bullying and harassment are continuing to climb. The survey also shows a significant jump in the percentage of females working in leadership or decision-making teams.
Managing An Aging Workforce, 2015
The New Zealand workforce is getting older: many may not realise that here in New Zealand, we actually have one of the highest workforce participation rates for over 65’s in the world. As the workplace “greys”, the needs and expectations of “wisdom workers” will change.
This report deals with the ways that senior managers can play a critical role in reducing bias or age discriminatory behaviour and promoting age-friendly practices within their organisations.
Engaging Older Workers Productively, 2014
This survey collated opinions about attitudes to workers over 55 and presence of bias towards these older workers. It found that while there may be negative attitudes to older workers there was an awareness of the experience and loyalty of older workers. This report also looks at flexible work arrangements for older workers and age strategies in place.