This paper summarises data gathered from a survey of the diversity programmes operating in Australasian companies, conducted by a leading executive search firm. Results are presented, with some discussion, on structural and employment matters including where diversity management is situated within the organisation, size of the team, reporting structure, budget allocation and remuneration.
Respondents were also asked about the development of their company's diversity strategy, what stage it had reached, what issues it had prioritised and what issues were forecasted as high priority in the future. Among other findings, the survey finds that diversity strategies at 50 percent of companies are rated as "compliance at best" or "building foundation". Senior and executive management were rated as being the most important people for the success of diversity strategies, but these were assessed as being only "somewhat involved" in leading the strategies.
Flexible working arrangements are identified as an emerging high-priority issue for the future. Companies cite recruitment and retention of talent as the greatest motivator for instituting a diversity programme, but the programmes of almost half of the companies are not operationally linked to the recruitment team, suggesting a disconnect between policy and practice.