Profiling Diversity Practice
The Property Council of Australia’s Queensland Division is profiling leading diversity practices within the property industry as a monthly feature in its ‘Property Queensland’ e-newsletter.
If your organisation would like to share their diversity initiatives for the benefit of the wider industry, please contact the Property Council.
McCullough Robertson Kids’ Room:
When McCullough Robertson carried out a full refurbishment of its 5,664 sqm Central Plaza Two offices in Brisbane it took the opportunity to carve out a space dedicated to the children of its partners and employees.
The firm prides itself on being a progressive employer and introduced a kid’s room as part of its broader strategy to help staff more ably balance the demands of work with outside obligations and activities.
Over the past seven months the room has been used on a weekly basis, not only for the intended purpose of providing a space for the care for babies and toddlers on short notice but for school-aged and teenage children who, traditionally, were left unsupervised while parents were at work. This was an unexpected benefit of the room and an endorsement of the demand among working parents for this level of support.
The kid’s room is equipped with a television, DVD player, Nintendo Wii, toys, books and drawing material.
Whilst the room includes a desk in (and immediately outside) to enable parents to work in close proximity to their children, it is often used in conjunction with the firm’s Dial an Angel service, which provides care on short notice for children onsite in the kid’s room. The cost of the service is covered by the firm but parents also have the option to use their own nanny.
Ensuring McCullough Robertson is a great place to work is central to the firm’s efforts to attract and retain top talent. For further information contact Jodie Leckenby on 07 3233 8584 or [email protected]
Herbert Smith Freehills’ sponsorship network:
The right support from senior people in an organisation is necessary for career advancement. Recognising this, Herbert Smith Freehills (HSF) has implemented a global sponsorship programme to help advance the careers of junior partners, partners at key transition points (for example return from parental leave) and high potential lawyers in the partnership pipeline. While sponsorship is not only aimed at senior women in the organisation, it originally developed in response to consistent feedback from female partners regarding the need for greater and more structured sponsorship. Research also suggests that women may be less likely than men to be the “natural” recipients of sponsorship and often underestimate the importance of these relationships to their career progression.
The sponsorship programme takes a holistic approach to career development and places structure around ‘sponsorship’ so that sponsorship can be directed to identified employees in the most effective way. Sponsorship involves the active career advancement of sponsorees through internal coaching, support and mentorship from senior partners and leaders and external coaching as required. Specific activities include exposure to specific types of work situations and clients, facilitated by positive association with partners who take action and use their influence and connections. This provides additional opportunities for individuals to further develop their skills, behaviours and attitudes which may already be the focus of existing coaching and mentoring support.
Sponsoring and mentoring are related but distinct concepts. Broadly speaking, sponsorship focuses on action, whereas mentoring is more advice focused. Both are important career development strategies, for example, mentoring can be effective in closing knowledge and skill gaps whereas sponsorship is important when making a major career transition, such as, partnership. Mentoring relationships, which often develop quite organically, can transition into sponsorship (even if it is not formally recognised as such).
The high level support given to the programme is aimed and ensuring that over time, sponsorship behaviour becomes embedded in the HSF culture such that all senior partners view sponsorship as integral to their role.
The sponsorship programme is anticipated to have a significant impact on the success of the firm and HSF’s ability to achieve its diversity objectives.
Mirvac’s ‘Keeping in Touch’ Program:
Mirvac is committed to gender equality and proud to be an Employer of Choice for Gender Equality. As part of the company’s focus on gender balance, Mirvac has developed a “Keeping in Touch” program that allows the organisation to stay in contact with employees who are on parental leave.
The program includes the following benefits for employees on parental leave:
- Access to ten “keeping in touch” paid days that can be taken during parental leave
- Access to tools and information that support employees in the planning of their parental leave, as well as tools to help them prepare for the transition back to work
- Invitations to attend key workplace events
- Access to information that helps them meet the challenge of finding and managing their childcare responsibilities.
- Inclusion in annual performance and pay reviews Mirvac currently offers employees 16 weeks of paid parental leave for primary carers and 2 weeks of paid parental leave for secondary carers.
The Property Council website also features a number of resources and tools to support diverse workplaces.
McCullough Robertson:
Recognising that work life balance has a significant impact on physical and mental wellbeing, McCullough Robertson has implemented a Healthy Days policy, which provides an avenue for staff to use their personal leave (sick leave) for other purposes.
The policy is set up to help staff get the most out of their Healthy Days. Taking time out to rest and recuperate after working longer hours or before commencing a major project are considered good reasons to take a healthy day. The policy suggests staff use their Healthy Days to get active, take up a new hobby, connect with friends and family or spend time doing what they enjoy.
As part of the policy, staff with more than 16 days accumulated leave can take up to four Healthy Days per annum. Healthy Days can’t be taken in conjunction with any other leave and are deducted from the accumulated personal leave balance.
This also encourages staff to place a higher value on the preservation of sick leave, so they can use it for their own benefit.
Healthy Days has been incredibly well received by staff with many taking up the initiative, and is already having a real impact across the firm.
The policy supports the overall Inclusion and Diversity Strategy of the firm, which supports women or carers to more ably balance the demands of work with outside obligations and activities.
As an Employer of Choice, McCullough Robertson is committed to creating a culture that enables all staff to enjoy other aspects of their lives outside of work.
For further information contact Jodie Leckenby on 07 3233 8584 or [email protected]
Mirvac:
Mirvac Group’s industry-leading commitment to gender equality has earned it the inaugural award for diversity at the 2016 Property Council of Australia / Rider Levett Bucknall Innovation and Excellence Awards.
Mirvac Group is one of just two ASX 200-listed companies with per cent female representation on its board of directors. Their comprehensive diversity policy is driving innovation throughout the business. The diversity initiatives being undertaken by Mirvac include:
- An annual gender pay parity review that assesses and addresses any discrepancies in remuneration.
- The regular reporting on gender composition through talent and succession planning.
- A requirement within Mirvac’s recruitment policy for at least per cent women in candidate short lists.
- Mainstreaming flexible work arrangements.
- Mirvac’s Chairman, John Mulcahy, is a member of the Property Council’s Property Male Champions of Change initiative aimed at driving greater gender equality in the property industry and increasing the number of women in leadership roles.