Women in the ADF Report 2016–17 - Department of Defence€¦ · Women are self-selecting to...

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WOMEN IN THE ADF REPORT 2016–17

A SUPPLEMENT TO THE DEFENCE ANNUAL REPORT 2016–17

© Commonwealth of Australia 2017

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The report should be attributed as Women in the ADF Report 2016–17.

Internet

The Department of Defence website www.defence.gov.au provides comprehensive information on matters of military security and capability and Defence people issues.

An electronic version of this report can be accessed at http://www.defence.gov.au/annualreports/16-17/Downloads/WomenInTheADFReport2016-17.pdf

Contact

Feedback about this report is welcome and should be directed to:Head People CapabilityDefence People GroupDepartment of DefenceRussell Offices R1-1-C005Canberra ACT 2600Telephone: (02) 6265 9504

Acknowledgements

This report was developed by the Defence People Group, with input and assistance from staff throughout Defence.

Editorial consultant: Wilton Hanford Hanover

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WOMEN IN THE ADF REPORT 2016–17

A SUPPLEMENT TO THE DEFENCE ANNUAL REPORT 2016–17

iv WOMEN IN THE ADF REPORT 2016–17

1

ContentsFOREWORD 3

EXECUTIVE SUMMARY 4

MEASURING SUCCESS AGAINST KEY PERFORMANCE INDICATORS 6

CHAPTER 1: ATTRACTION AND RECRUITMENT 7

Participation in the Australian Defence Force 8

Gender recruitment 9

Average time taken to progress through the recruitment process 9

Conversion ratios—measuring success in the recruitment process 10

Satisfaction with the recruitment process 10

Enlistments into the permanent ADF 11

Initiatives to recruit women 12

CHAPTER 2: TRAINING, EDUCATION, LEARNING AND DEVELOPMENT 17

Training completion 18

Education 20

CHAPTER 3: INTERNAL MOBILITY, POSTINGS AND DEPLOYMENT 23

Postings 24

Command and key representational appointments 24

Women on deployment 26

Attitudes about deployment 29

Overall representation 29

CHAPTER 4: PERFORMANCE, TALENT AND CAREER MANAGEMENT 31

Promotion and performance 32

Promotion process 33

Tenure in rank 35

Reduction or reversion in rank 36

Promotional gateway courses and leadership development 36

Representation of women on promotion boards 38

Mentoring, networking and sponsorship 39

Career management and satisfaction 44

Addressing cultural barriers to women reaching senior leadership positions 45

Valuing our members—honours and awards 46

Representation of women on Defence senior decision-making committees 46

2 WOMEN IN THE ADF REPORT 2016–17

CHAPTER 5: RETENTION 49

Separation rates 50

Reasons for leaving the ADF 51

Time in service (median at separation) 52

Maternity and parental leave 52

Gender pay audit 54

Recognised relationships 54

Career breaks 55

CHAPTER 6: WORKFORCE MANAGEMENT 57

Occupational segregation 58

Transfers between occupational groups 60

Service initiatives to address occupational segregation 60

Access to flexible work arrangements 61

Women’s experience 62

Access to quality childcare 63

CHAPTER 7: TRANSITION AND RE-ENGAGEMENT 65

Total Workforce Model 66

Transfer to the Reserves 67

CONCLUSION 69

ANNEX A: WORKFORCE DATA TABLES 73

ANNEX B: ADF RANK EQUIVALENCIES AND OCCUPATIONAL GROUPS 149

LIST OF TABLES AND FIGURES 153

INDEX 159

3

ForewordIn March 2012, the Defence leadership made a unified statement of cultural change and reinforcement through the Pathway to Change: Evolving Defence Culture strategy. Informed by a number of reviews relating to gender and culture, such as the Australian Human Rights Commission’s reviews into the treatment of women at the Australian Defence Force Academy (2011) and Australian Defence Force (ADF) (2012), and Major General Craig Orme’s review into the personal conduct of ADF personnel (2011), Pathway to Change reflected an acknowledgement that gender inequity is not only a moral issue. It is also an issue that impedes organisational capability because it does not maximise the potential of female ADF members or the potential of half of the Australian labour force.

The inaugural Women in the ADF Report was published as an online supplement to the Defence Annual Report 2012–13, and provided a baseline for future reporting regarding women’s participation and experiences in the ADF. The following reports were then able to report progress against that of the previous year.

The Women in the ADF Report 2016–17 reflects on the changes and developments that have occurred for women over the last five years of reporting. This report identifies the changes since 2012–13, and the project has grown and evolved over the last five years to better capture information and understand the experiences of women in the ADF.

This report offers an analysis of the participation of women in the ADF and, where applicable, compares these to the experiences of men. While this provides insight into the gendered nature of these experiences, a full understanding is not captured. Understanding gender inclusion and diversity requires more than just the measure of outcomes of women in the ADF. It also should address the different experiences of men and women and the role policy and practice play in shaping these experiences.

This year’s report includes the revised reporting framework introduced in 2015–16, with additional gender diversity metrics and gender inclusion key performance indicators as approved by the Chiefs of Service Committee. The new reporting framework seeks to ensure Defence focuses effort and measures success in gender diversity and inclusion across all stages of the employment life cycle. This includes attraction and recruitment; training, education, learning, and development; internal mobility and postings; performance, talent and career management; retention; workforce management; and transition and re-engagement.

Over the past five years, this report has developed to enable a more detailed examination of the experiences of women in the ADF. Not all of the measures discussed in this report were captured in 2012–13; however, where possible, comparisons to the inaugural 2012–13 report findings are made to highlight any changes over time.


Executive summaryDiversity is crucial to enhancing Defence capability. The last five years, following the reviews into the treatment of women in the Australian Defence Force Academy (ADFA) and Australian Defence Force (ADF), have seen the ADF undertake and implement a series of initiatives to increase the participation and retention of women. These initiatives take place across the career spectrum and aim to improve the experiences of women in their careers in order to enhance the capability of the ADF.

The participation rate of women in the ADF has increased from 14.4 per cent in 2012–13 to 16.5 per cent in 2016–17.

The proportion of women recruited into the ADF has been increasing, indicating that the recruitment initiatives are having a positive impact. Service recruitment initiatives that encourage women to consider under-represented occupations are having an effect, with proportionately more women being recruited to the technical categories.

Training completion rates for Other Ranks1 over the last five years have remained relatively high and there has been little change since 2012–13. Officer training completion rates are showing a positive trend but ongoing monitoring is required. ADFA completion rates have increased from the first analysis conducted in 2016, with a significant improvement in completion rates for ADFA cadets at the end of the 2016 academic year. The reasons for this are not clear-cut but the completion rates do indicate that ongoing improvements have had a positive effect.

Women are self-selecting to undertake higher education opportunities at a higher rate than men, proportional to their participation rates. The reasons why men and women choose to undertake higher education is not clear in the data available. As such, it is not possible to determine if gender plays a role in the uptake of education programs within Defence.

Women are slightly under-represented—at 12.1 per cent —when comparing genders on deployment overall. The occupational groups that are deployed are dependent on mission requirements and women are not highly represented in the largest occupational groups on deployment, which are combat and security, and engineering, technical and construction. However, women are more highly represented on deployment in areas such as health, where they represent 39.2 per cent of the deployed health workforce, or 29.1 per cent of the logistics, administration and support workforce.

Each Service has a target of 2 per cent of the trained workforce to be accessing a formalised flexible work arrangement. The Navy and Air Force have exceeded this target and the Army is steadily tracking towards it. Women access formalised flexible work arrangements more than men across the Services, and there has been an increasing uptake of these arrangements by women. The use of informal work arrangements appears to be greater for men. The use of formalised flexible work arrangements warrants further investigation, as attitudinal survey data suggests that there is a perception that accessing flexible work arrangements can impact career prospects.

Promotion is based on performance and potential, and gender is not a consideration. However, to ensure a diversity of perspectives in the selection process, each Service seeks to have at least one woman on each promotion board. This was achieved for 84.1 per cent of all promotion boards in 2016–17. Across the Services, women were promoted at a similar rate to men.

The representation of women at senior ranks is gradually improving. Given that the ADF recruits to the junior ranks and develops members through their career, the number of women who are currently at senior ranks is influenced by the number of women who were recruited over two decades ago. The increased number of women being recruited will, in time, increase the pool of women who are progressing through to senior ranks. Furthermore, opening all occupations and roles to women has also created new opportunities for women, particularly within the Army.

The progression of women to senior levels is influenced by their retention and potential barriers to progression. The Services have reviewed policies and implemented cultural change to remove barriers to progression. This will require continued monitoring to ensure that it has the desired effect.

1 The rank group ‘Other Ranks’ refers to ADF personnel who are not commissioned officers or do not hold a commission.

5

Despite changes to the structure of Defence senior committees, women are still under-represented due to the lack of women in senior ranks across the Services. There is currently no female representation from the ADF on the primary Defence decision-making committee, the Defence Committee.

The rolling separation rate is 8.8 per cent for women and 9.1 per cent for men. The median length of service at time of separation is lower for women than men, although this metric is somewhat influenced by the increased intakes of women in recent years. Attitudinal surveys indicate that men and women share similar reasons for leaving the ADF.

For the Army, retention after paid maternity or parental leave was almost identical for men and women. However, the Navy and Air Force recorded significantly lower retention of women than men after taking paid maternity or parental leave. The reason for this difference is unclear and warrants further investigation.

Women occupy fewer well-remunerated occupations and ranks. This is a structural factor that causes the total difference in the pay between men and women, rather than any systemic difference in the salaries across gender. The gap is also influenced by women’s lower average length of service and lower seniority. Defence is addressing each of these factors with initiatives to increase the overall female participation rate and by facilitating longer careers for women through the provision of adequate support.

Current data shows that women use Reserve workforce options slightly more than men, which may be because service in the Reserves offers greater flexibility. After separation from the permanent ADF, women are more likely than men to transfer to the Reserves with the intention of rendering further service.

The data examined in this report captures only part of the story. Ongoing research is required to fully understand the complexities of the experiences of women and men within the ADF. Gender equity is an essential element of the ongoing capability of the ADF.


Measuring success against key performance indicatorsTable 1 indicates that there has been progress in a number of areas over the last five years; however, there is room for improvement.

Table 1: Results against key performance indicators, 2016–17

No. Key performance indicator Area of people framework Progress

KPI 1 Progression towards female representation targets Workforce management ÇKPI 2 Progress towards reaching critical mass in identified employment categories Workforce management ÆKPI 3 Increased acceptance of flexible work practices Workforce management ÆKPI 4 Efforts being made to ensure that more women have opportunities to reach leadership positions

Performance, talent and career management Æ

KPI 5 That the retention of women (by category) is equal to men Retention ÆKPI 6 Number of women recruited against Service targets Attraction and recruitment ÇKPI 7 Completion rates for ab initio training equal between men and women

Training, education, learning and development Æ

KPI 8 Recruitment timeline for women is improved Attraction and recruitment ÇKPI 9 Women transfer to the Reserves and use Reserve and Total Workforce Model options at a similar rate to men Transition and re-engagement ÇKPI 10 Women are represented proportionally in postings and deployments Internal mobility, postings and deployment ÆKPI 11 No significant difference in cultural reporting between men and women Workforce Management ÆKPI 12 Increase in number of women in leadership positions Performance, talent and career management È

7CHAPTER 1 | ATTRACTION AND RECRUITMENT

Leading Seaman Combat Systems Operator Emma Searle tracks surface contacts in the HMAS Newcastle operations room.

(Photo: Able Seaman Imagery Specialist Nicolas Gonzalez, HMAS Newcastle.)

ATTRACTION AND RECRUITMENT1


We will know we have reached success in gender diversity and inclusion in attraction and recruitment when:

• the number of women recruited is at or above the number required to meet each Service’s 2023 female participation targets

• women remain in the recruiting pathways at rates comparable to men

• women’s satisfaction with the recruitment process is comparable to that of men.

Defence is committed to implementing strategies that attract and recruit people from a broad cross-section of Australian society. Defence senior leaders are focused on improving workforce diversity and have widely acknowledged the benefits of doing so, including the strategic capability benefits that diversity brings to all levels of the organisation.2

In 2013, each of the three Services established female participation targets for 2023.3 Central to achieving these targets are ongoing initiatives to improve the rates of attraction and recruitment of women, including the retention of women in recruitment pathways at rates comparable to that of men.

This chapter provides an overview of the recruitment of women in 2016–17. ADF enlistment information has been analysed and an overview of women’s recruiting initiatives within each Service is described. Finally, the length of time women spend in the recruiting pathway is examined, as is their satisfaction with the recruitment process.

Participation in the Australian Defence ForceParticipation rates of women in the ADF measures progress towards the participation targets established by each Service. Those participation targets are: Navy and Air Force, 25 per cent by 2023; and Army, 15 per cent by 2023.

The participation rate of women in the ADF has increased, as shown in Figure 1. At 30 June 2017, 16.5 per cent of the ADF were women: Navy, 20.4 per cent; Army, 13.2 per cent; and Air Force, 20.6 per cent.4 This increased from 14.4 per cent at 30 June 2013: Navy, 18.4 per cent; Army, 11.0 per cent; and Air Force, 17.5 per cent.

Figure 1: Participation rates of women in the ADF, by Service, at 30 June 2013 and 30 June 2017

18.4%

11.0%

17.5%

20.4%

13.2%

20.6%

Navy Army Air Force

30 June 13 30 June 17

Modelling suggests that the Navy and Air Force will meet their 2023 targets if recruiting efforts are sustained. Army recruitment has increased and a series of initiatives have been established to improve recruitment and retention rates of women in order to meet the 15 per cent participation rate target by 2023.

2 2016–17 Defence Corporate Plan, p. 4. Available at www.defence.gov.au/publications/corporateplan.3 Australian Human Rights Commission (2012). Review into the Treatment of Women in the Australian Defence Force: Phase Two Report,

Recommendation 3, p. 25. Available at http://defencereview.humanrights.gov.au/report-review-treatment-women-australian-defence-force.4 See Table A1: ADF Permanent Force, by gender and rank, at 30 June 2017.

http://www.defence.gov.au/publications/corporateplanhttp://defencereview.humanrights.gov.au/report-review-treatment-women-australian-defence-force


Gender recruitmentThis year, Defence Force Recruiting, with the support of the Services, is trialling an innovative recruitment process in order to meet workforce requirements. Recruiting into the ADF is a complex process as each Service has unique requirements that are continuously refined to meet emergent capability requirements. In 2015–16, it was identified that the Defence Force Recruiting methodology needed to change in order to meet the target participation rates for women. Ongoing research is occurring to develop the appropriate methodology.

Average time taken to progress through the recruitment processFor those interested in a career in the ADF, the recruitment process is often their first experience with the ADF. Candidates progress through the recruitment pathway milestones, assisted by Defence Force Recruiting staff. The period that candidates spend in the recruitment process varies due to tests and checks; vacancies in training establishments and alignment with the academic year; the nature of the role applied for and the number of intakes per year; and the personal desire of the candidate.

For example, ADFA candidates often commence their application in Year 11 in order to be eligible for the ADFA Education Award. This means that those candidates will spend 12 to 24 months in the recruitment process.

The ability to measure a candidate’s time in the recruitment process has been significantly improved in 2016–17 with new information technology systems. These systems enable the recognition of periods of time when a candidate is temporarily withdrawn from the process. Withdrawals or suspensions of a candidate occur for many reasons. These range from candidates choosing to complete alternative education pathways, or candidates finding alternative employment, to some candidates being unsuccessful at a particular stage and then reapplying at a future date.

Factoring in withdrawal periods, the 2016–17 financial year saw a full-time female applicant take an average of 224 days, and a male applicant 286 days to progress from booking their testing to receiving an offer of employment. This is broken down by Service and gender in Table 2.

Table 2: Average days in the recruiting process—Your opportunities Unlimited (YOU) session to letter of offer (full-time), 2016–17

Navy Women

Navy Men

Navy Total

The difference

in Navy (W–M)

Army Women

Army Men

Army Total

The difference

in Army (W–M)

Air force Women

Air Force

Men

Air Force Total

The difference

in Air Force (W–M)

Officer entry 313 359 347 −46 297 294 295 3 349 453 424 −104

General entry 222 330 283 −108 179 257 237 −78 242 351 297 −109

Full-time total 232 334 293 −102 193 261 244 −68 262 383 329 −121

Gap Year 257 208 244 49 173 222 206 −49 217 229 223 −12

Note: For further information and data notes, see Table A2: Average days in the recruiting process—YOU session to letter of offer (full-time), by Service and gender, 2016–17.

Source: Defence Force Recruiting.

On average, women progress from their YOU session5 to a letter of offer faster than men. However, progression through recruitment varies across numerous factors such as entry type, training continuum, and occupation. This skews the overall data capture, making analysis of direct gender comparisons difficult.

5 A ‘Your Opportunities Unlimited’ (YOU) session represents the beginning of the recruitment process, and incorporates aptitude testing, a medical history questionnaire, and a career counselling interview.


Changes to the service delivery model are underway, with the goal to reduce the average length of time a candidate is in the recruiting process to three months.

Conversion ratios—measuring success in the recruitment processConversion rates measure the efficiency of the various stages of the ADF recruitment process in a twelve-month period: the number of inquiries converted to a YOU session booking, and subsequently converted to assessment bookings and finally a letter of offer to produce one enlistee (officer or other rank). Candidates undertake career counselling, and initial medical and aptitude screening at a YOU session. During the YOU session, and immediately thereafter, candidates often change their employment preference, which in turn impacts the conversion ratios for each role and Service.

Some caution is required in the interpretation of conversion rates, given that they represent the candidate’s initial preference at each stage and all preferences can be changed up until attendance at the assessment session. A candidate can shuffle the priority order of up to three preferences at any time. For example, it is feasible that a candidate’s initial inquiry could be for Air Force ADFA, they may book a YOU session with a Navy General Entry Technical preference, and at assessment be recommended three different job preferences across multiple services. Ultimately, they could enlist into the Army for a General Entry Technical role.

Conversion rates are influenced by a range of factors, including (but not limited to) the attractiveness of certain careers in the ADF, the suitability of applicants for these careers and the length and level of difficulty associated with assessment processes. The availability (number and timing) of roles also impacts conversion.

A large number of applicants withdraw prior to their YOU session, often due to candidate failure to attend, despite notification reminders of their scheduled session. A significant proportion of the candidate pool also exits the recruitment process between the YOU session and assessment. This does not reflect negatively on Defence as candidates often withdraw simply because Defence is one of numerous employment options for a candidate, or a candidate attains alternative employment and decides that an ADF career is not for them.

While conversion rates for male and female candidates have improved, a greater number of inquiries and YOU session bookings are required to produce a single female enlistee compared to a male enlistee. This difference is particularly notable in the case of Army ADFA officer entrants, which required double the volume of inquiries to produce a single female appointee compared to a male appointee. There was also a notable reduction in Army female candidates progressing to the assessment stage, indicating that a higher number of female candidates are exiting the process between the YOU session and the assessment stage.

Satisfaction with the recruitment processA positive recruitment experience contributes to the retention of women in the recruitment pathway and this is necessary to improve female recruiting levels into the ADF. Overall, of those who commenced with the ADF in 2016, both genders, across the three Services, report a high level of satisfaction with the recruitment experience. Two-thirds or more reported their recruitment experience was positive and there is no significant difference in satisfaction with the recruitment process between men and women.6 Figure 2 shows that, since 2013, satisfaction with the recruitment process has trended positively for both women and men.

6 See Table A3: YourSay Starting at Defence Survey, satisfaction with recruitment by gender, 2013 and 2016.


Figure 2: Satisfaction with recruitment by gender, 2013 and 2016

61%

Navy Army Air Force

2013 2016

Total ADF

75%

53%

69%

58%

76%

63%

72%

61%69%

59%63%

59%

73%

60%

70%

Women Men Women Men Women Men Women Men

Source: YourSay Starters Survey, 2013 and 2016.

Enlistments into the permanent ADFIn 2016–17, women made up 28.1 per cent of enlistments into the ADF.7 By Service, the recruitment of women was: Navy 39.2 per cent ; Army 21.6 per cent ; and Air Force 41.8 per cent . In 2012–13, women accounted for 21 per cent of Navy, 15.7 per cent of Army, and 28.1 per cent of Air Force enlistments (18.6 per cent overall ADF enlistments). In the five years that this data has been tracked, there has been an overall increase in the enlistment of women into the ADF.

Defence broadly groups entry into three modes: Officer, Other Rank non-technical and Other Rank technical. Within the Navy and Air Force, the highest percentage of women were recruited into Other Rank non-technical roles (54.4 and 52.9 per cent respectively), followed by Officer roles (28.5 and 29.8 per cent respectively). Within the Army, the highest percentage of women were recruited into Officer roles (23.3 per cent), followed by Other Rank non-technical (22.4 per cent).8 This ranking of the three entry modes with each Service remains consistent with enlistment data in 2012–13.

However, as Service shows, since 2012–13 there has been an increase in the number of women enlisted in technical roles across all three Services.

7 See Table A4: ADF Permanent Force enlistments (all modes of entry), by gender and rank group, 2016–17.8 Ibid.


Figure 3: Female ADF enlistments by type, 2012–13 and 2016–17

Officers entry Graduate entry – Techical General entry – Technical2012–13 2016–17 2012–13 2016–17 2012–13 2016–17

Navy Army Air Force

20.2%24.2%

28.1% 28.5%

23.3%

29.8%

6.9%

0.8%5.2%

19.2%

9.8%

31.6% 31.1%

16.5%

38.2%

54.4%

22.4%

52.9%

Initiatives to recruit womenEach Service has implemented a series of initiatives to attract and recruit women to the ADF.

Navy

The Navy has committed to increase the number of women across all occupational groups, and significant initiatives are underway to achieve this target.

Female recruitment targets

All Navy positions (sailor and officer) are open to women and defined Navy recruiting goals have been implemented, particularly for employment categories in which women are represented at less than 15 per cent .

Media

The Women in the Navy website (hosted on the Defence Jobs website) profiles job categories that are under-represented. Current serving female members who are pursuing and excelling in their role are profiled to provide potential candidates with direct insight into the career opportunities for women, particularly in non-traditional roles.

Specialist recruiting teams

Four Navy positions (Petty Officer/Leading Seaman) are embedded within the Brisbane, Parramatta, Melbourne and Perth Defence Force Recruiting Centres. The primary focus of the team is the attraction, mentoring and recruitment of female candidates. These positions are supported by a Lieutenant Commander position (Staff Officer Specialist Recruiting) at Headquarters Defence Force Recruiting, who provides oversight, support and direction to the progress of the Specialist Recruiting Team – Women initiative. The Navy has requested Defence Force Recruiting to encourage women to consider the wide variety of roles focusing on science, technology, engineering and mathematics in order to facilitate growth in technical trades such as general entry mechanical and electronics technicians and ADFA officer entry engineers.

Initial minimum period of service

Female sailors have the option to enlist with a reduced initial minimum period of service of two years for designated workgroups: Marine Technician, Electronic Technician, Aviation Technician Aircraft and Aviation Technician Avionics. This initiative is being closely monitored to determine its success and any impacts.


Gap Year

The Gap Year program has been expanded and currently provides candidates with an opportunity to explore Navy careers. Recruitment targets have increased from 75 in 2016 to 100 candidates in 2017, with quarterly intakes. A minimum female target of 60 to 70 per cent has been established for the 2017 Gap Year program. Gap Year applications routinely exceed targets, with offers distributed on merit.

Experiential camp

The Navy is working closely with the Defence Work Experience Program to provide opportunities for young women to gain exposure to the Navy through work experience, including female technical and leadership camps and with the Fleet Air Arm, which is considering female aircrew camp activities.

Army

The Army has implemented and reinforced a number of initiatives to improve the recruitment of women. Initiatives have been broadened and advertisement has been improved to communicate the options that are available to women from the beginning of their enlistment process.

Media

Improvements were implemented to marketing and attraction measures, which saw the release of the Army brand campaign ‘This is my Army’. This campaign prominently features a number of women in non-traditional female trades. Tailored marketing focuses on future female applicants, the influencers of female applicants, and the use of gender-coded language in advertisements. Extant initiatives, Recruit to Area and Recruit when Ready, were broadened and advertised widely to ensure female applicants knew about and understood these opportunities. This resulted in an increase in women enlistees. Recruit to Area and Recruit when Ready saw 3 and 16 women enlist in 2015–16 respectively. In 2016–17, women enlistees increased to 9 and 23 respectively.


The Army has 10 uniformed female members allocated to Defence Force Recruiting Centres in Perth, Brisbane, Canberra, Melbourne, Adelaide and Parramatta.


A 12-month initial minimum period of service model was introduced in July 2012. A review of this model found that a two-year period would provide a better return on investment and this was implemented in January 2016 (113 women enlisted in 2016–17). Ten employment categories offer the reduced initial minimum period of service of 12 months. Categories can be added to this list for a number of reasons, including attracting women to non-traditional roles, and balancing intake to mitigate vacancies.

Gap Year

The 2017 Gap Year program commenced with 91 women enlisting, nine of whom have separated, four have resigned, and five were assessed as unsuitable. The total number of applicants for the 2018 Gap Year program is 2,395, of whom 34 per cent are women.

Pre-Conditioning Program

The Army Pre-Conditioning Program (previously the Army Pre-Conditioning Course) was updated during 2016–17. The intent of this program is to assist women to meet the general entry-level fitness standard, build resilience and provide resources to successfully complete the Army Recruit Course. It is conducted by the Recruit Development Wing at the Army Recruit Training Centre, with seven sessions occurring in the first 12 months of the program. This program has been one of the most significant contributions to female recruiting outcomes during 2016–17. Twenty-two and 40 women completed the course in 2014–15 and 2015–16 respectively. In 2016–17, a total of 187 women commenced in the program and 160 finished, completed an Army Recruit Course, and are now attending initial employment training.


Army Physical Fitness Program

Women considering enlisting in an arms corps (Infantry, Armoured and Artillery) were offered pre-enlistment training through the Army Physical Fitness Program. This 12-week strength and conditioning program was delivered by civilian strength and conditioning coaches, and of the 50 women who entered the program, less than half enlisted, and of these a number needed to attend an Army Pre-Conditioning Program to reach Army Recruit Course entry requirements. In response to these low achievement rates, the program is being reviewed.

Air Force

The Air Force has continued to review and refine its recruiting initiatives. The reduction of minimum periods of service for both female and male candidates for a number of musterings, coupled with further recruitment initiatives, resulted in an increase in women recruited to targeted roles. Additionally, the eligibility requirements for the Graduate Pilot Scheme (see below) have been broadened in order to build on this successful scheme.

Female recruitment targets

Specific female recruiting targets were established for categories in which the representation of women could be improved. These categories predominantly relate to engineering, technical and aircrew workforces. Initially a target of 109 was established for 2016–17 for these categories. This target was reviewed in early 2016 and revised to 300 and broadened to include all recruitment categories. The target was exceeded by 6 per cent, with 319 women recruited.

Media

In 2016, a guide entitled ‘PropElle’ was developed and released for women navigating the Air Force pilot recruitment path. It contains practical advice aimed at supporting female candidates through the recruitment process, covering all stages of recruiting including preparing for aptitude testing, interview techniques, flight screening and physical fitness.


The Air Force has a number of positions embedded in Defence Force Recruiting Centres to provide guidance and mentoring to women wanting to join the Air Force and to assist them through the recruiting process. The teams have proven highly effective in managing candidate expectations and ensuring women are retained during the recruiting phase.


In July 2013, a two-year trial of an initial minimum period of service was implemented and resulted in reductions for many employment categories for women and men. This initiative was formalised in June 2017. During 2016–17, due to this and other initiatives, 206 women were enlisted in musterings and 37 female officers (14 over the target) were appointed (243 in total). This was an increase of 93 compared to 2015–16 (104 airwomen and 46 female officers—150 in total).

A revised initial minimum period of service of six years is now applied to direct-entry female pilots. This initial minimum period of service will be reviewed periodically to assess its success at achieving an appreciable increase in the gender ratio, with the view that this initiative will only be maintained for as long as is necessary. The period of six years has been established on the premise that the member will achieve a minimum of two years effective service after completion of an initial flying conversion course. In 2016–17, 12 direct-entry female pilots were appointed under this revised initial minimum period of service.

Graduate Pilot Scheme

The Graduate Pilot Scheme is a targeted recruitment model to encourage women pursuing careers as civilian pilots and studying a Bachelor of Aviation degree at civilian universities to consider Air Force careers. This scheme was modified in December 2016 to expand eligibility to all female students undertaking a Bachelor of Aviation degree at an Australian university, with or without a flying component.


Experiential camps

The experiential camp program commenced in 2013 for women aged between 16 and 24 years. This program is designed to raise the Air Force’s profile as an employer of choice for women. The two programs, Flight Camp and Tech Camp, provide hands-on learning opportunities for young women, enabling them to experience Air Force aviation (particularly pilot), technical and engineering roles. The camps provide a week of positive, tailored work experiences that promote the Air Force as an employment option, particularly in non-traditional roles. This includes engagement with current serving women working in those roles, exposure to Air Force life, fitness standards, leadership and adventurous training. The majority of participants indicate a willingness to join the Air Force at the completion of camp.

There are four Flight Camps and two Tech Camps scheduled in 2017 for young women. To date, all programs have been fully subscribed, with a total of 204 participants. Of these, 34 participants have been enlisted or appointed, and a further 42 are engaged with Defence Force Recruiting (2).

Figure 4: Enlistment in the ADF following Air Force Flight and Tech experiential camps, 2017

Flight Camp(141 participants)

Enlisted/appointed

Engaged/pending with Defence Force Recruiting

Not engaged with Defence Force Recruiting

Engaged but withdrew – medical/other

40%

18%

22%

20%

33%

14%

18%

35%

Tech Camp(63 participants)

Enlisted/appointed

Engaged/pending with Defence Force Recruiting

Not engaged with Defence Force Recruiting

Engaged but withdrew – medical/other

Gap Year

The Air Force Gap Year program provides candidates with an experiential three-phase program consisting of initial military training, initial employment training, and then a placement in the participant’s chosen employment group of Air Base Protection, Aircraft Support Technician, Crew Attendant, Personnel Capability Specialist or Supply. From the initial 120 participants in 2015–16, 62 members transferred to the permanent Air Force at the completion of their Air Force Gap Year, of which 39 were women (62.9 per cent of transfers). In 2016–17, the Air Force again achieved all 120 Gap Year enlistment targets, with 50 women (41.6 per cent) participating in the program and an expectation of approximately 30 female Gap Year members to transfer to the Permanent Air Force in December 2017.


Progress towards successThe number of women in each Service has increased between 2012–13 and 2016–17. Defence Force Recruiting is trialling an innovative recruitment process to meet each Service’s 2023 female participation target. The three Services will require a sustained effort in their recruitment and retention initiatives to increase the participation of women over time and meet the 2023 targets.

Women spend less time in the recruitment pathway than men. Changes to the service delivery model are underway to further reduce the length of time women and men are in the recruitment pathway.

Women’s satisfaction with the recruitment process is comparable to that of men. Both genders, across the three Services, were highly satisfied with the recruitment process.

17

Australian Army officer Lieutenant Rebecca Blurton (left) from the Pilbara Regiment

leads a patrol during a training activity near Karratha, Western Australia, in March 2017. (Photo: Corporal Nunu Campos, Karratha.)

TRAINING, EDUCATION, LEARNING AND DEVELOPMENT2


We will know we have reached success in gender diversity and inclusion in training, education, learning and development when:

• women successfully complete initial training at a rate comparable to men

• women participate in Defence-sponsored education at a rate comparable to men.

Training, education, learning and development throughout the career continuum provides the foundation for the military, professional and leadership skills required to undertake the broad range of roles which ADF members fulfil. Training, education, learning and development are central to an ADF career, from initial training to professional courses and qualifications that advance skills and capabilities.

Accordingly, to improve gender diversity, it is vital that women in the ADF are supported to participate successfully in training, education, learning and development opportunities.

This chapter examines the extent to which women successfully complete initial entry training and participate in Defence-sponsored education.

Training completionInitial entry training provides induction into the ADF. Its main purpose is to prepare entrants for military service. Initial entry training is physically and mentally demanding. Trainees are required to work hard for up to seven days a week with little recreation time. They are expected to assimilate quickly and learn and develop many new skills; however, some are unable to complete the course. Some will withdraw completely, deciding that military life is not for them, while others are ‘back- classed’.

Back-classing occurs if a trainee is unable to continue on a course for medical or compassionate reasons, or if they fail to satisfactorily complete an element of training. Back-classing provides the opportunity to commence the next available course and enables more time to attain competencies and complete training requirements. Back-classing and the determination of how much training is to be repeated, is at the discretion of the training authority.

This section evaluates the commencement, completion and non-completion results for trainees attending initial training to identify any biases that may affect training completion. If aspects of training favour one group over another, it may become evident in completion rates.

The current analysis includes first-time entrants and back-classed trainees. The analysis does not include 2016–17 intake numbers as many of those trainees are still in training.

Other Rank completion ratesTraining commencements and completion rates of Other Ranks for women and men varied across the Services.9 Capturing and analysing this data is problematic due to the misalignment of calendar year data (normal training scheduling) and financial year data (normal data capture process). The following analyses report the 12-month training outcomes of all candidates by financial year.

Since 2011–12, completion rates for women and men in initial training have been comparable. The reasons for non-completion were similar for men and women, and have stayed relatively consistent from 2011–12. Voluntary separation is the most common reason for men and women leaving training. Medical, involuntary and training failure separations are quite low for both men and women across all Services.

Officer completion ratesCapturing officer training completion rates is challenging. In order to ensure data analysis can be replicated, the data captures those who enter at Officer Cadet (equivalent) rank level and complete when promoted to Second

9 See Table A5: Other Ranks training completion rates, by Service, gender and intake years, 2011–12 to 2014–15.

19CHAPTER 2 | TRAINING, EDUCATION, LEARNING AND DEVELOPMENT

Lieutenant (equivalent) or above.10 This data includes a variety of avenues of entry, of which some have a short training duration and others, such as ADFA, can last several years. The data was collected from 2012–13 through to 2015–16 and reported as at 30 June 2017.11 Very few of the 2012–13 intake are still under training. The intakes for the following years indicate that the numbers of women and men still under training are comparable between the Services. However, due to the relatively low number of women joining, it is inappropriate to make any assumptions about the differences in outcomes between genders, across the Services, without additional qualitative information.

Navy

Midshipmen undertake initial training at HMAS Creswell at Jervis Bay on joining the Navy. Depending on the method of entry (Direct entry or ADFA), they may then undertake a six-month consolidation period in the fleet and commence at ADFA at the beginning of their second year in the Navy, or take up a role within the Navy. ADFA-entry Midshipmen are promoted to Sub Lieutenant upon graduation.

Of the 2012–13 officer intake, 69 per cent of women were promoted from Midshipman compared to 73 per cent of men. Only a few of the following year’s intake have been promoted; however, the rates of completion between men and women in training are comparable. Of the 2014–15 intake, 27 per cent of women separated voluntarily, compared to 10 per cent of men.

Army

Cadets will either complete three years at ADFA and then 12 months at the Royal Military College – Duntroon, or will enlist directly to the Royal Military College – Duntroon and complete an 18-month course. After these options, a Cadet is commissioned as a Lieutenant. Upon commissioning, they will take their first appointment in an Army unit or return to ADFA for further studies, depending on their degree.

Of the 2012–13 intake, 38 per cent of women and 55 per cent of men were promoted to Lieutenant. Of this intake, women (38 per cent) were more likely to voluntarily separate than men (25 per cent). The 2013–14 and 2014–15 intake rates indicate that the Army is enlisting more women. Additionally, there are early indications that officer’s completion rates are trending upwards. This will become clearer over time.

Air Force

Officers and Officer Cadets complete Air Force–specific training at the Officers’ Training School, RAAF Base East Sale. For those who attend ADFA, the Air Force–specific training is completed in attendance modules throughout their time at ADFA. On completion of ADFA, Officer Cadets graduate as a Pilot Officer or Flying Officer in their third or fourth year, depending on their degree stream, and go on to undertake job-specific training.

Completion rates for female and male Officer Cadets are similar. Of the 2012–13 and 2013–14 intakes, on average, 80 per cent of all Officer Cadets were promoted. The 2014–15 intake rate is also tracking positively; however, the voluntary separation rate for women (10 per cent) is slightly higher than for the previous intake and higher than men (3 per cent) for the same timeframe. Note that members had not completed their final year when this report was compiled.

Australian Defence Force Academy graduates

The Australian Defence Force Academy (ADFA) provides a key pathway into the ADF for officers. It is a tri-Service military education and leadership training establishment that, in partnership with the University of New South Wales, provides the ADF with tertiary graduates who have appropriate attributes, intellect and skills relevant to the needs of each Service.12

10 ADF rank equivalencies across the Army, Navy and Air Force are outlined in Table B1 in Annex B.11 See Table A6: 2012–13 to 2014–15 officer enlistments, by gender and Service, outcomes as at 30 June 2017. 12 For further details, see http://www.defence.gov.au/ADFA/About/Default.asp


ADFA offers a range of tertiary programs for Midshipmen and Officer Cadets. In parallel to university studies, students undertake military training to prepare them for the ADF. Entry and training pathways differ across the Services.

In 2014, ADFA implemented a series of initiatives and program changes in response to the Broderick Review into the Treatment of Women at ADFA. These include a more rigorous staff selection process, a student mentoring program, improved recruiting, and a new military education and training program containing a comprehensive military citizenship package.13 The 2014 student intake is currently the only cohort to benefit from the initiatives over the entire period of their education and training. The commencements and completion rates of Midshipmen and Officer Cadets who completed their studies in 201614 were analysed to investigate the reasons a student may not complete a course of study at ADFA, and whether reasons for not completing differ between men and women.

Completion rate data in 2016 indicates significant improvements in the numbers of women completing in minimum time. In 2016, 72 per cent of women and 59 per cent of men graduated in minimum time for their degree,15 compared to 48 per cent of women and 67 per cent of men in 2015.

Failure to graduate in the minimum times occurs for a broad range of reasons.16 In the 2016 cohort, resignation was the most common reason for both men (52 per cent) and women (33 per cent) for all non-completions. The reasons for resignation are varied and often unique to the individual.17

The second most common reason for non-completion for both men (23 per cent) and women (22 per cent) was transfer to either a Direct Entry pathway or Other Rank entry pathway. In such cases, while the student has not completed the training at ADFA, they are retained in the ADF. This should be considered when examining the overall completion rates; for example, of six Navy women (lowest ADFA completion rate) who did not complete in the minimum time, three women remain in the ADF as a Direct Entry officer or other recruit.

The third most common reason for women not completing within the minimum period was medical transition (17 per cent), whereas for men the third most common reason was Service-initiated disciplinary reasons (6 per cent) or academic/military training failure (6 per cent).18

The analysis cannot draw a firm conclusion about the reason for the increase in completion rates for women. The number of women enrolling at ADFA is proportionally lower than men. This impacts the interpretation of data, as small changes induce a large proportional difference. However, the results suggest that the initiatives implemented at ADFA since 2013 have had a positive impact on completion rates.

EducationEach Service offers fully funded, long-term schooling opportunities across a variety of disciplines at a number of different levels of the Australian Qualifications Framework. These include undergraduate and postgraduate opportunities in languages, law, medicine, nursing and dentistry, the Capability and Technology Management College at ADFA, Manpower Systems Analysis and Chief of the Defence Force and Service-specific scholarships. ADF members may also study under the Defence Assisted Study Scheme, which provides some funding for approved programs, and the Civil Schooling Scheme, which supports up to full-time release for study.

13 ADFA defines good military citizenship as someone who is well-informed, professionally competent, equipped with a strong set of life skills, culturally literate, imbued with robust and positive principles, and is prepared to value and practise the human dimension of leadership.

14 Students completing in 2016 include Officer Cadets and Midshipmen who commenced an undergraduate degree in 2012 (for Army Engineers with one year at the Royal Military College – Duntroon in between third and fourth year tertiary study) or 2013 (for Air Force and Navy engineers), as well as those who commenced a non-engineering degree in 2014.

15 See Table A7: Number and proportion of men and women cadets who commenced a three-, four- or five-year ADFA undergraduate degree and were due to complete their degree in 2016; and Table A8: Completion rates for ADFA Officer Training College program and degree, number and proportion of women and men cadets who completed their degree in the minimum period, 2016.

16 See Table A9: Reasons for non-completion of ADFA undergraduate degree within the minimum period, by gender, 2016.17 According to ADFA student data, resignation reasons identified for the 2014 intake also included partner/family commitment pressures; injury, medical

limitations; denied category or service transfer; consent withdrawn; study at civilian institution or study other disciplines (teaching, forensic nursing and physiotherapy), or pursue other careers (speech pathology, forensic science, medicine, psychology, apprenticeship, private business opportunity, police force, public policy, personal trainer, paramedic).

18 Caution should be exercised in interpreting individual Service figures, noting small overall numbers of women.

21CHAPTER 2 | TRAINING, EDUCATION, LEARNING AND DEVELOPMENT

The Defence Assisted Study Scheme, ADFA postgraduate study and the Chief of the Defence Force Fellowship are three avenues for members across the Services to pursue tertiary education opportunities.19 These are self-selected programs that individuals apply for, and reasons for self-selection are not known. Current data does not enable analysis to determine motivations or barriers to entry to these programs.

Women currently comprise just under one-third of ADF personnel using the Defence Assisted Study Scheme, and fewer than 15 per cent of ADFA postgraduate students are women. At this stage, women are proportionally over-represented in self-selected education schemes compared to the numbers of women in the ADF overall.

Other Service education programs

A further range of education programs are provided by each of the Services, for both women and men to gain experience and education during their career in the ADF.

Navy

The Navy provides two unique educational programs. These are the Rear Admiral Holthouse Memorial Fellowship (scholarship) and Women in Master of Business Administration (MBA) programs. The Holthouse Fellowship fosters independent debate on engineering issues and is funded by Industry Defence and Security Australia Limited. The inaugural scholarship was advertised in 2015–16 and offered to a female candidate for study in 2016–17.

The Navy also partners with the Macquarie Graduate School of Management to aid gender balance through the MBA scholarship and talent pathway to leadership positions.

The Defence Assisted Study Scheme is supported by the Navy pending capability requirements, and the Civil Schooling Scheme provides access to occupation-based (category) post-secondary education to develop Navy capability. As at 30 June 2017, 25 per cent of Navy participants in the Civil Schooling Scheme were women.20

Army

The Army provides four unique educational programs through the Chief of Army Scholarships: the Strategic Scholarship is for a Colonel to attend Johns Hopkins University; an Army Outplacement Program for Sergeants to Warrant Officers Class One and Lieutenant Colonels to work in a civilian organisation; an Army Foundation Scholarship for Sergeants to Lieutenant Colonels for academic research; and the Trooper Jonathan Church Award for Privates to Captains for demonstrating the ‘ethical soldier’.

The Army provides a range of long-term schooling opportunities linked to employment within Army trades or categories, and so female uptake of these is dependent on the gender participation in those areas. The Army also offers overseas training, language training and civil schooling for Army officers, as well as a range of graduate diplomas and masters programs that are corps- or trade-specific and limited in number to Other Rank members. There were low numbers of both men and women in these courses in 2016–17;21 however, women comprised 23.5 per cent of participants in long-term civil schooling.

Air Force

In addition to the Defence Assisted Study Scheme and the Civil Schooling Scheme, the Air Force offers two fellowships to enable personnel to pursue educational opportunities.22

The Chief of Air Force Fellowship is selected from Flight Sergeant to Wing Commander applicants. The aim of the fellowship is to develop personnel with a broad education in air power strategy and national security issues and to enhance the candidate’s capacity to contribute directly to the air power debate in Australia. As at 30 June 2017, the participant undertaking the Chief of Air Force Fellowship is a male. Over the last six years, five of the Chief of Air Force Fellowship recipients have been female. A male recipient has been selected for 2018.

19 See Table A10: ADF education sponsorship, by Service and gender, applications and offers, 2017.20 See Table A11: Other education programs (Navy), 2017.21 See Table A12: Other education programs (Army), 2017.22 See Table A13: Other education programs (Air Force), 2017.


The Sir Richard Williams Research Fellowship supports the Air Power Scholar PhD program that commenced in 2016–17, and has selected five male senior officers.23

Progress towards successAcross the Services, initial training and officer training completion rates have been comparable across genders and have remained stable since 2011–12. Women in training are more likely to voluntarily separate than men across the Services. An effort to understand and reduce the female voluntary separation rate may be beneficial.

Overall, women’s participation in Defence-sponsored education differs by the level of qualification attained. They are under-represented in the number of applications to undertake tertiary study (Defence Assisted Study Scheme and ADFA postgraduate degrees), and they are represented proportionately in ADF-sponsored education programs. Female representation in the Civil Schooling Scheme is strong across the Navy and Army.

23 Members for the Sir Richard Williams Research Fellowship were selected; there were no women candidates identified for selection.

23CHAPTER 3 | INTERNAL MOBILITY, POSTINGS AND DEPLOYMENT

Aircraftwoman Taylah Le Brun, Gap Year, from No. 33 Squadron during

Exercise Mobility Guardian 2017 at Joint Base Lewis–McChord, Washington.

(Photo: Corporal David Gibbs, Joint Base Lewis–McChord.)

INTERNAL MOBILITY, POSTINGS AND

DEPLOYMENT3


We will know we have reached success in gender diversity and inclusion in internal mobility, postings and deployment when:

• women are proportionally posted to command and key representative appointments

• women are deployed on operations proportionally to men.

A career in the ADF requires a high level of mobility to meet the workforce demands of the military. Internal mobility is affected by postings, appointments and deployments. To reach senior ranks within the ADF, there are a series of key milestones that must be achieved. Command appointments are a promotional gateway for senior ranks in the ADF. Deployments, while not a formal career or promotion gateway, are an integral part of military life, with personnel being called on to serve in combat zones or peacekeeping missions. Deployment data will show whether men and women are proportionally represented on deployment; however, this can be complex as not all employment categories deploy in equal proportions.

This chapter will examine the satisfaction of men and women with postings, the number of women appointed to key representational positions, and the number of women on deployment.

PostingsPostings are a key element of internal mobility. The complexities of postings and career path decisions across the Services and occupational groups mean that it is not possible to track the equality of opportunities for postings between men and women.

Attitudinal data from the YourSay survey indicates that men and women report a similar level of satisfaction over their career control and the consideration of their family in regard to postings. Overall, across the Services, more than 60 per cent of men and women feel that they do have control over their career. Furthermore, 45.2 per cent of women and 39.6 per cent of men agree that the ADF considers their family circumstances in their postings.24 This suggests the cultural influences in regard to postings, and control individuals have over their careers, are similar for men and women.

Command and key representational appointmentsCommand is a culturally significant and important position across the three Services. Selection for a command or sub-unit command position is a key career milestone. Command comes with authority and responsibility for using resources effectively and for organising, directing, coordinating and controlling military forces to achieve assigned missions. Those in command also have responsibility for the health, welfare, morale and discipline of their people.25

Additionally, each Service has key representational appointments for officers within their Service. As each of the Services has a different range of key representational roles, including a different range of command and sub-unit command appointments, comparison between the Services is difficult and the representation of women within these roles will be better illustrated over time. This data was first collated in 2015–16 and is compared to 2016–17 data to identify any changes.

Across the Services, suitability for command and representational roles is contingent on rank and experience. Lower proportions of women at senior ranks result in smaller competitive groups of women for command and representational roles.

24 See Table A14: YourSay survey, responses on career management in the ADF, 2016–17.25 Australian Defence Doctrine Publication 00.1—Command and Control.


Navy

Promotion for both officers and sailors is based on an order of merit and skill set requirements of the job. Selection criteria vary between different positions. Positive discrimination towards either gender is not undertaken when selecting personnel for postings. Selections are based on an individual’s skills, abilities, performance history, whether they are a volunteer for the position, the location of the position. On some occasions, applications are called for a position.

Suitably qualified female officers are considered for selective positions, including command and charge appointments, among the broader officer corps and are selected according to the same process as their male counterparts. Female officers are represented in Navy roles where they have the requisite experience, skill and suitability.

In the Navy, command appointments refer to commanding officers of major fleet units and shore establishments. These appointments are at the Commander (O-5) and Captain (O-6) ranks. Shore command is of a non-seagoing unit typically responsible for training or base support functions to deployed or operational assets.

Sub-unit command refers to charge appointments comprising executive officers and heads of departments of major fleet units, commanding officers of minor war vessels, and executive officers or shore establishments. These appointments are generally at the Lieutenant Commander (O-4) rank.

Key representational roles include Flag Lieutenants and Aides-de-Camp; Defence Attaché, Naval Attaché, Assistant Defence Attaché and Assistant Naval Attaché; Military Assistant; and Personal Staff Officers to the Chief of the Defence Force, Chief of Navy, Deputy Chief of Navy, Head Navy Capability, Head Maritime Systems and Head Navy Engineering. Of the 17 command appointments in 2016–17, one position was filled by a woman. A further 15 women and 70 men were appointed to a sub-unit command. There were seven women appointed to key representational appointments in 2016–17.26 Overall, women accounted for 16.9 per cent of key command and representational appointments in 2016–17.

There is a higher level of female representation in key appointments of sailors. Navy women are represented at a higher proportional rate in these positions when compared to the number of women in the Navy overall.27 Women were appointed to 31.6 per cent of Defence Force Recruiting positions, 25 per cent of Sail Training Ship Young Endeavour positions, and 18.9 per cent of Recruit School positions.

Army

Members selected for unit command are charged with the responsibility of managing significant human and capital resources. Sub-unit commands have a similar responsibility but for a deployable capability at a level lower than the unit level. It involves fewer personnel and the management of capital equipment of a lesser value than those at the unit level.

As at 30 June 2017, female representation in command appointments was 17.1 per cent. Female representation in sub-unit command was 11.3 per cent .28 These positions remain influenced by low female representation in the arms corps.29 If these corps were removed from the tally, the representation of women in sub-unit command positions rises to 16.2 per cent . Based on this data, it is expected that overall female representation in sub-unit command positions will improve when more women meet rank requirements across all corps within the Army for consideration of sub-unit command.

26 See Table A15: Number and proportion of women and men undertaking command and key representational appointments, Navy officers, at 30 June 2017.27 See Table A16: Number and proportion of women and men undertaking command and key representational appointments, Navy Other Ranks,

at 30 June 2017.28 See Table A17: Number and proportion of men and women undertaking command and key representational appointments, Army, at 30 June 2017.29 The arms corps are the Royal Australian Infantry Corps, the Royal Australian Armoured Corps and the Royal Regiment of Australian Artillery.


Other key command appointments in the Army include the key soldier roles of Company Sergeant Major and Regimental Sergeant Major. There was a relatively low representation of female members within these positions at 6.2 per cent, which is anticipated to increase over time with the removal of gender restrictions in combat roles.

The aim of career management for Army officers and other ranks is to get the right person into the right position at the right time. To do this, career management is driven by three pillars—the Service need, the professional development needs of the individual, and the individual’s preference. When considering officers and soldiers for posting opportunities against these pillars, individuals are considered relative to their peer group, regardless of gender.

When considering individuals against their peers, a metric is developed using performance, qualifications, experience, and the individual’s potential.

The Career Management Directorate uses this process to assess the suitability of officers and soldiers for posting opportunities. It is this process that ultimately informs the decision of the delegate who makes the posting selection.

Air Force

Key appointments are selected at the Air Force Command Selection Board for command appointments, or the Central Selection Board for Squadron Leader (O-4) and Wing Commander (O-5) appointments.

Over time, there has been an increase in the representation of women across all three categories. In 2015–16, Air Force women comprised 13.7 per cent of command appointments, 10.6 per cent of sub-unit command appointments and 12.8 per cent of key representational appointments. Women are represented proportionally to the number of women within the Service in these positions. In 2016–17, women represented 21.4 per cent of command appointments, which is higher than the percentage of women in the total available pool. Women make up 18.5 per cent of sub-unit command appointments, and 15.6 per cent of other key representational appointments.30

Women on deploymentEach Service selects members for deployment based on operational requirements. Overall, women accounted for 12.1 per cent of deployed ADF members in 2016–17.31 The number of women on deployment is proportionally lower than the number of women within each Service.32 There are currently 1,143 women on deployment. By Service, this equates to 16.7 per cent of Navy, 8.9 per cent of Army, and 13 per cent of Air Force. Of the 29 senior officers who deployed on operations in the last financial year, none were women.33 Over time, as the gender balance in occupational groups shift, it is likely that women will be better represented on deployments across all occupations.

The occupational groups on deployment with the largest proportions of women are health (39.2 per cent), logistics, administration and support (29.8 per cent), and to a lesser extent in the Navy and Air Force, communications, intelligence and surveillance (24.8 and 18.3 per cent respectively) (Figure 5). This is probably due to women being more highly represented in areas such as health, logistics, administration and support, and communications, intelligence and surveillance within Defence and the broader community.34

30 See Table A18: Number and proportion of men and women undertaking command and key representational appointments, Air Force, at 30 June 2017.31 See Table A19: ADF Permanent Force deployments, by operation and gender, 2016–17; and Table A20: ADF Permanent Force deployments, by

occupational group and gender, 2016–17.32 Women currently make up 20 per cent of Navy members, 13 per cent of Army members, and 21 per cent of Air Force members—see Table A1:

ADF Permanent Force, by gender and rank, at 30 June 2017.33 In this instance, a senior officer is a Brigadier (equivalent) or higher rank that is not considered a specialist (such as a doctor).34 See Table A21: ADF Permanent Force, by gender, occupational group and rank group, at 30 June 2017.


Figure 5: ADF Permanent Force deployments, by occupational group and gender, averaged over 2016–17

9.0%

Women Men

91.0%

5.5%

94.5%

13.9%

86.0%

4.2%

95.8%

39.2%

60.8%

29.8%

70.2%

0.0%

100.0%

12.1%

87.9%

Aviation Combat and

security

Communications,intelligence

andsurveillance

Engineering,technical

andconstruction

Health Logistics,administrationand support

SeniorOfficer

Total

In contrast, the occupational groups where women are under-represented reflect lower proportions of women on deployment. The engineering, technical and construction occupational group has the highest numbers of deployed personnel for the Navy and Air Force, but the smallest proportions of women on deployment (6.8 per cent of Navy and 2.9 per cent of Air Force). Combat and security is the largest occupational group deployed by the Army, and consists of only 0.9 per cent women. Within each of these occupational categories, women are under-represented in the occupational group and on deployment. This is anticipated to improve with the growth in participation of women in combat roles.

Each deployment is unique and the ADF selects personnel for deployment based on mission-specific requirements. The operational requirement will determine the occupational groups and the numbers of personnel that are deployed from each Service, and this impacts the proportion of women who are deployed. For example, Operation Manitou is primarily a maritime operation supported by Navy personnel.35 Of the ADF personnel deployed, 18.9 per cent were women in 2016–17, and this aligns with the proportion of women in the Navy.

The number of personnel deployed can vary significantly, which impacts the proportions of men and women on the operation (Figure 6). For example, there were relatively few ADF members deployed on Operation Paladin in 2016–17, with a relatively high proportion of women (16.7 per cent).36 In contrast, of the members deployed on Operation Accordion,37 14.3 per cent were women (18.1 per cent of Navy, 11.1 per cent of Army, and 16.9 per cent of Air Force). The number of deployed women on this operation exceeded the number of women on other deployments overall.

35 Operation Manitou supports international efforts to promote maritime security, stability and prosperity in the Middle East region. See http://www.defence.gov.au/Operations/OpManitou/default.asp.

36 Operation Paladin contributes to the UN Truce Supervision Organisation in Egypt, Israel, Jordan, Lebanon and Syria. See http://www.defence.gov.au/Operations/MiddleEast.

37 Operation Accordion’s mission is to support the sustainment of ADF operations, enable contingency planning and enhance regional relationships in the Middle East region. See http://www.defence.gov.au/Operations/OpAccordion/default.asp.


Figure 6: ADF Permanent Force deployments, by operation and gender, 2016–17

AccordionAslan Zone AAslan Zone B

AuguryHighroadManitouMazurka

Okra Zone AOkra Zone B

PaladinResolute

Women Men

0% 40% 60% 100%20% 80%

14.3% 85.7%16.2% 83.8%16.2% 83.8%

11.7% 88.3%9.5% 90.5%

18.9% 81.1%11.4% 88.6%

9.2% 90.8%10.3% 89.7%

16.7% 83.3%13.1% 86.9%

Navy

Ship or unit deployments are managed according to operational readiness requirements. Operational deployment positions, external to ships, are available to all Navy personnel commensurate with their skills and rank. After an expression of interest call, individuals are selected via a merit process that balances Service need, availability of personnel, qualifications, suitability, and relative performance.

Army

Unit deployments are managed according to operational readiness requirements. Operational deployment positions external to units are managed similarly to the Navy. Individuals are selected via a merit process that balances Service need, availability, rank, qualification, performance and potential of each nominee. Although current operational positions have no gender restrictions, 31 per cent of those positions are restricted to officers in the arms corps, which have relatively low proportions of women at this stage.

Air Force

The Air Force selects members for deployment under a directed deployment system, where members are identified for deployment based on their rank, category and skill sets. A warning order is sent to their chain of command to determine availability for release. Six positions in the Middle East region are designated as male only due to host nation requirements. All other positions are open to female members.


Attitudes about deploymentThe 2016–17 YourSay survey asked respondents about unit operational commitments, satisfaction with deployment opportunities, and satisfaction with the number of deployments within their career. The results of the survey identified that the rates of satisfaction did not significantly differ between men and women within each Service.

Overall, the responses of men and women were comparable.38 Few members felt their unit’s operational commitments were too high. Less than half of both men and women in the Navy and Army were satisfied with their opportunities for deployment, while just over half of Air Force women were satisfied with their opportunities for deployment. Less than half of Air Force men and women were satisfied with the number of deployments they have had so far in their career, compared to one-third of Army men and women, and just over half of Navy men and women.

Overall representationOverall, women are not proportionally represented in key command and representational appointments or deployments. The factors influencing gender diversity and inclusion in internal mobility, postings and deployments are complex and multidimensional within each Service. Command positions are contingent on rank and experience, and the proportion of women in senior ranks is quite low, resulting in smaller competitive groups.

Progress towards successWomen continue to be under-represented in command and key representational appointments due to the lower proportions of competitive women with the appropriate rank and experience. It is anticipated that female representation in key officer positions will increase as recently recruited women progress through their careers. Additionally, the removal of gender restrictions in combat and security roles will allow women in these occupations the opportunity to compete for command and key representational appointments.

Women are not currently deployed in the same proportions as men. This is a result of the under-representation of women in some occupational groups. The proportion of deployed women is expected to increase over time as more women are employed in combat and security occupations.

38 See Table A22: YourSay survey, responses on deployment, by Service and gender, 2016–17.

31

Able Seaman Maritime Logistics-Supply Chain Natalie Warren-McCarthy takes her post as a flag orderly, during the Royal Australian Navy’s 116th birthday service in Canberra. (Photo: POIS Paul McCallum)

PERFORMANCE, TALENT AND CAREER

MANAGEMENT4


We will know we have reached success in gender diversity and inclusion in performance, talent and career management when:

• women are promoted at the same rate as men

• women are provided with equal opportunity to develop as leaders and to prepare for promotion

• gender representation on promotion boards is 40:40:2039 or when there is at least one female representative on all promotion boards, with a preference towards having a gender balance

• an increasing proportion of women are involved in mentoring, sponsorship and networking programs

• satisfaction with career management is comparable between women and men

• women are able to achieve their full potential through the removal of cultural barriers to reaching the most senior leadership positions

• the contribution of women and men is valued and recognised equitably.

The implementation of a well-defined performance, talent and career management system that builds on and leverages organisational diversity is a key priority for Defence.

The Defence Diversity and Inclusion Strategy 2012–2017 provided an overarching framework for diversity and inclusion in Defence. This strategy highlighted the importance of providing women with targeted career management, skilling, coaching and mentoring to ensure a higher representation of women in supervisory, management and senior leadership roles.40

A broad range of factors were identified as being central to improving gender diversity and inclusion in performance, talent and career management to lead to improved promotion outcomes for women. This includes opportunities for women to develop leadership through mentoring, sponsorship and networking programs, as well as participation on key leadership development courses and in key representational appointments. Targeted career management, improved representation of women as promotion board members, and removing cultural barriers are all critical to success.

This chapter examines performance, talent and career management and the extent to which women have been recognised for their contribution to Defence through the honours and awards system.

Promotion and performanceConsideration for promotion is based on demonstrated performance and an assessment of potential to perform at higher ranks. Officers and other ranks are required to develop minimum levels of experience in each rank before advancement. They are also required to provide unrestricted service and complete promotion course prerequisites. In the case of some specific career milestones, appointments and ranks, promotion boards or committees are used to determine a Defence member’s relative merit and potential in comparison to other Defence members. Being assessed as suitable by a promotion board or committee does not guarantee promotion, as promotion is dependent on workforce need and position availability within occupational groups.

Since 2012–13, there has been little change in the proportion of women promoted within each Service and rank group (Table 3). In some cases, there have been minor decreases in the proportion of women promoted.41 Promotions are dependent on a pool of candidates being available and eligible. While the number of women in the ADF has increased over the last five years, it will take some time for those women to achieve the professional milestones to be eligible for promotion.

39 40:40:20 refers to the gender balance target—40% women, 40% men and 20% either men or women.40 Defence Diversity and Inclusion Strategy 2012–2017, p 15.41 See Table A23: ADF Permanent Force promotions, number and proportion of women and men substantively promoted to each rank, 2016–17.

33CHAPTER 4 | PERFORMANCE, TALENT AND CAREER MANAGEMENT

Additionally, the numbers of female officers recruited has not markedly increased and this will continue to limit the potential future pool of women for consideration for the senior ranks. Over time, the women recruited in the previous five years may increase the proportions of female candidates for senior ranks if they achieve the milestones and if they are retained. Retention is discussed in Chapter 5.

Table 3: ADF Permanent Force promotions by Officer Rank, 2012–13 and 2016–17

Rank group Navy Women percentage

Navy Men percentage

Army Women percentage

Army Men percentage

Air Force Women

percentage

Air Force Men percentage

2012–13 Officers 3.3 5.5 5.7 5.2 5.3 5.5

2016–17 Officers 4.6 5.4 5.6 5.9 4.1 5.6

2012–13 other ranks 9.0 7.9 13.7 10.4 7.7 5.8

2016–17 other ranks 5.7 6.2 8.0 10.0 7.8 6.4

Promotion processOnce personnel have progressed through non-merit promotions (time-based or basic training requirements), all members are considered relative to their peer group for suitability to perform at a higher rank. The career management agencies and directorates will determine eligibility for promotion. Those considered eligible for promotion will be presented to a promotion board (Navy and Air Force) or a personnel advisory committee (Army), which will develop an order of merit for consideration by the designated authority. Order of merit is determined by performance and potential, which are assessed and reported upon by supervisors annually. While personnel can be determined suitable for promotion, promotion depends on workforce requirements.

Promotion of Navy women

In 2016–17, 341 women and 2,376 men were eligible for promotion in the Navy. Of those eligible, 63.9 per cent of women and 54.8 per cent of men were ranked as suitable. Of those suitable, 18.8 per cent of women and 13.7 per cent of men were promoted.42 While the proportions of women promoted in 2016–17 were high, the majority of those promotions were at junior levels for both officers and sailors (Figure 7).

The highest ranking women (Permanent Force) are at the Commodore (O-7) level, where women comprise 13 per cent of this rank group. The highest proportions of women are from the Sub Lieutenant to Lieutenant Commander ranks (O-2 to O-4) and at the Midshipman rank (O-0). Lieutenant has the greatest population, with women comprising 22 per cent of this group.43

42 See Table A24: Number and proportion of women and men who were eligible to be presented to a promotion board, by occupational group, 2016–17; Table A25: Number and proportion of women and men who were ranked as suitable for promotion by a promotion board, by occupational group, 2016–17; and Table A26: Number and proportion of women and men who were promoted after being ranked eligible by a promotion board, by occupational group, 2016–17.

43 See Table A1: ADF Permanent Force, by gender and rank, at 30 June 2017.


Figure 7: Proportion of eligible Navy members promoted, by rank and gender, 2016–17

O-10

O-9

O-8

O-7

O-6

O-5

O-4

O-3

O-2

O-1

O-1

Women Men

0% 5% 20% 25% 45%10% 15% 30% 35% 40%

Promotion of Army women

In 2016–17, 476 women and 2,883 men were eligible for promotion in the Army. Of those eligible, 36.2 per cent of women and 31.6 per cent of men were ranked as suitable. Of those suitable, 38.7 per cent of women and 43 per cent of men were promoted.44

Women comprise 10 per cent of Major Generals (O-8), which is two out of 20 people. One woman and three men were promoted to Major General in 2016–17. At the Brigadier (O-7) level, women comprise 18 per cent, and of the members promoted to this rank in 2016–17, three (25 per cent) were women (Figure 8).

Figure 8: Proportion of eligible Army members promoted, by rank and gender, 2016–17

O-10

O-9

O-8

O-7

O-6

O-5

O-4

O-3

O-2

O-1

O-1

Women Men

0% 5% 20% 25% 35%10% 15% 30%

44 See tables A24, A25 and A26.

35CHAPTER 4 | PERFORMANCE, TALENT AND CAREER MANAGEMENT

Promotion of Air Force women

In 2016–17, 904 women and 4,607 men were eligible for promotion in the Air Force. Of those eligible, 36.2 per cent of women and 31.6 per cent of men were ranked as suitable. Of those suitable, 18.1 per cent of women and 11.7 per cent of men were promoted.45 While the proportions of women promoted in 2016–17 were high, the majority of those promotions were at junior levels for both officers and airmen and women (Figure 9).

Air Forc

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