Sue Williamson amp Linda Colley

Developing and implementing gender equality action plans is not new to the public sector. some of the plans are comprehensive documents which, if fully implemented, will progress gender equality. Other plans are shallow and do not contain meaningful targets. Very few of the plans contain robust performance indicators, and even fewer have the mechanisms to monitor the outcomes.

Managers want the best person for the job, but managers also rely on the belief their decisions are objective — when they are certainly not. This presents an opportunity to increase middle managers’ understanding of merit and how biases may shape their decisions.