How to Select Gender Equality Targets That Deliver Results

Choosing gender equality targets is one of the most important decisions organisations will make under the new WGEA framework. The challenge is not selecting a target that looks impressive on paper; it is selecting a target that addresses genuine organisational barriers and creates measurable improvements for employees.

The most effective targets are evidence-based, relevant to the organisation's context, and supported by a clear implementation plan.

Step 1: Identify Your Gender Equality Gaps

Before selecting a target, organisations should undertake a thorough assessment of their current workforce profile and gender equality performance.

Key questions to consider include:

• Where are women and men represented across the workforce?
• Are there significant differences in promotion rates?
• What does the gender pay gap data reveal?
• Are women leaving the organisation at higher rates than men?
• Are flexible work arrangements being utilised equally?
• Is there equal access to leadership and development opportunities?

The answers often reveal where the greatest opportunities for improvement exist.

For example, an organisation may discover that women make up 55% of the workforce but only 20% of senior leadership roles. In this case, a leadership representation target may be more meaningful than a broader workforce diversity target.

Step 2: Focus on Root Causes, Not Symptoms

One of the most common mistakes organisations make is selecting targets that address visible outcomes without understanding the underlying causes.

For example, low representation of women in leadership may be caused by:

• Limited promotion opportunities
• Lack of sponsorship and mentoring
• Unconscious bias in talent reviews
• Inflexible work arrangements
• High turnover among mid-career women
• Career interruptions related to caring responsibilities

Understanding these barriers enables organisations to select targets that drive sustainable change rather than simply treating the symptoms.

A target should never exist in isolation. It should be connected to a broader strategy that addresses the factors contributing to inequality.

Step 3: Choose the Right Type of Target

WGEA's framework allows organisations to select both quantitative and action-based targets.

Quantitative targets measure outcomes and may include:

• Increasing women's representation in management roles
• Reducing the organisation's gender pay gap
• Increasing uptake of parental leave by men
• Improving gender balance in recruitment shortlists
• Increasing representation of women in traditionally male-dominated occupations

Action-based targets focus on implementing initiatives that support long-term change, such as:

• Conducting a comprehensive pay equity review
• Reviewing recruitment and promotion practices
• Expanding flexible work arrangements
• Introducing leadership development programs for underrepresented groups
• Strengthening measures to prevent workplace sexual harassment

The strongest gender equality strategies often combine both types of targets. Outcome targets measure progress, while action targets drive the activities required to achieve it.

Step 4: Make Targets Ambitious but Achievable

Targets should stretch the organisation beyond business-as-usual performance while remaining realistic.

If targets are too conservative, they may not drive meaningful change. If they are overly ambitious without adequate resources or leadership commitment, they risk becoming unattainable and losing credibility.

A useful approach is to consider:

• Current performance
• Industry benchmarks
• Historical progress rates
• Available resources
• Organisational readiness for change

For example, increasing women's representation in senior leadership from 20% to 22% over three years may not demonstrate meaningful ambition. Conversely, increasing representation to 50% within the same period may not be realistic depending on workforce demographics and turnover rates.

The optimal target strikes a balance between aspiration and practicality.

Step 5: Secure Leadership Ownership

Successful gender equality targets are owned by leaders, not simply monitored by HR.

Senior executives should be involved in target selection, understand the rationale behind the chosen targets, and commit to delivering outcomes.

Questions leaders should ask include:

• What business challenges will this target address?
• How will progress be measured?
• What resources are required?
• Who is accountable for delivery?
• How will we communicate progress to employees?

Without leadership ownership, even the most well-designed targets are unlikely to achieve meaningful results.

Step 6: Develop an Action Plan

Once targets are selected, organisations must determine how they will be achieved.

Every target should be supported by a practical action plan that identifies:

• Key initiatives
• Roles and responsibilities
• Timelines
• Success measures
• Reporting requirements

For example, an organisation seeking to increase women's representation in leadership may implement:

• Gender-balanced succession planning
• Inclusive recruitment practices
• Leadership development programs
• Sponsorship initiatives
• Flexible work policies for leaders
• Regular talent reviews focused on diversity outcomes

The action plan transforms a target from an aspiration into an achievable objective.

Examples of Strong Gender Equality Targets

Rather than selecting generic goals, organisations should tailor targets to their specific workforce challenges.

Examples may include:

Leadership Representation

Increase women's representation in senior leadership positions from 30% to 40% by 2029.

Gender Pay Equity

Reduce the organisational gender pay gap by 3 percentage points within three years.

Flexible Work

Increase employee satisfaction with flexible work arrangements by 15% as measured through engagement surveys.

Parental Leave

Increase uptake of employer-funded parental leave by men and non-birthing parents by 25%.

Recruitment

Ensure gender-balanced shortlists for all leadership recruitment processes.

These targets are specific, measurable, time-bound, and directly linked to organisational outcomes.

The Most Important Question: "Will This Target Change Employee Experience?"

When selecting gender equality targets, organisations should ultimately ask one critical question:

Will achieving this target improve the lived experience of our employees?

The purpose of target setting is not simply to satisfy reporting requirements. It is to create workplaces where people have equal access to opportunities, fair treatment, meaningful career progression, and the ability to thrive regardless of gender.

When organisations focus on outcomes that genuinely improve employee experience, compliance becomes a by-product of good practice rather than the primary objective.