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Recommended EEO & Diversity Research

This page provides links to the latest national and international research, news and resources on EEO, diversity and work life balance. 

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Bullying survey results

Our pulse survey on workplace bullying attracted 125 participants and, of those, 67% said their organisation took bullying seriously.

Massey University Associate Professor Bevan Catley says organisations are right to take it seriously given the real and significant individual and organisational costs of workplace bullying.

“The organisational costs of workplace bullying include less organisational commitment, more demotivation and job dissatisfaction and higher levels of absenteeism and turnover.”

The range of behaviours that survey respondents identified as workplace bullying included yelling and verbal abuse, personal attacks, violence, public shaming and excluding team members.

Despite identifying a large range of behaviours that constituted bullying nearly half of the participants (46%) said they would not report being bullied at work – but the majority (86%) would report bullying if they saw it happening to someone else in the workplace. See the full results on our website.

Our pulse survey on workplace bullying attracted 125 participants and, of those, 67% said their organisation took bullying seriously.

Massey University Associate Professor Bevan Catley says organisations are right to take it seriously given the real and significant individual and organisational costs of workplace bullying.

“Individuals who experience workplace bullying report lower wellbeing and higher levels of stress than other employees. Importantly, workers who observe workplace bullying report the same negative outcomes,” says Associate Professor Catley.

“The organisational costs of workplace bullying include less organisational commitment, more demotivation and job dissatisfaction and higher levels of absenteeism and turnover.”

The range of behaviours that survey respondents identified as workplace bullying included yelling and verbal abuse, personal attacks, violence, public shaming and excluding team members.

Associate Professor Catley says there is no definitive list of workplace bullying behaviours but the survey results reflect the acknowledgment that a wide range of behaviours can constitute bullying.

“It is important to remember that the destructive force of bullying lies less in the actual behaviour and more in the frequency and duration of behaviours.”

Despite identifying a large range of behaviours that constituted bullying nearly half of the participants (46%) said they would not report being bullied at work – but the majority (86%) would report bullying if they saw it happening to someone else in the workplace.

Numerous respondents shared their own experiences of bullying, and a lack of appropriate process and redress was a common theme.

“This survey reinforces that much still needs to be done to address a toxic workplace problem. We would appeal to organisations and senior leaders to continue to take the problem of workplace bullying seriously, and to carefully consider how instances and complaints of workplace bullying are managed.”

Would you make a formal complaint if you were being bullied at work?

54% YES

46% NO

Would you make a formal complaint if you witnessed someone else being bullied at work?

86% YES

14% NO

Do you believe your organisation takes bullying seriously?

67.5% YES

32.5% NO

Engage - Website 2PwC Golden Age Index

Our new Golden Age Index measures how well countries are doing in harnessing the potential of their older workers. The index is a weighted average of seven indicators that reflect the labour market impact of workers aged over 55 in 34 OECD countries, including employment, earnings and training. Click here to read more

Work Research Institute: Mature Age Worked September 2015

How do you keep a baby boomer happy at work? No need, they're stoked to be there, new research suggests.

New Zealand has one of the highest employment rates in the OECD of aged workers, with our latest figures showing 22 per cent of workers are aged over 55.

Read the report >>


Empower: UN Women's Empowerment Principles Survey


The aim of this survey is to uncover policies and practices within New Zealand’s Largest Organisations on behalf of the United Nations Women, with a specific focus on Women’s Empowerment Policies. Findings in this report cover the application of the seven UN Women’s Empowerment Principles. Read More..

Accept126x56Hays NZ Whitepaper: The Balancing Act - Creating a Diverse Workforce

This white paper explores the current situation in New Zealand workplaces in terms of gender, age,multiculturalism and disability representation. We look at the barriers preventing real diversity. Finally we share six practical steps you can implement in order to create a totally inclusive organisation and retain it by successfully managing individual differences.Supporting our suggestions are the findings from a survey of 303 New Zealand employers and candidates,conducted in late 2014.


The Langley Group: How to lead with the brain in mind

To lead people we just need to be able to lead ourselves. Leading with the brain in mind helps us bring out the best in ourselves so that we can do the same with others.

This research by the Langley Group explores the practical applications of neuroscience,emotional intelligence and positive psychology to lead yourself and others to success.

Download the research >> 


Mothers in the New Zealand Workforce

The issue of gender inequality in the workplace is a hotly debated topic: how can we, as business owners, work with the intricacies that come with employing a gender diverse workforce? 

The topics of motherhood, maternity leave, and re-entry programs, are an integral part of the conversation. By encouraging and enabling new mothers to return to work, New Zealand businesses could utilize a largely untapped portion of the labor force. 



What if the road to inclusion were really an intersection?

This research piece, published a week ago by Deloitte University Press challenges the standard yet stagnated approach often taken towards workplace diversity. Reasons behind the lack of change resulting from the ongoing conversation about workplace diversity are provided along with an innovative framing of the diversity issue.

To read more, click here

Employing People with Intellectual and Developmental Disabilities Report

This study, released by the Institute for Corporate Productivity, confronts long-standing biases about inclusive hiring and takes an employer's-eye-view to the workplace potential of people with IDD.

Read full report here


Arianna Huffington: How to succeed? Get more sleep

The EEO Trust were lucky enough to attend an “Evening with Arianna Huffington” event on her recent visit to Balance - web 2New Zealand. Much of what she discussed echoes her TED Women talk emphasising the huge value of recognising the relationship between work life balance, happiness and increased productivity. Whether you have seen this before or not, it is well worth a watch and although the messages may not be new to us Arianna tells a story that brings them to life.

Read Full Report Here

Tips for better Work-Life Balance

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1. Let go of perfectionismBalance - web 2

A lot of overachievers develop perfectionist tendencies at a young age when demands on their time are limited to school, hobbies and maybe an after-school job.

2. Unplug

From telecommuting to programs that make work easier, technology has helped our lives in many ways. But it has also created expectations of constant accessibility.

3. Exercise and meditate

ven when we’re busy, we make time for the crucial things in life. We eat. We go to the bathroom. We sleep. And yet one of our most crucial needs – exercise – is often the first thing to go when our calendars fill up. Exercise is an effective stress reducer.

4. Limit time-wasting activities and people

First, identify what’s most important in your life. This list will differ for everyone, so make sure it truly reflects your priorities, not someone else’s. Next, draw firm boundaries so you can devote quality time to these high-priority people and activities.

5. Change the structure of your life

Sometimes we fall into a rut and assume our habits are set in stone. Take a birds-eye view of your life and ask yourself: What changes could make life easier? 

6. Start small. Build from there.

We’ve all been there: crash diets that fizzle out, New Year’s resolutions we forget by February. It’s the same with work-life balance when we take on too much too quickly, says Brooks.

Read Full Report Here 

TED Talk: A new kind of job

A thought provoking talk from Wingham Rowan on how we can incorporate a wider range oBalance - web 2f people into the workforce. Rowan discusses how enabling people who may not be able to work the tandard 9-5 job into the workforce could have not only an undeniable benefit for individuals, but for those who employ them.

View full report here

The Great Generational Shift 

Empower- website 2

Women in their twenties and early thirties are best placed to be the first to break the glass ceiling, according to recent research from global talent solutions company Hudson.

According to the results, which analysed 28,000 psychometirc tests from across 20 different countries, younger females scored 18 per cent higher than Generation Y males on organisation skills, 10 per cent higher on people skills and 12 per cent higher on social confidence. This report suggests that as 60-year-old Baby Boomers work alongside Generation X employees in their forties, as well as twenty-somethings of Generation Y, tomorrow’s leaders will need “a completely different, and more relevant” set of skills.  

Read full report here

Accept - website 2Accept: Workbase the key steps forward for workforce literacy

To compete and prosper in the changing global economy New Zealand requires a skilled workforce with high literacy and numeracy skills. This report, with contributions from Business New Zealand, New Zealand Council of Trade Unions, Industry Training Federation and Workbase has outlined the importance of a skilled workforce to the New Zealand economy. This is a concise summary of where gaps most commonly lie and what steps can be taken to remedy this. 

Read Full Report Here

Empower: Women in Technology

Empower- website 2

It seems like today women are better positioned than ever before to rise to leadership roles in technology. Not only do companies have many kinds of support structures in place, such as women’s networks and leadership development courses, but there is an increasing number of women at the top who can serve as role models or inspiration.

Read full report here

Engage:White paper finding the gold in silver hair       

Engage - Website 2

Many larger organisations have already identified the demographic changes facing them and have begun considering their implications, but for hard-pressed SMEs, the demands of an increasingly volatile and complex business environment leave little time to scan the horizon for future threats.

Read full report here

Neilson - The Age Gap                                                                 Engage - Website 2

The Nielsen Global Survey about ageing polled more than 30, 000 internet respondents in 60 countries to give voice to the concerns we all have about growing old and to evaluate how product and service manufacturers and retailers are meeting the challenges that often arise with age. From in-store amenities like wider aisles and ample lighting, to easy-to-read and open product packaging, to transportation or housing assisstance, the findings focus on improvements that are necessary in all corners of the globe.

Read Full Report here

Accept - website 2

Reasonable accommodation of religious diversity in the New Zealand workplace – Paul Morris

Paul Morris’ paper “Reasonable accommodation of religious diversity in the New Zealand workplace” clearly explains how the framework for religious diversity has changed dramatically in recent decades and what this means for the work environment. His paper outlines different aspects of religious observance that can impact on work (and that would need to be included in a holistic diversity policy) – such as religious attire and style, religious events or holy day timetables, conflict between work practices and beliefs and appropriate levels of religious discussion at work.

Read Full Report Here

The business impact of LGBT-supportive workplace policies

– The Williams InstituteAccept - website 2

 This review, carried out by UCLA think-tank The Williams Institute, analyses the results of 36 research studies to inform its findings about the business impact of LGBT-supportive workplace policies. The review found that LGBT-supportive policies and workplace climates are linked to greater job commitment, improved workplace relationships, increased job satisfaction, and improved health outcomes among LGBT employees.

Read Full Report Here

Empower: Female Part-Time Managers: Careers, Mentors and Role ModelsEmpower- website 2

This UK study looks at woman in part time, managerial work. It places particular emphasis on investigating how mentoring can help with integrating work and family life. A key finding of this research paper was confirmation by many of the woman that career development help is less beneficial than a combination of career development and psychosocial support which woman mentors provided more effectively than their male counterparts. This article would be a worthwhile read for workplaces interested in developing a mentoring scheme or looking for ways to more effectively engage part time workers, especially those in management.

Read Full Report Here

Engage: The Generational MirageEngage - Website 2

The Generational Mirage presents a study into the perceptions of leadership by Generation X and Y and how perceptions of leadership are evolving. Through conceding that the context for leadership is evolving dramatically, a platform was presented to discuss what impact this change had on effective leadership in an environment where there is such a significant variation of life experiences and expectations. Through facilitating this discussion insight is provided into what forms of leadership are perceived as most effective by Generation X and Y.

 Read Full Report Here

Engage: Want to know more about work and life balance? Engage - Website 2

This article presents the idea that despite many modern workplaces consisting of an unprecedented age range, employees often have more similarities than differences and these similarities can be utilised to work towards a workplace with higher engagement with employees needs. This article provides a recent perspective on dealing with three generations and the unique perspectives that come with each and how best for managers to approach this challenge.

Read full report here

Balance: Being Flexible with work and life  Balance - web 2                                       

This article presents a study conducted exploring the relationship between hours worked, flexibility of these hours and how family support can impact on employee satisfaction. This article provides data to back up the importance of taking a holistic approach to flexible work hours where possible to increase employee satisfaction, which can directly improve not only the quality of work and individual employee satisfaction but a generally happier workplace.. This is an educational read, particularly if you’re looking for facts and figures to back up the importance of work life balance for an organisation and the employee.

Read full report here

Balance: Flexible work arrangementsBalance - web 2

Balancing different domains of one’s life so that they complement rather than compete with each other is commonly known as work-life balance. Juggling responsibilities to work, family and community, as well as requirements for physical health and psychological wellbeing such as hobbies, exercise and other personal interests can create competing priorities in people’s lives unsatisfactory resolution of the tension generated by these competing priorities is referred to as work–life conflict. Work–life conflict is associated with negative health outcomes, absenteeism and turnover. In contrast a positive emotional state leads to empowered individuals which have significant benefits for organisations. This article goes on to discuss how to implement flexible work arrangements for a more productive and positive organisation.

Read Full Report Here

How authentic leadership and inclusion benefit organizations reviewAccept - website 2

This study explores the role of authentic leadership (AL) in enhancing perceptions of inclusion and how associated positive psychological capacities and moral reasoning align closely with multicultural competencies emphasized by diversity experts. Authentic leadership is described as including self-awareness, perspective-taking and open genuine communication abilities, and are discussed regarding the creation of an inclusive work environment. This study also examines two outcomes potentially related to inclusion: organizational citizenship behavior (OCB) and organization-based self-esteem (OBSE).

If you are interested in utilising these skills to create a more diverse workplace, this article is definitely worth a read.

 Read Full Report Here

Engage: Ageing employees and human resource managementEngage - Website 2

This article from Finland presents the concept of age as multidimensional concept comprised of five elements:  chronological age, functional age, psychosocial age, organizational age and lifespan age. These five elements are explained and discussed in a manner which presents a more holistic view point  to consider how an employee can contribute to an organization from. This approach presents a counter to the common assumption that there is a general decline in skills and abilities with increasing age.

If you are interested in learning more about a different approach to consider older employees from, this article is well worth a read.

Read Full Report Here

Trivial, mundane or revealing? Food as a lens on ethnic norms in workplace talkValue 

Talk about food has often been overlooked in existing investigations of workplace discourse. Earlier research established that food talk clearly ‘indexes’ interactional boundaries and informality in typical New Zealand workplaces. This paper identifies the very different status of food as a legitimate topic in Maori workplaces. Within the normative constraints of the meeting genre, analysis compares food talk as mundane in a Maori organisations, but trivial in a Pakeha (majority group) context. Food talk provides an unexpected means of accessing information about distinctive cultural norms, offering an innovative lens on areas of cross-cultural sensitivity.

Read full report here.

Older Research

October 2013 
March 2013
September 2013 
January 2013
August 2013 
December 2012
July 2013
November 2012
Wellness Statistics Powerpoint Presentation
May/June  2013 
October 2012
April 2013
September 2012