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What is a mentor and how does it differ from sponsorship? A mentor is someone who serves as a guide for a defined period of time in your career journey. Mentors can be internal or external to your organisation, they assist by enabling you to see issues more clearly by asking thought provoking questions to work through workplace issues. A mentor can help you determine your strengths and what sets you apart. A mentee-mentor relationship is a two way street and both parties benefit from the process. A sponsor is usually internal to your organisation and use their network and influence to get you stretch assignments, project roles or exposure that lead to promotions. A sponsor highlights your achievements. To read more on sponsorship see our blog from last month. Why is mentoring good for career growth? Mentoring provides clarity on your strength and career goals. It allows an external, more senior person to guide you through current workplace issues and help see the bigger view of your career. The mentor acts as a sounding board with constructive feedback and encouragement. A recent survey indicated 56% of respondents have had a mentor and the majority (57%) of people experience [...]


Q&A with Kim Anderson


Q&A with Kim Anderson   How did you find your start in the industry and how did you arrive at your current position? In 1993 I was completing my final year of a Diploma in Primary Teaching. At the time, teaching roles were competitive, and I was about to be married. With a mortgage and an upcoming wedding, full-time employment was important. Crown Melbourne was opening a temporary Casino and had advertised for Croupiers in the Herald Sun. My father who was always fascinated by mathematics had seen an advertisement in the Herald Sun and suggested I apply. After a rigorous recruitment process, I was hired as a Craps Dealer. Becoming a part of the gaming industry I was fortunate enough to progress to a Higher Duties Dealer and obtain additional game training. In 1997, when Crown Melbourne commenced operations at the current Southbank site, I was promoted to Game Supervisor. From 1998 my journey of motherhood began. My children born in 1998 and 2001, respectively. My return to the business was in a part-time capacity. My passion for the industry and drive to progress in my career remained, despite limited opportunity and care giving responsibilities. In 2012 Crown [...]

Q&A with Kim Anderson2021-04-03T16:31:16+11:00

KMP Lacking


Falling Short of Women in Leadership The total number of female Key Management Personnel in Gaming & Hospitality has failed to reach 30%.    Helen Galloway, CEO of Women in Gaming & Hospitality Australasia says "we advocate for gender representation of 40:40:20, that is 40% female, 40% male and 20% undefined.”    The Gaming & Hospitality industry comprises 105 Workplace Gender Equality Agency (WGEA) reporting organisations in Australia combined they employ over 69,000 people.     “I am disappointed with the latest WGEA results which show only a 1.6% increase in female KMP from 25.1% to 26.7%, at this rate we will not reach a minimum of 40% until 2029." Ms Galloway said.    WGEA reported KMP average across all industries of Australia as 32.5%.     “This needs to be the pipeline for CEO’s and board roles, where again the industry lags behind the rest of Australia”     There were some notable laggards on gender equality, with 31 organisations having no females in their key management personnel structures.    Ms Galloway said  “WGHA are funding research to understand the barriers to entry, retention and advancement of women in the industry, to assist reach 40:40:20 sooner.”    WGHA need to hear from all industry participants, regardless of gender, to participate in the research visit www. “     WGHA is a not for profit organisation with [...]

KMP Lacking2021-02-28T19:20:50+11:00

Q&A with Julie Irwin


How did you find your start in the industry and how did you arrive at your current position?   I originally started my career in Sydney in publishing at SRA then McGraw-Hill Book Company where I designed brochures and catalogues. From there I moved into a Finance support role then a Marketing role within Polaroid Australia. I had also completed study in the area of IT and was able to help support Polaroids team move into Microsoft Office products at the time. My husband was part of a teaching scholarship which took him to the Newcastle Region. It was there I began with Aristocrat and the Gaming Industry. With Newcastle being a regional office, I was fortunate enough to have exposure to all areas of the business including sales order management, inventory, installs and logistics which gave me a cross functional view of the company and the gaming industry. With that exposure and my ability to pick up on IT software application processes quickly I was seconded to train the sales team with the Configuration tool and CRM and from their enlisted to work on a Project to incorporate the Australian National Sales Support Function into one team which resulted [...]

Q&A with Julie Irwin2021-02-27T16:05:29+11:00



Sponsorship is active support by someone appropriately placed in the organisation who has significant influence on decision-making processes or structures. A sponsor is someone who can spot talent and is willing to advocate for, protect, and fight for the career advancement of an individual. The WGHA December 2020 survey indicated 67% of females had considered leaving their current role for another industry with the highest ranking reason “lack of opportunities and or no pathways to leadership.” This is where sponsorship can help break this cycle in your organisation and reduce this barrier that females face in career progression.  As an industry we need to address the challenge of female representation at senior levels by targeting the career advancement of women in general and advocating the progression of high performing women in particular. Your action: Senior member of any gender – sponsor a female Female employee – seek out a sponsor in your organisation Sponsorship has the potential to breakdown some of the barriers women face in the workplace and when done effectively, it can: Create career acceleration Help individuals meet the unique challenges of new higher level roles and alleviate the perceived risks associated with moving into new areas [...]


Gender Representation 40:40:20


WGHA supports gender diversity targets of 40:40:20 for all levels in organisations. The board of the organisation should oversee the monitoring and progress of these targets. 40:40:20 allows organisations to pursue gender equitable outcomes for women, with flexibility in the leadership makeup of a range of 40% to 60% female. The 20% is viewed as open, it is the remaining from the candidate pool. It ensures we stay focused on advancing gender equity and not entering the gender identity debate. 40:40:20 is contemporary business practice, the target allows a range of 40 to 60% of male or female, based on the best people for the need, with the intention that 50:50 is the desired outcome 40:40:20 will deliver real benefits to gender equality it can be coupled with other initiatives like: Constitutional requirement for chair and deputy chair to be gender balanced 50/50 shortlists ‘if not why not’. So you have adopted a gender representation target and not achieving it? What’s next.  At the WGHA Australasian Gaming Expo Luncheon in 2019 we heard from Aristocrat Non Executive Director, Kathleen Conlon she stated “implement a rule whereby your next promotion is only available if you have two potential successors, one male and one [...]

Gender Representation 40:40:202021-01-29T12:03:42+11:00

Q&A with Emily Haydon


How did you find your start in the industry and how did you arrive at your current position?   After graduating university I started my career in IT in the dairy industry. One of my first roles was as a project co-ordinator doing administration – budgets, minutes, supporting project and programme managers in anything they needed. I really enjoyed working in a project environment, fast paced and focused on delivering specific outcomes. I used that time to learn as much as I could, I spent a lot of time listening, asking questions and observing different management and leadership styles and after a few years I moved into a project management role, managing a range of small-medium IT projects. I then got the opportunity to work on a large transformation programme, replacing the system we used for core business processes (HR, procurement, finance, supply chain and sales) across multiple countries in Asia. This was a steep learning curve for me, I had my first experience being part of a high performing team and in 18 months we had rolled out the system to five countries. Following that I decided to take some time off, and spent six months travelling overseas.  When [...]

Q&A with Emily Haydon2021-04-12T15:25:25+10:00

December 2020 Survey Results


Your Views in December 2020 The objectives of the December survey were to: understand the impact of COVID-19 on industry participants obtain an understanding of barriers to retention and advancement in current environment views on the industry action needed to support women in this industry understand if gender representation or gender equality had stalled in the industry due to COVID-19 COVID-19 impact has impacted respondents in multiple ways: 29% of respondents indicating they have looked to leave the industry due to industry uncertainty stemming from COVID-19 Women and Men increasing unpaid caring hours per week. Women do more unpaid caring than men. Aligning with other industry research that women do a ‘second shift’ at home. Career Advancement 54% (of all respondents indicate career advancement has not been in line with their efforts. This view is shared between all genders, with females slightly more likely at 56% to respond this way than males 45%. 32% of women thought there was likelihood of getting a promotion in the next 2 years. Retention The number 1 reason for women looking to leave their role was “Lack of opportunities for promotion and/or no pathway to leadership” Top 3 views on Industry action to [...]

December 2020 Survey Results2021-02-01T06:19:54+11:00

The higher risk of domestic & family violence during self or forced isolation. What your organisation needs to be aware of


In this unprecedented time of the COVID-19 pandemic, there will be serious knock on effects felt by all. Some more obvious and pronounced than others. One serious impact which may not be so obvious but needs to be spoken about is Domestic and Family Violence (DFV). According to the United Nations, the most dangerous place for women is their home. It is way too early to gather data on any increase in DFV related to COVID-19 but what we know from every crisis (war, bushfires, major national events) is that DFV increases. Often the reporting of this violence comes out once the crisis has ended and it is safer for women to access support, so we won’t know the real impact of COVID-19 on the safety of women and their children until well after this has all died down. This is a unique case though where a because of the crisis, victims and their perpetrators are being asked (in some cases forced) to stay at home. For many victims the workplace is their only refuge from violence. We are already seeing heightened levels of angst, even anger, for what were once simple, stress-free tasks such as going to the [...]

The higher risk of domestic & family violence during self or forced isolation. What your organisation needs to be aware of2020-03-19T11:46:10+11:00

Three things to consider when it’s no longer business as usual


With COVID-19 now considered a global pandemic, we have seen immense and rapid impacts for individuals and business. While many organisations are exercising flexible work policies in the form of advising staff to work from home, or holding meetings via video conference rather than face to face, this is not possible for customer facing staff. There are many knock-on effects that COVID-19 will have including parents needing to stay home to look after children should schools close down, casual hours being cut as there is a downturn in customer trade, and possible redundancies just to name a few. During this unprecedented time, it’s critical to be aware of our unconscious bias when making decisions regarding personnel in the workplace. Should you need to consider a reduction in staff hours, or changing the wording of leave policies, review these decisions with a gender equitable lens. Question why these decisions are being made - don’t reduce a female’s hours just because she may have a partner that is able to support her, or children at home to look after. If schools close, ensure you are advising and/or encouraging your male employees to work from home or take leave to look after the children, equally as you would [...]

Three things to consider when it’s no longer business as usual2020-03-19T11:42:18+11:00

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