Did you know there are approximately 40,000 women in Australian Defence Force and ADF Reserves families, and many more in veteran families?? Count them in this year, invest in programs that support them, and accelerate progress toward a future where defence and veteran families are thriving and the country benefits as a result.
Research reveals that the work of the civilian partners (mostly women) of defence members is required to fit around the military member’s expected frequent or long absences, unpredictable work schedules, and regular posting cycles. Despite being skilled and educated, defence partners can find themselves in a repetitive cycle of insecure, often part-time work with little opportunity for career progression. The effects last beyond the time their ADF member leaves service. For example, studies* have revealed that the average length of time out of work due a service-related move was a little over five months, and that over half of those who found work in the new location earned less than in the previous location. If a partner moves every three years in a fifteen year period, that is potentially two years out of work and a cumulative decrease in income. Not only does that have an immediate impact, but it also impacts their superannuation and financial security in retirement. This financial aspect, as well as the fact that partners may not be getting their needs** met, can also affect the family overall. Removing barriers to decent, meaningful, and sustainable employment can help partners feel fulfilled, live healthier lives, be financially secure, and have opportunities to pursue leadership and decision-making roles. This won’t only benefit partners and their families, but the communities they live, Australian society, and the economy.
Here is how you can contribute:
- Offer flexible and supportive workplaces that acknowledge the unique combination of separation, mobility and risk that defence families experience and help partners to “work around the military”.
- If you are a Defence leader, encourage your male staff to take advantage of flexible work arrangements and promote shared responsibility for domestic and caring work in defence families.
- Get to know defence and veteran partners so you better understand the value they bring to your workplace and how you can support them to thrive. The Military Life podcast tells the stories of partners in their own words.
- Retain partner employees when their ADF member receives posting orders by offering remote work, internal transfers or, if these aren’t possible, make a warm introduction to other supportive (and talented savvy) employers in your network.
- Buy from and invest in partner-owned businesses. The Veteran Community Business Chamber is home to many partner-owned as well as veteran-owned businesses.
- Sponsor programs like Cowork Coplay that offer partners a facilitated space to work on their career projects and build a community around them, all while their children are being cared for nearby.
- Provide pathways into education, training and professional development that acknowledge the diverse skills and experiences that partners bring so that they can train, re-train, upskill and/or apply their skills to high quality career opportunities..
- Pay for work wherever possible. Partners are resourceful, community-minded and supportive of those around them but this shouldn’t result in additional unpaid work, especially if this work is being relied upon to fulfill functions that could otherwise be paid.
- Check your biases. Are you making assumptions about what women (in general) and the partners of ADF or veteran members want in their lives and have the capability to do?
- If you are already offering programs for partners are they tailored to their (as opposed to veterans’) needs? Have you moved beyond “and their families”? The needs of family members are very different to those of veterans and programs need to be designed and delivered accordingly. A recent UK Veterans Family Study recommends removing languages such as “and their families” that ties families explicitly to veterans and centres the veteran experience.
*2015 Defence Census report
**According to the Psychology of Working Theory by Blustein et al., decent work fulfils three human needs: the need for survival, social connection, and self-determination
Thank to Claire Harris from Human Quotient Group for her (always) valuable input
