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Diversity Program Review Framework©
SUSANNE MOORE, GENDER ECONOMICS.COM
10/10/2012Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897 1 of 29
Gender Economics
Diversity Economics
Diversity
Review
Framewor
k
Gender Economicswww.gendereconomics.com
“Diversity is not just about tolerating difference, it is also accepting, recognising and validating it with a full acceptance of the contributions that this difference brings”
Susanne Moore 2012
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Background
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Gender Economics
Diversity Economics
Diversity
Review
Framewor
k
Gender Economics builds on the theories of diversity and promotes the value of gender balance, particularly in the area of innovation and creativity. It recognises the ‘direct input’ of women to the economy and extends the theory that the discipline of economics ”could be improved by freeing itself from masculine biases” (Ferber, Nelson 1993: 24).
Diversity Economics focuses on the organisational economics of diversity programs and follows the concepts of Economic Diversity, ”as a way to achieve economic stability” (Wagner 1993) .
10/10/2012
My Research project
Title: “The profit impact of organisational gender Diversity programs”
Many forward thinking organisations are undertaking Diversity programs in a bid to attract and retain the right people and they must harvest a diverse talent pool to stay competitive.
This talent pool includes women, ethnic groups, Gen Y and Gen X and the instigation of programs to tap into talent in the aging population. This study will focus directly on Gender Diversity Programs, which create an organisational culture where gender inequalities are minimized.
Currently there is limited information on the success of these programs and very few metrics exist that can be substantiated. The aim of the study is to observe organisational Gender Diversity Programs that are in flight and will work to develop metrics that can be represented on balance sheets in the future.
Copyright Susanne Moore 2012
4 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
Value of the Research
Evidence of economic gains from Gender Diversity Programs has the potential to change the traditional view of feminised work environments and gender stereotyping.
Studies by the European Commission (2005), “found that only 30% of companies have systematic measurement and evaluation processes in place for their diversity initiatives”. These measure quotas, targets or program performance but do not provide a causal link to profit.
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Benefits for OrganisationsBenefits for Organisations
Gender diversity is an untapped, and under realised gateway to innovation and creativity, it provides a ‘serious economic and business opportunity’ (Westpac website) to those businesses willing to undertake the cultural change required.
Women bring unique perspectives to the workplace and with women representing half of the market share, companies with strong gender diversity are better positioned to meet and anticipate consumer demand as well. Managed with honesty, respect, deep curiosity, and a pursuit of core truth, these new perspectives become productivity‐saving new ideas and industry‐leading innovations” (Catalyst). For businesses, this means differentiation and a competitive advantage in the form of highly adaptable and strongly diverse teams.
Workplace Gender Equality Act 2012. Previously EOWA This framework is the first of its kind and is being
developed as part of a wider study into Gender Diversity and its impact on organisational profitability
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Current Diversity Measurements
Current measures revolve around recruitment, retention and promotion. These metrics are HR centric;
Numbers of women on boards as % Women in the career pipeline In leadership roles / levels of management Retention (and return) rates Quota’s, key performance of managers to promote women Interview statistics
by broadening the measurements we are more likely to find a causal link to profit
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Organisational Dimensions
Where does the Diversity Program initiative sit within the organisation.
Can an Assessment of linkages to strategic vision be completed
Cultural alignment – degree of buy-in by senior stakeholders
Management of barriers to women – how? Organisational structure impede or promote diversity Awareness of cultural deficiencies Strategic decision making processes – awareness of
transformation, innovation and gender diversity Evidence of behavioural change – how this is
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Gender Diversity Specific Dimensions
Quota’s or Target’s Gender mix representation as a ratio to
client mix Gender mix – Board as a ratio to gender
mix of workforce Integration to existing Diversity Programs Cost to Benefit ratio comparison Data collection, relevant metrics and
reporting Links to customer satisfaction
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897 9 of 2910/10/2012
The Diversity Program Review Framework©
Background - Developed during Phase 2 of the overarching research project, the Diversity Program Review Framework looks at areas such as;
Identification of all available metrics, benchmarks, targets, quotas and program deliverables
Identification of existing and planned frameworks within Diversity and Inclusion programs including, employee self service, human resource policy, financial measurements
Reviews the Diversity Program for effectiveness and suitability, assesses its links to business benefits, strategy and business performance 10 of
29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
The Diversity Program Review Framework
What is it? –
The Diversity Program Review Framework will measure;
1. The program’s standalone effectiveness from a Program Management perspective; and,
2. Assesses the viability of the program’s data as a research candidate for the broader research project.
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The Diversity Program Review Framework
What are the outcomes? –
The review framework consists of;1. A Program Review,2. A Capability Assessment mapped to the
journey of your program,3. A Survey instrument to capture stakeholder
feedback and,4. A Comprehensive Report with
recommendations and findings.
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Major DimensionsThe Framework has 5 major Dimensions
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897
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Program
Management Capabi
lity
Organisational Vision & Strategy
Cultural Integration
&Acceptance
Innovation
through
DiversityPerformance
10/10/2012
Program Management Capability
Program Governance Program Management Budget Scope Schedule Resources Benefits Management Risk Business Case Methodologies Relationship
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Program Management
Capability
Program
Manageme
nt Capability
Organisational Vision & Strategy
Cultural Integration
&Acceptance
Innovation throu
gh DiversityPerformance
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Organisational Vision & Strategy
Strategy & Vision linked to Diversity program
Leadership & Accountability
Diversity is embedded Board/Leadership/client
to diversity/gender ratio Evidence of Fault Lines,
splits into homogeneous groups, feminised work
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Program
Manageme
nt Capability
Organisational Vision & Strategy
Cultural Integration
&Acceptance
Innovation throu
gh DiversityPerformance
Organisational Vision & Strategy
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Cultural Integration & Acceptance
Organisational Change Cultural Survey results Sponsorship Diversity Boards Evidence of backlash/
Conflict resolution and tolerance
Gender Gender Inclusion Gender Intelligence Language analysis
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897
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Program
Manageme
nt Capability
Organisational Vision & Strategy
Cultural Integration
&Acceptance
Innovation throu
gh DiversityPerformance
Cultural Integration
&Acceptance
10/10/2012
Innovation through Diversity
Programs can innovate and have a strategic measurement
The organisation has recognised Diversity as an enabler for innovation Potential for targeted
rebranding Proactive programs
designed to realize untapped resources
Gender stereotyping holds back contribution to achievement
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Program
Manageme
nt Capability
Organisational Vision & Strategy
Cultural Integration
&Acceptance
Innovation throu
gh DiversityPerformance
Innovation through Diversity
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
Performance
Evidence of increased company performance, efficiency, flexibility, agility
Historical metrics for future measurements
Projected estimates Performance against
benchmarks Program is linked to
Financial measures Evidence of Diversity
impact in $’s18 of
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Program
Manageme
nt Capability
Organisational Vision & Strategy
Cultural Integration
&Acceptance
Innovation throu
gh DiversityPerformance
Performance
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
A number of components come together
www.gendereconomics.com
Review methodology
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Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
Assess the data & strategy
The review is an important input to the research and will;
Assess the status of the diversity program using project management techniques Assess the strategy used at the genesis – ie: the Business Case Look for causal links to profitability as an input to the research Review and assess current business benefits for linkages to strategic initiatives
A combination of research data, existing benchmark measurements, project management, financial management and business management have been used to develop the framework.
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Existing Benchmarks
Global Diversity and Inclusion Benchmarks: Standards for Organizations Around the World (O’Mara, J, Richter, A 2011)
1. Diversity & Inclusion Vision, Strategy and Business Case2. Leadership and Accountability3. Infrastructure and Implementation4. Recruitment, Development and Enhancement5. Benefits, Worklife and Flexibility6. Job Design, Classification and Compensation7. Diversity & Inclusion Training and Education8. Assessment, Measurement and Research9. Diversity & Inclusion Communications10. Community, Government Relations and Social Responsibility11. Products and Services Development 12. Marketing, Sales, Distribution, and Customer Service 13. Supplier Diversity
The benchmarks used in the framework will be aligned with those of the Australian Workplace Gender Equality Agency for 2013-2014 year reporting, or similar country standard
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Review Process
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Diversity Survey Dashboard
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PROGRAM MANAGEMENT DIMENSION
Scheduled finish date
Sponsor's Name
Original budget Estimate total cost to complete
Date and Status of Last Health Check
Business Lead's Name
Project Phase:
Project Name:
Project Manager:Date of Program Review: date
name
Project ID:
Prog
ram
Man
ager
Seni
or S
take
hold
erR
ecru
itmen
t Man
ager
Div
ersi
ty R
ep 1
Div
ersi
ty R
ep 2
Div
ersi
ty R
ep 3
Div
ersi
ty R
ep 4
Boa
rd M
embe
r
Overall Rating 9 74 0 0 0 0 0 0 0
Program Governance 0 3 0 0 0 0 0 0 0 LEGENDProgram Management 0 3 0 0 0 0 0 0 0
Resources 0 3 0 0 0 0 0 0 0 Totals SuccessDeliverables 0 3 0 0 0 0 0 0 0 -100 to -50 Impossible
Schedule 1 4 0 0 0 0 0 0 0 > -50 to 0 LowBudget 0 3 0 0 0 0 0 0 0 >0 to 50 Moderate
Relationship 0 2 0 0 0 0 0 0 0 > 50 to 100 High
Name
0 0 0 0 0 0 0
Check 0 0 0 0 0 0 0 0
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
Measures progress against capability recognises the ‘journey’
Capability Maturity Matrix
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Diversity Program Review Capability Maturity Matrix Copyright Susanne Moore 2012
10/10/2012
Project Review Report
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Diversity Program Report
Executive Summary Benchmarks Survey
DashboardCapability
AssessmentRecommendatio
ns
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897
Diversity Program Report Copyright Susanne Moore 2012
10/10/2012
Contact and Consulting information
Susanne MooreGender Economics.com
Phone: +61 439 420 897Email: susanne@susannemoore.comWeb: www.gendereconomics.com, www.susannemoore.com
Consulting in;
• Strategic Diversity Economics, Diversity Visioning• Gender Economics• Business Transformation• Diversity Program Reviews• Diversity Research
References
Cataylst (2004), ‘The Bottom Line: Connecting Corporate Performance and Gender Diversity’ at http://www.catalyst.org/file/44/thebottomlineconnectingcorporateperformanceandgenderdiversity.pdf, downloaded 24 June 2012.
Clarke, Marilyn. (2011), ‘Advancing women’s careers through leadership development programs’, Employee Relations, Vol. 33 Iss: 5, pp.498 – 515
Desvaux, G. and Devillard-Hoellinger, S. and Meaney, MC. (2008 ) “A business case for women” , McKinsey and Company, McKinsey Quarterly, September 2008. https://www.mckinseyquarterly.com/A_business_case_for_women_2192, downloaded 8 Aug. 2012.
Diversity Executive http://diversity-executive.com/articles/view/define-the-intangible/print:1, downloaded 18 Aug. 2012.
Diversity Inc http://diversityinc.com/ask-the-white-guy/can-you-measure-diversity-thought-innovation/, downloaded 18 Aug. 2012.
Edwards, C. and Robinson, O. and Welchman, R. and Woodall, J. (1999), ‘In Human Resource Management Journal’, Vol. 9 No. 1, p. 55 (10 pages), UK.
EOWA is a statutory authority located within the portfolio of the Australian Commonwealth Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA). EOWA's role is to administer the Equal Opportunity for Women in the Workplace Act 1999 (Commonwealth) and through education
Ferber, M A and Nelson, J A. (1993) Beyond Economic Man, Feminist Theory and the Economics University of Chicago Press
Fine,M. (2007), “A Caring Society? Care and the Dilemmas of Human Service in the Twenty-First Century” . Palgrave and McMillan, Great Britain
Gard Marshall, J. and Rathbun-Grubb, S. and Barreau, D. and Craft Morgan, J. (2010), ‘Library Trends, Workforce Issues in Library and Information Science, Part 2’, The Board of Trustees, University of Illinois Vol. 59, Nos. 1-2 pp. 128–146. 27 of
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References
Levine, P. and Grayzel, SR. (2010), ‘Gender, Labour, War and Empire: Essays on Modern Britain’, (Chicago Journal, Autumn 2010), The University of Chicago Press Stable, London: Palgrave Macmillan, pp. 227-237.
Martins, L. and Parsons, CK. (2007), ‘Effects of Gender Diversity Management on Perceptions of Organizational Attractiveness: The Role of Individual Differences in Values and Beliefs’, Journal of Applied Psychology Copyright 2007 by the American Psychological Association 2007, Vol. 92, No. 3, 865–875 Georgia Institute of Technology.
McGraw, Peter and Mackisack, M. (2009), ‘Equal Opportunity for Women in the Workplace Agency; 2009. Pay, power and position: beyond the 2008 EOWA Australian census of women in leadership, Australia’, Australian Government (EOWA) and Macquarie University (2008), Australian Government Equal Opportunity for Women in the Workplace Agency.
Moore, Susanne (2012), “The profit impact of organisational gender Diversity programs” , Research Proposal, Susanne Moore, susannemoore.com, Macquarie University, Sydney Australia.
North-Samardzic, A. and Taksa, L. (2011), ‘The impact of gender culture on women's career trajectories: an Australian case study’, Equality, Diversity and Inclusion: An International Journal, Vol. 30 Iss: 3 pp. 196 – 216
O’Mara, J, Richter, A (2011), “Global Diversity and Inclusion Benchmarks: Standards for Organizations Around the World”, copyright 2011, 2006 : www.omaraassoc.com and www.qedconsulting.com
Roberson, QM. and Stevens, CK. (2006), ‘Making Sense of Diversity in the Workplace: Organizational Justice and Language Abstraction in Employees’ Accounts of Diversity-Related Incidents’, University of Maryland College Park Journal of Applied Psychology by the American Psychological Association Cornell University Vol. 91, No. 2, 379–391
Simpson, R. (2000),’Gender mix and organisational fit: how gender imbalance at different levels of the organisation impacts on women managers’, Women In Management Review, Vol. 15 Iss: 1 pp. 5 – 18
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References
Stoeberl, PA. and Kwon, IG. and Han,D. and Bae,M. (1998),’Leadership and power relationships based on culture and gender’, Women In Management Review, Vol. 13 Iss: 6 pp. 208 – 216
Taksa, L. and Dimitria, G. (2010), “Managing cultural diversity : problems and prospects for ethnicity and gender at work.” North Ryde, NSW: McGraw-Hill.
The European Commission. (2005), The Business Case for Diversity: Good Practices in the Workplace, European Commission, Directorate-General for Employment, Social Affairs and Equal Opportunities, Unit D.3, Luxembourg: Office for Official Publications of the European Communities, Manuscript completed in September 2005 p.5
Wagner, J E. and Deller, SC. (1993) ‘A Measure of Economic Diversity: An Input-Output Approach’, Staff Paper 93.3 September 1993 USDA Forest Service, USDA Forest Service, and the University of Wisconsin-Extension.
Westpac Bank – www.westpac.com.au
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