This document summarizes a presentation by Susanne Moore on gender economics and diversity economics. It discusses building on theories of diversity to promote gender balance and recognizing women's direct economic contributions. It also covers focusing on the organizational economics of diversity programs. The presentation reviews frameworks for assessing diversity programs and their links to business benefits, strategy, and performance. It provides examples of benefits to organizations from gender diversity programs and current challenges in measuring their impacts.

1. SUSANNE MOORE, GENDER ECONOMICS.COM
10/10/2012 Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897 1 of 29
Gender
Economics
Diversity
Economics
Diversity
Review
Framework

2. “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
2 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012

3. 3 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897
Gender Economics
Diversity
Economics
Diversity
Review
Framework
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

4. 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,GenY 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

5. 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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6. Benefits 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
6 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012

7. 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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8.  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
measured
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897 8 of 2910/10/2012

9.  Quota’s orTarget’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

10.  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
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11. 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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12. 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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13. Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897 13 of 29
Program
Management
Capability
Organisational
Vision & Strategy
Cultural Integration
&Acceptance
Innovation through
Diversity
Performance
10/10/2012

14.  ProgramGovernance
 Program Management
 Budget
 Scope
 Schedule
 Resources
 Benefits Management
 Risk
 BusinessCase
 Methodologies
 Relationship
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897 14 of 29
Program
Management
Capability
Program Management
Capability
OrganisationalVision
& Strategy
Cultural Integration
&Acceptance
Innovation through
Diversity
Performance
10/10/2012

15.  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
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897 15 of 29
Program Management
Capability
OrganisationalVision
& Strategy
Cultural Integration
&Acceptance
Innovation through
Diversity
Performance
Organisational
Vision & Strategy
10/10/2012

16.  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 16 of 29
Program Management
Capability
OrganisationalVision
& Strategy
Cultural Integration
&Acceptance
Innovation through
Diversity
Performance
Cultural Integration
&Acceptance
10/10/2012

17.  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
17 of 29
Program Management
Capability
OrganisationalVision
& Strategy
Cultural Integration
&Acceptance
Innovation through
Diversity
Performance
Innovation through
Diversity
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012

18.  Evidence of increased
company
performance, efficiency, fle
xibility, agility
 Historical metrics for future
measurements
 Projected estimates
 Performance against
benchmarks
 Program is linked to
Financial measures
 Evidence of Diversity
impact in $’s
18 of 29
Program Management
Capability
OrganisationalVision
& Strategy
Cultural Integration
&Acceptance
Innovation through
Diversity
Performance
Performance
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012

19. Review methodology
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20. 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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21. Global Diversity and Inclusion Benchmarks: Standards for OrganizationsAround the
World (O’Mara, J, Richter,A 2011)
1. Diversity & InclusionVision, Strategy and Business Case
2. Leadership and Accountability
3. Infrastructure and Implementation
4. Recruitment, Development and Enhancement
5. Benefits,Worklife and Flexibility
6. Job Design, Classification and Compensation
7. Diversity & InclusionTraining and Education
8. Assessment, Measurement and Research
9. Diversity & Inclusion Communications
10. Community,Government Relations and Social Responsibility
11. 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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22. 22 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012

23. 23 of 29
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:
Program
Manager
SeniorStakeholder
Recruitm
entManager
Diversity
Rep1
Diversity
Rep2
Diversity
Rep3
Diversity
Rep4
Board
Mem
ber
Overall Rating 9 74 0 0 0 0 0 0 0
Program Governance 0 3 0 0 0 0 0 0 0 LEGEND
Program Management 0 3 0 0 0 0 0 0 0
Resources 0 3 0 0 0 0 0 0 0 Totals Success
Deliverables 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 Low
Budget 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
N
a
m
e
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

24. Measures progress against capability
recognises the ‘journey’
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897 24 of 29
Diversity Program Review Capability Maturity Matrix Copyright Susanne Moore 2012
10/10/2012

25. 25 of 29
Diversity Program Report
Executive Summary Benchmarks Survey Dashboard
Capability
Assessment
Recommendations
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897
Diversity Program Report Copyright Susanne Moore 2012
10/10/2012

26. Susanne Moore
Gender Economics.com
Phone: +61 439 420 897
Email: susanne@susannemoore.com
Web: www.gendereconomics.com, www.susannemoore.com
Consulting in;
• Strategic Diversity Economics, DiversityVisioning
• Gender Economics
• BusinessTransformation
• Diversity Program Reviews
• Diversity Research

27.  Cataylst (2004), ‘The Bottom Line: ConnectingCorporate 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 andCompany, McKinseyQuarterly, 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. andWelchman, R. andWoodall, 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 theAustralian Commonwealth Department
of Families, Housing, Community Services and IndigenousAffairs (FaHCSIA). EOWA's role is to
administer the Equal Opportunity for Women in theWorkplace Act 1999 (Commonwealth) and through
education
 Ferber, MA and Nelson, J A. (1993) Beyond Economic Man, FeministTheory and the Economics University
of Chicago Press
 Fine,M. (2007), “ACaring Society?Care and the Dilemmas of Human Service in theTwenty-FirstCentury” .
Palgrave and McMillan, Great Britain
 Gard Marshall, J. and Rathbun-Grubb, S. and Barreau, D. andCraft Morgan, J. (2010), ‘LibraryTrends,
Workforce Issues in Library and Information Science, Part 2’, The Board ofTrustees, University of Illinois
Vol. 59, Nos. 1-2 pp. 128–146.
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28.  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 inValues and Beliefs’, Journal of Applied Psychology Copyright
2007 by the American Psychological Association 2007, Vol. 92, No. 3, 865–875 Georgia Institute ofTechnology.
 McGraw, Peter and Mackisack, M. (2009), ‘EqualOpportunity for Women in theWorkplace 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 forWomen in theWorkplace 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. andTaksa, 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 theWorld”, copyright 2011, 2006 : www.omaraassoc.com and www.qedconsulting.com
 Roberson, QM. and Stevens, CK. (2006), ‘Making Sense of Diversity in theWorkplace: 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 UniversityVol. 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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29.  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, SocialAffairs 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-OutputApproach’, Staff
Paper 93.3 September 1993 USDA Forest Service, USDA Forest Service, and the University ofWisconsin-
Extension.
 Westpac Bank – www.westpac.com.au
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