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SUSANNE MOORE, GENDER ECONOMICS.COM10/10/2012 Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897 1 of 29Ge...
“Diversity is not just about tolerating difference, it is alsoaccepting, recognising and validating it with a full accepta...
3 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897Gender EconomicsDiversityEconomicsDiversityReview...
Title: “The profit impact of organisational genderDiversity programs”Many forward thinking organisations are undertaking D...
Evidence of economic gains fromGender Diversity Programs has thepotential to change the traditional viewof feminised work ...
Benefits for Organisations Gender diversity is an untapped, and under realised gateway to innovation andcreativity, it pr...
Current measures revolve around recruitment, retention andpromotion. These metrics are HR centric; Numbers of women on bo...
 Where does the Diversity Program initiative sit withinthe organisation. Can an Assessment of linkages to strategic visi...
 Quota’s orTarget’s Gender mix representation as a ratio to clientmix Gender mix – Board as a ratio to gender mixof wor...
 Background - Developed during Phase 2 of theoverarching research project, the Diversity ProgramReview Framework looks at...
What is it? – The Diversity Program Review Framework will measure;1. The program’s standalone effectiveness from a Progra...
What are the outcomes? – The review framework consists of;1. A Program Review,2. A Capability Assessment mapped to the jo...
Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897 13 of 29ProgramManagementCapabilityOrganisationalVision...
 ProgramGovernance Program Management Budget Scope Schedule Resources Benefits Management Risk BusinessCase Meth...
 Strategy &Vision linked toDiversity program Leadership &Accountability Diversity is embedded Board/Leadership/client ...
 Organisational Change Cultural Survey results Sponsorship Diversity Boards Evidence of backlash/Conflict resolution ...
 Programs can innovate andhave a strategicmeasurement The organisation hasrecognised Diversity as anenabler for innovati...
 Evidence of increasedcompanyperformance, efficiency, flexibility, agility Historical metrics for futuremeasurements Pr...
Review methodology19 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
The review is an important input to the research and will; Assess the status of the diversity program using project manag...
Global Diversity and Inclusion Benchmarks: Standards for OrganizationsAround theWorld (O’Mara, J, Richter,A 2011)1. Divers...
22 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
23 of 29PROGRAM MANAGEMENT DIMENSIONScheduled finish dateSponsors NameOriginal budgetEstimate total cost to completeDate a...
Measures progress against capabilityrecognises the ‘journey’Presentation by Susanne Moore, Gendereconomics.com +61 439 420...
25 of 29Diversity Program ReportExecutive Summary Benchmarks Survey DashboardCapabilityAssessmentRecommendationsPresentati...
Susanne MooreGender Economics.comPhone: +61 439 420 897Email: susanne@susannemoore.comWeb: www.gendereconomics.com, www.su...
 Cataylst (2004), ‘The Bottom Line: ConnectingCorporate Performance and Gender Diversity’ athttp://www.catalyst.org/file/...
 Levine, P. and Grayzel, SR. (2010), ‘Gender, Labour, War and Empire: Essays on Modern Britain’, (ChicagoJournal, Autumn ...
 Stoeberl, PA. and Kwon, IG. and Han,D. and Bae,M. (1998),’Leadership and power relationships based onculture and gender’...
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Diversity program review framework v2.0

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Diversity program review framework v2.0

  1. 1. SUSANNE MOORE, GENDER ECONOMICS.COM10/10/2012 Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897 1 of 29GenderEconomicsDiversityEconomicsDiversityReviewFramework
  2. 2. “Diversity is not just about tolerating difference, it is alsoaccepting, recognising and validating it with a full acceptance ofthe contributions that this difference brings”Susanne Moore 20122 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  3. 3. 3 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897Gender EconomicsDiversityEconomicsDiversityReviewFrameworkGender Economics builds on thetheories of diversity and promotes thevalue of gender balance, particularly inthe area of innovation and creativity. Itrecognises the ‘direct input’ of womento the economy and extends the theorythat the discipline of economics ”couldbe improved by freeing itself frommasculine biases” (Ferber, Nelson 1993:24).Diversity Economics focuses onthe organisational economics ofdiversity programs and follows theconcepts of Economic Diversity, ”as away to achieve economic stability”(Wagner 1993) .10/10/2012
  4. 4. Title: “The profit impact of organisational genderDiversity programs”Many forward thinking organisations are undertaking Diversity programs in a bidto attract and retain the right people and they must harvest a diverse talentpool to stay competitive.This talent pool includes women, ethnic groups,GenY and Gen X and theinstigation of programs to tap into talent in the aging population. This study willfocus directly on Gender Diversity Programs, which create an organisationalculture where gender inequalities are minimized.Currently there is limited information on the success of these programs and veryfew metrics exist that can be substantiated. The aim of the study is to observeorganisational Gender Diversity Programs that are in flight and will work todevelop metrics that can be represented on balance sheets in the future.Copyright Susanne Moore 20124 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  5. 5. Evidence of economic gains fromGender Diversity Programs has thepotential to change the traditional viewof feminised work environments andgender stereotyping.Studies by the European Commission (2005), “found that only30% of companies have systematic measurement andevaluation processes in place for their diversityinitiatives”. These measure quotas, targets or programperformance but do not provide a causal link to profit.5 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  6. 6. Benefits for Organisations Gender diversity is an untapped, and under realised gateway to innovation andcreativity, it provides a ‘serious economic and business opportunity’ (Westpacwebsite) to those businesses willing to undertake the cultural change required. Women bring unique perspectives to the workplace and with womenrepresenting half of the market share, companies with strong gender diversityare better positioned to meet and anticipate consumer demand as well.Managed with honesty, respect, deep curiosity, and a pursuit of core truth, thesenew perspectives become productivity‐saving new ideas and industry‐leadinginnovations” (Catalyst). For businesses, this means differentiation and acompetitive advantage in the form of highly adaptable and strongly diverseteams. Workplace Gender Equality Act 2012. Previously EOWA This framework is the first of its kind and is being developed as part of a widerstudy into Gender Diversity and its impact on organisational profitability6 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  7. 7. Current measures revolve around recruitment, retention andpromotion. 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 statisticsby broadening the measurements we are more likely to find a causal link toprofit7 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  8. 8.  Where does the Diversity Program initiative sit withinthe organisation. Can an Assessment of linkages to strategic vision becompleted Cultural alignment – degree of buy-in by seniorstakeholders Management of barriers to women – how? Organisational structure impede or promote diversity Awareness of cultural deficiencies Strategic decision making processes – awareness oftransformation, innovation and gender diversity Evidence of behavioural change – how this ismeasuredPresentation by Susanne Moore, Gendereconomics.com +61 439 420 897 8 of 2910/10/2012
  9. 9.  Quota’s orTarget’s Gender mix representation as a ratio to clientmix Gender mix – Board as a ratio to gender mixof workforce Integration to existing Diversity Programs Cost to Benefit ratio comparison Data collection, relevant metrics andreporting Links to customer satisfactionPresentation by Susanne Moore, Gendereconomics.com +61 439 420 897 9 of 2910/10/2012
  10. 10.  Background - Developed during Phase 2 of theoverarching research project, the Diversity ProgramReview Framework looks at areas such as; Identification of all available metrics, benchmarks, targets, quotas andprogram deliverables Identification of existing and planned frameworks within Diversity andInclusion programs including, employee self service, human resourcepolicy, financial measurements Reviews the Diversity Program for effectiveness and suitability,assesses its links to business benefits, strategy and businessperformance10 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  11. 11. What is it? – The Diversity Program Review Framework will measure;1. The program’s standalone effectiveness from a ProgramManagement perspective; and,2. Assesses the viability of the program’s data as a researchcandidate for the broader research project.11 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  12. 12. What are the outcomes? – The review framework consists of;1. A Program Review,2. A Capability Assessment mapped to the journey of yourprogram,3. A Survey instrument to capture stakeholder feedbackand,4. A Comprehensive Report with recommendations andfindings.12 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  13. 13. Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897 13 of 29ProgramManagementCapabilityOrganisationalVision & StrategyCultural Integration&AcceptanceInnovation throughDiversityPerformance10/10/2012
  14. 14.  ProgramGovernance Program Management Budget Scope Schedule Resources Benefits Management Risk BusinessCase Methodologies RelationshipPresentation by Susanne Moore, Gendereconomics.com +61 439 420 897 14 of 29ProgramManagementCapabilityProgram ManagementCapabilityOrganisationalVision& StrategyCultural Integration&AcceptanceInnovation throughDiversityPerformance10/10/2012
  15. 15.  Strategy &Vision linked toDiversity program Leadership &Accountability Diversity is embedded Board/Leadership/client todiversity/gender ratio Evidence of Fault Lines,splits into homogeneousgroups, feminised workPresentation by Susanne Moore, Gendereconomics.com +61 439 420 897 15 of 29Program ManagementCapabilityOrganisationalVision& StrategyCultural Integration&AcceptanceInnovation throughDiversityPerformanceOrganisationalVision & Strategy10/10/2012
  16. 16.  Organisational Change Cultural Survey results Sponsorship Diversity Boards Evidence of backlash/Conflict resolution andtolerance Gender Gender Inclusion Gender Intelligence Language analysisPresentation by Susanne Moore, Gendereconomics.com +61 439 420 897 16 of 29Program ManagementCapabilityOrganisationalVision& StrategyCultural Integration&AcceptanceInnovation throughDiversityPerformanceCultural Integration&Acceptance10/10/2012
  17. 17.  Programs can innovate andhave a strategicmeasurement The organisation hasrecognised Diversity as anenabler for innovation Potential for targetedrebranding Proactive programs designedto realize untapped resources Gender stereotyping holdsback contribution toachievement17 of 29Program ManagementCapabilityOrganisationalVision& StrategyCultural Integration&AcceptanceInnovation throughDiversityPerformanceInnovation throughDiversityPresentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  18. 18.  Evidence of increasedcompanyperformance, efficiency, flexibility, agility Historical metrics for futuremeasurements Projected estimates Performance againstbenchmarks Program is linked toFinancial measures Evidence of Diversityimpact in $’s18 of 29Program ManagementCapabilityOrganisationalVision& StrategyCultural Integration&AcceptanceInnovation throughDiversityPerformancePerformancePresentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  19. 19. Review methodology19 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  20. 20. The review is an important input to the research and will; Assess the status of the diversity program using project managementtechniques 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 strategicinitiativesA combination of research data, existing benchmark measurements, projectmanagement, financial management and business management have beenused to develop the framework.20 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  21. 21. Global Diversity and Inclusion Benchmarks: Standards for OrganizationsAround theWorld (O’Mara, J, Richter,A 2011)1. Diversity & InclusionVision, Strategy and Business Case2. Leadership and Accountability3. Infrastructure and Implementation4. Recruitment, Development and Enhancement5. Benefits,Worklife and Flexibility6. Job Design, Classification and Compensation7. Diversity & InclusionTraining and Education8. Assessment, Measurement and Research9. Diversity & Inclusion Communications10. Community,Government Relations and Social Responsibility11. Products and Services Development12. Marketing, Sales, Distribution, and Customer Service13. Supplier DiversityThe benchmarks used in the framework will be aligned with those of the Australian Workplace GenderEquality Agency for 2013-2014 year reporting, or similar country standard21 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  22. 22. 22 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  23. 23. 23 of 29PROGRAM MANAGEMENT DIMENSIONScheduled finish dateSponsors NameOriginal budgetEstimate total cost to completeDate and Status of Last Health CheckBusiness Leads NameProject Phase:Project Name:Project Manager:Date of Program Review: datenameProject ID:ProgramManagerSeniorStakeholderRecruitmentManagerDiversityRep1DiversityRep2DiversityRep3DiversityRep4BoardMemberOverall Rating 9 74 0 0 0 0 0 0 0Program Governance 0 3 0 0 0 0 0 0 0 LEGENDProgram Management 0 3 0 0 0 0 0 0 0Resources 0 3 0 0 0 0 0 0 0 Totals SuccessDeliverables 0 3 0 0 0 0 0 0 0 -100 to -50 ImpossibleSchedule 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 ModerateRelationship 0 2 0 0 0 0 0 0 0 > 50 to 100 HighName0 0 0 0 0 0 0Check 0 0 0 0 0 0 0 0Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  24. 24. Measures progress against capabilityrecognises the ‘journey’Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897 24 of 29Diversity Program Review Capability Maturity Matrix Copyright Susanne Moore 201210/10/2012
  25. 25. 25 of 29Diversity Program ReportExecutive Summary Benchmarks Survey DashboardCapabilityAssessmentRecommendationsPresentation by Susanne Moore, Gendereconomics.com +61 439 420 897Diversity Program Report Copyright Susanne Moore 201210/10/2012
  26. 26. Susanne MooreGender Economics.comPhone: +61 439 420 897Email: susanne@susannemoore.comWeb: www.gendereconomics.com, www.susannemoore.comConsulting in;• Strategic Diversity Economics, DiversityVisioning• Gender Economics• BusinessTransformation• Diversity Program Reviews• Diversity Research
  27. 27.  Cataylst (2004), ‘The Bottom Line: ConnectingCorporate Performance and Gender Diversity’ athttp://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 ResourceManagement Journal’,Vol. 9 No. 1, p. 55 (10 pages), UK. EOWA is a statutory authority located within the portfolio of theAustralian Commonwealth Departmentof Families, Housing, Community Services and IndigenousAffairs (FaHCSIA). EOWAs role is toadminister the Equal Opportunity for Women in theWorkplace Act 1999 (Commonwealth) and througheducation Ferber, MA and Nelson, J A. (1993) Beyond Economic Man, FeministTheory and the Economics Universityof 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 IllinoisVol. 59, Nos. 1-2 pp. 128–146.27 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  28. 28.  Levine, P. and Grayzel, SR. (2010), ‘Gender, Labour, War and Empire: Essays on Modern Britain’, (ChicagoJournal, 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 OrganizationalAttractiveness: The Role of Individual Differences inValues and Beliefs’, Journal of Applied Psychology Copyright2007 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 inleadership, Australia’, Australian Government (EOWA) and Macquarie University (2008), Australian GovernmentEqual Opportunity forWomen in theWorkplace Agency. Moore, Susanne (2012), “The profit impact of organisational gender Diversity programs” , ResearchProposal, Susanne Moore, susannemoore.com, Macquarie University, Sydney Australia. North-Samardzic, A. andTaksa, L. (2011), ‘The impact of gender culture on womens career trajectories: anAustralian 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 OrganizationsAround 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 andLanguage Abstraction in Employees’ Accounts of Diversity-Related Incidents’, University of Maryland CollegePark 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 theorganisation impacts on women managers’, Women In Management Review,Vol. 15 Iss: 1 pp. 5 – 1828 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012
  29. 29.  Stoeberl, PA. and Kwon, IG. and Han,D. and Bae,M. (1998),’Leadership and power relationships based onculture 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 andgender at work.” North Ryde, NSW: McGraw-Hill. The European Commission. (2005), The Business Case for Diversity: Good Practices in theWorkplace, European Commission, Directorate-General for Employment, SocialAffairs and EqualOpportunities, 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’, StaffPaper 93.3 September 1993 USDA Forest Service, USDA Forest Service, and the University ofWisconsin-Extension. Westpac Bank – www.westpac.com.au29 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 89710/10/2012

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