Diversity program review framework v2.0

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

http://www.sosu.com.au/speakers/susanne-moore/

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

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

Background

3 of 29Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897

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


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.

5 of 29

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

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


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


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

measuredPresentation by Susanne Moore, Gendereconomics.com +61 439 420 897 8 of 2910/10/2012

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.

11 of 29


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.

12 of 29


Major DimensionsThe Framework has 5 major Dimensions

Presentation by Susanne Moore, Gendereconomics.com +61 439 420 897

13 of 29

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


14 of 29

Program Management

Capability

Program

Manageme

nt Capability



&Acceptance

Innovation throu

gh DiversityPerformance

10/10/2012


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


15 of 29

Program

Manageme

nt Capability



&Acceptance

Innovation throu



10/10/2012

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


16 of 29

Program

Manageme

nt Capability



&Acceptance

Innovation throu



&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

17 of 29

Program

Manageme

nt Capability



&Acceptance

Innovation throu


Innovation through Diversity


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

29

Program

Manageme

nt Capability



&Acceptance

Innovation throu


Performance


A number of components come together

www.gendereconomics.com

Review methodology

19 of 29


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.

20 of 29


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

21 of 29


Review Process

22 of 29


Diversity Survey Dashboard

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:

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


Measures progress against capability recognises the ‘journey’

Capability Maturity Matrix


24 of 29

Diversity Program Review Capability Maturity Matrix Copyright Susanne Moore 2012

10/10/2012

Project Review Report

25 of 29

Diversity Program Report

Executive Summary Benchmarks Survey

DashboardCapability

AssessmentRecommendatio

ns


Diversity Program Report Copyright Susanne Moore 2012

10/10/2012

Contact and Consulting information

Susanne MooreGender Economics.com

Phone: +61 439 420 897Email: [email protected]: 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

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

https://www.mckinseyquarterly.com/A_business_case_for_women_2192

http://diversity-executive.com/articles/view/define-the-intangible/print:1

http://diversityinc.com/ask-the-white-guy/can-you-measure-diversity-thought-innovation/

http://www.eowa.gov.au/About_EOWA/Overview_of_the_Act.asp

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

28 of 29


https://www.mckinseyquarterly.com/A_business_case_for_women_2192

http://www.omaraassoc.com/

http://www.qedconsulting.com/

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

29 of 29


http://www.westpac.com.au/