What is Gender Economics and Diversity Economics and how will it affect Executive Managers and Project Managers

I will be Speaking at PMIQ Chapter Meeting & Christmas Drinks – Brisbane December 12, 2012 on the topic “What is Gender Economics and Diversity Economics and how will it affect Executive Managers and Project Managers”

alt Gender Economics and Diversity Economics are emerging fields of study, and with so many nations in economic distress the pressure is on to tap into new resources and ways of thinking. Organisations are looking for new and innovative ways to progress and create shareholder value and as the available workforce changes organisations need to transform at an increased pace, and managers must develop new skills to manage these complex environments. Susanne’s research “The profit impact of organisational gender Diversity programs” will compare Gender Diversity Program frameworks for effectiveness, and identify and evaluate linkages to organizational profitability.In Susanne’s opinion, Gender Economics is the new Business Transformation, the next major resource, and will open a channel to increased innovation and creativity through Diversity of Thought and the ability to maximise the management of these complex environments.Whether you are a projet/program/portfolio manager, or a C level executive, join us as we hear Susanne talking about Gender Economics as the new Business Transformation, the next major resource, that will open a channel to increased innovation and creativity through Diversity of Thought and the ability to maximise the management of complex environments.For more information about the research go to https://gendereconomics.com/2012/10/16/diversity-economics-research-the-profit-impact-of-organisational-gender-diversity-programs/

PMI QUEENSLAND

Venue: Tattersall’s in the Tattersall’s Arcade, corner Queen and Creek Streets in Brisbane.

Dress Code: Please remember the business dress code for Tattersall’s: Jacket and tie with ‘ladies equivalent’; no denim please. Tattersall’s does enforce this dress code.

Date: Wednesday,  12 December 2012

Time: 05:45 PM to 08:00 PM 05:45 PM Refreshments for a 06:00 PM start

Cost: PMIQ  Members: Free.  Guests are welcome: $10 inc GST

Capacity: 100

For more details and to book for the PMIQ Event

 

My Research Proposal – “The Effectiveness (or otherwise) of organisational Gender Diversity Programs on Profit”

My research proposal

As part of my Sociology degree I have commenced a year-long research project. The subject will be on “The effectiveness (or otherwise) of organisational gender diversity program’s on profit”  to see if we can come up with some metrics and measurements for quantifying the value of a gender diverse workforce on bottom line profitability.  Diversity programs are undertaken in many organizations in a bid to attract and keep senior women in leadership and although we know there are clear advantages, much of the information is empirical or intangible and difficult to measure under current business structures.

This is the first part of the study to test the theory and viability of further research into Gender Economics and Diversity Economics.

Title What is the effectiveness (or otherwise)of organisational Diversity Programs on profit?
Summary The subject will be on the effectiveness of gender diversity programs within organisations in a bid to attract and retain senior women in leadership roles.  The first part of the study is to test the theory and viability of further research into Gender Economics and Diversity Economics.  Gender Economics recognises the ‘direct input’ of women to the economy by enabling leadership roles through diversity rather than the ‘indirect’ impact of women as consumers and supporters.I will draw on existing research into the field of diversity management and test the theories using participants in focus group’s to draw on their experience and knowledge in the areas in both implementing diversity programs, and being a recipient of diversity programs.Ideally, I am looking for a mix of men and women of different ages to form a group of six to ten people for the initial focus group session.  Over the coming year I intend to work with at least two organisations, one government and one corporate, who currently have a diversity program in place.  I aim to research and evaluate these programs to see what metrics they have put in place to measure the success of their programs.  Then I would like to tie the outcomes to economic health as an argument for the economic advantages of Gender and Diversity Economics.
Background to the Research Having worked in both corporate and government organisations, I know firsthand the challenges of managing diversity.  I have also seen the issues that result from discrimination, bias, gender stereotyping and a lack of flexibility in organisations.
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Gender Diversity Research – “The effectiveness (or otherwise) of organisational gender diversity program’s on profit”

NEXT FOCUS GROUP SYDNEY MONDAY 20 AUGUST 6-8PM

As part of my Sociology degree I have commenced a year-long research project. The subject will be on “The effectiveness (or otherwise) of organisational gender diversity program’s on profit”  to see if we can come up with some metrics and measurements for quantifying the value of a gender diverse workforce on bottom line profitability.  Diversity programs are undertaken in many organizations in a bid to attract and keep senior women in leadership and although we know there are clear advantages, much of the information is empirical or intangible and difficult to measure under current business structures.

This is the first part of the study to test the theory and viability of further research into Gender Economics and Diversity Economics.

To book, please CONTACT ME

MORE INFORMATION ON MY RESEARCH

Gender Economics and Diversity for Organisations

Gender Economics is an emerging field of study, with the 2012  international conference now under way in Spain.  Gender Economics encourages organisations, and indeed countries to use all the resources available to them across both gender and diversity to improve economies, improve profitability and market share.

Many organisations in Australia recognise the positive and enriching qualities of ‘diversity’ and many of these organisations are also at the forefront of the gender equality issue.   Westpac Bank has already done a lot of work around gender equality and diversity and continues to promote initiatives that increase leadership opportunities for women in senior management.  However, there are other organisations that pay ‘lip service’ to diversity, flexibility and gender equality, yet these same organisations still qualify as a “Women’s Employer of Choice”.

True diversity and gender equality doesn’t just fit into the normalised view of a ‘gender stereotype’ for female friendly workplaces, like nursing stations and flexible working hours. Whilst these facilities are great regardless of gender, it is still in senior management that we see discrimination and “Boys Club” practices at work.  If we changed the structure of our workplaces as well as the way that they run many would attract and keep more senior women.  For example, developing alternative value measurements for success, true workplace audits that dig deep to name “Boys Club” practices and move away from what we are socially conditioned to believe women want in the workplace.  In my experience the single most destructive element that prevents women remaining in and moving into leadership roles is the “Boys Club” element and the way both women and men support it.  How can an organisation that purports to be a “Women’s Employer of Choice”, be serious when all its Board members are male?   By which standard is the organisation developing its criteria to promote women?  How can a patriarchal, primarily white male, Anglo-Saxon board structure really identify the needs and aspirations of the diverse groups of people in their organisation?

Gender Economics aims to develop these new metrics for success.  Metrics that make sure that women and minorities have a direct impact on the economy and not an indirect impact on the economy via consumerism and social dependency.   Not only would your organisation benefit by tapping into more resources, and advancing more women into leadership roles,  I believe that Gender Economics will deliver greater access to a diverse customer base by understanding alternative measures of ‘value’ against revenue.

Integrity Management Methodology for Outsourcing

Integrity Management™ Methodology

The methodology was written out of my own experience as a government employee when a large corporate outsourcer was engaged to provide outsourced services.    I experienced first hand the culture clash between government employees and the new corporate employee’s transitioning the new services.  Not only were the basic’s like wages and conditions different for employee’s but the buisness drivers between the outsourcer and the client, in this case a corporate and a government agency were so different.

Susanne Moore wrote the Integrity Management™ methodology in 1997. It was written as a response to the consistent problems experienced by clients when they outsourced a part of their business or merged with another entity.

I have developed models for mapping maturity of integrity within organizations and have applied this to develop a maturity outsourcing/business partnership model. This allows us to quickly identify cultural gaps within different areas of an organization or between an organisation and prospective business partners which could cause future dysfunctional behaviour or conflict in operational relationships.

In its early days, Integrity Management™ looked at matching the two organisations to enable business transformation through Outsourcing services. This was not just a surface level look at the two organisations, but also a look vertically and horizontally across both organisations to ensure a match of values, strategic direction, ethics, business practice and community participation.

Later on during the implementation of the methodology in my own company, we recognized that these underlying principles can be used in a broader, all of business context, to deliver sustainable improved business outcomes.

The Integrity Management Methodology™

The Integrity Management Methodology is a holistic methodology, which when implemented enable’s organisations to deliver effectively what they say they will deliver and to improve business performance and true value client delivery.  When I first wrote this Methodology in 1997 the definition was centred around outsourced or project environments, hence the original definition was;

“to promote integrity and synergy between the client and their partner.  Integrity Management
refers to the ability of management to act persistently in the interests of the stake holders of the entity, irrespective of the other, putting aside their own interests.  Integrity Management refers to the process of promoting integrity throughout an organisation or project by empowering the people within the organisation thereby forcing integrity in contractor organisations.  That is: instead of the contractor organisation bringing their mode of doing business to the client organisation – Integrity Management matches the client culture to that of it partners.  Enabling the client organisation to manage itself and the contractor organisation, through consistency of management, the skilling of individuals and inspiring mentoring programs, promoting integrity and synergy between partners”


Since writing the methodology in 1997, it has expanded to over the years become a handbook for managing an organisation and was used in my own company as the guiding principal for both the management of the company and the way that we interacted with our clients.  Since closing my company in early 2010 I have started to put the methodology into a more useable framework and will use this blog site to discuss integrity management issues and solutions.

Susanne Moore