Sosu 2012 gender economics slide pack

FIONA KRAUTIL, DIVERSITY KNOWHOW
JUDE-MARTIN, DIVERISTY-IS.COM
VICHEL GOEL, MICROSOFT
SUSANNE MOORE, GENDERECONOMICS.COM
20/09/2013 Presentation by Susanne Moore, susannemoore.com. Gendereconomics.com 1 of 14

Diversity matters, more so in an increasingly connected world without borders. But how can
organisations stay true to corporate policies and still deliver results? What are the pros and
cons? What is an effective pathway to diversity nirvana?
Three things to learn:
-Why diversity sourcing strategies matters
- Policy and process roadmaps for diversity sourcing
- Customising sourcing functions based on diversity principles
 After an introduction of the Panel members and an introduction to the discussion, I will
talk about global EmergingTrends in Diversity and ‘Gender Economics’ .
 We will discuss global talent expectations and the changes that have occurred significantly
in the last two-three years with increased activity in gender recognition. The call for more
women in leadership, and the recognition that gender diversity has an impact on economic
outcome’s.
 Diversity brings enormous benefits to increased revenue and market share.
 Harvesting talent in a global and diverse environment recognises new forms of innovation
and requires new forms of communication
2 of 14Presentation by Susanne Moore, susannemoore.com. Gendereconomics.com20/09/2013

 ‘Why diversity sourcing
strategies matter’ - a recent
study in the US found that voters
were typically choosing their
Presidential candidates from only
6% of the available
population. That is; white Anglo-
Saxon male from a small selection
of universities – it’s the ‘like for
like’ stereotype.
 Jude Martin’s subject of
Diversity ofThought will explore
innovation and creativity.
 Our panel will discuss ‘Policy and
process roadmaps for diversity
sourcing’
 Harvesting diverse talent which
intersects gender, race and age
will become increasingly
important.
 Recruiters will increasingly be
required to both skill themselves,
and to advise their clients to
recognise unconscious bias and
ways of mitigating it and Fiona
will give us some great tips on
how to do that
 Vichel will tie these trends into
managing diversity within
sourcing organisations
 Open up to the panel to address
‘Customising sourcing functions
based on diversity principles’.

“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

 Gender Economics an emerging field of study -
first conference in Madrid Spain in 2008 as part
of the COMMITTEEONTHE SITUATIONOF
WOMEN IN ECONOMICS
 “Economic empowerment is about making
markets work for women (at the policy level) and
empowering women to compete in markets (at
the agency level).” (World Bank Group 2006).
WBG will intensify gender mainstreaming
 KristenGellibrand Democrat for the US Senate
says “Women are an untapped economic
engine in our economy”
 U.S Secretary of State Hilary Clinton ‘tapping
into the innovation and creativity of women’, and
cites Boston ConsultingGroup survey 1“Women
are indeed the world’s third largest “emerging
market” after China and India. [The survey]
concludes women will control $15 trillion in
global spending by the year 2014 and by 2028
will be responsible for about two-thirds of all
consumer spending worldwide.”
 “Women want More’ (2009) by Boston
ConsultingGroup partners, Michael J. Silverstein
and Kate Sayre. Results show that women are
dissatisfied with the products and services
available to them in many categories, largely
because companies misunderstand women’s
issues and fail to answer their needs.
 “TheAsia and Pacific region is losing $42 billion
to $47 billion annually because of women’s
limited access to employment opportunities,
and another $16 – $30 billion as a result of
gender gaps in education.” (ForbesWoman
2011)
 The trend to recognise Gender Economics is
gaining momentum and this means that
employers need to address gender imbalance.

 A 2007 Catalyst (US) study
found that when Fortune
500 companies were divided
into quartiles based on the
percentage of women on
their boards, the top quartile
companies outperformed
the bottom quartile by 42 to
66% across a range of
financial indicators.
 A recent McKinsey survey
found that of companies
that had made efforts to
empower women in
emerging markets, 34%
reported increased profits,
and another 38% said they
expected to see profit as a
direct result of those efforts.
 Women make up more than
half the world population,
yet are the most under
represented in leadership
positions.

 “Firms with at least one woman on their board outperform rivals with
no women at the top table”
 “Overall, blue-chip organisations with at least one woman on the
board have outperformed rivals without women at the top table by
26% over the last six years.”
 “Those with female directors outperform on share price, show a
greater return on equity and tend to have less debt.”
 “The difference made by women has been especially notable during
the financial crisis, with stocks with women on the board surging
ahead of others."
 Stefano Natella, co-head of securities research and analytics, says:
“Greater gender diversity is a valuable additional metric to consider
when evaluating investments.The results of our analysis are
irrefutable and for the first time offer a global view of this topic.”
2 August 2012 Grapevine HR

Indirect - as
consumers
• Fashion pressure
• Film &Television
• Media representations
• SocialConditioning
Direct - as decision
makers
• Corporate leaders
• Wage Parity
• Policitical influencers

 Gender Diversity = flexibility is
too simplistic
 Diversity consulting opportunities
on the rise
 Many larger organisations are
leading the way with proactive
and creative diversity programs.
Westpac, KPMG, Deloitte, Ernst &
Young, IBM
 Lagging behind other countries in
gender equality (UK, US and
Europe) are often shocked by
discrimination faced
 Political legislation does not
match rhetoric. Maternity leave
legislation not conforming to UN –
vILO guidelines.
 Lack of quality childcare still
limiting and part time jobs hard to
find when women return to the
workforce
 No hard and fast metrics to
prove increases in productivity
and bottom line profit.
 Our geographic isolation shields
us from full recognition of global
economy and hinders innovation.
 Diversity pools much larger
overseas due to geography and
necessity.
 Intersection of ethnicity, gender
and age are still barriers to many
women.

“The effectiveness (or otherwise) of organisational gender
diversity program’s on profit”
Many organisations are undertaking Diversity programs in a bid to attract and
retain the right people, they want to harvest a diverse talent pool which includes
ethnic groups, GenY and Gen X as well as tapping into talent in the aging
population. However, my study will only focus on Gender Diversity Programs,
particularly around the design of environments where women thrive and are
encouraged, and able to progress to senior leadership roles.This is the first part
of the study to test the theory and viability of further research into Gender
Economics and Diversity Economics.
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

 Current measures revolve around
recruitment, retention and promotion
metrics.
 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

 The world is changing. We live in
a global world of talent where
Diversity and Gender Economic’s
matter
 Global economies are recognising
women are the key to innovation
and creativity– the ‘economic
engine to the economy’
 viiDiversity ofThought will open
up new possibilities
 Reducing unconscious bias in our
screening practices and the
interview room to minimise
’stereotype threat’ will provide
greater access to talent.
 The right people for the role are
so often not recognised because
of gender naturalisation, gender
stereotypes and masculinised
language – we need to viii
‘reframe’ the way we look at
people
 Sourcing practices are changing in
line with current trends in social
media and international career
networking
 How will diversity within
sourcing organisations be
managed to keep pace with the
ChangingWorld

i.Committee on the Situation ofWomen in Economics holds the yearly conference on Gender
Economics in Madrid Spain. http://www.asesec.org/cosme/index_engl.html
ii.(Gender Equality as Smart Economics: AWorld Bank Group Gender Action Plan (Fiscal years
2007–10), 2006)
iii.Kirsten Gillibrand http://www.kirstengillibrand.com/video/senator-gillibrand-on-the-today-
show-to-discuss-womens-economic-empowerment
iv.Hilary Clinton in Forbes Women 10/14/11 A Solution For A Struggling Global Economy: Gender
Equality http://www.forbes.com/sites/forbeswomanfiles/2011/10/14/a-solution-for-a-struggling-
global-economy-gender-equality/. In 2011 Clinton chaired the first-ever Asia-Pacific Economic
Cooperation (APEC) High-Level Policy Dialogue on Women and the Economy.
v.Sayre, Michael J. Silverstein and Kate ( 2009) “Women Want More: How to CaptureYour Share
of the World’s Largest, Fastest-Growing Market”, NewYork, Harper Business.
vi.CatalystThe Bottom Line: Connecting Corporate Performance and Gender Diversity,
http://www.catalyst.org/publication/82/the-bottom-line-connecting-corporate-performance-and-
gender-diversity
vii.McKinnsey in Forbes Women 2011
viii.Grapevine HR - Gender diversity improves company performance, says Credit Suisse
http://www2.askgrapevine.com/news/hr/article/2012-08-02-gender-diversity-improves-company-
performance-says-credit-suisse/

ix.International Labour Organisation http://www.ilo.org/global/standards/subjects-covered-by-
international-labour-standards/maternity-protection/lang--en/index.htm
x.Research Project www.gendereconomics.com
xi.Diversity ofThought - Jude-Martin Etuka http://www.diversity-is.com/
xii.Simard, Caroline and Gammal Denise (2012) “Solutions to RecruitTechnical Women in Anita
Borg Institute.http://anitaborg.org/files/Anita-Borg-Inst-Solutions-To-Recruit-Technical-
Women.pdf
xiii.Eric Knight (2012) “Reframe How to solve the world’s trickiest problems”
http://www.blackincbooks.com/books/reframe

Sosu 2012 gender economics slide pack

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