Negotiating wages, being realistic or simply overstating your abilities

Have you ever considered that when women negotiate a (typically) lower salary that instead of being less experienced and less aggressive as their male counterparts in terms of expectation and negotiation, they may be in fact be more realistic?  More realistic about their own abilities, but also more realistic about the expectations of the job market and economic realities.

Research shows that men are more likely to overstate their abilities and ask for higher salaries that are not necessarily in line with their level of ability and experience, whereas women tend to only apply for roles where they feel that they meet all the selection criteria.  This ‘inflation’ of salary expectations for men starts as early as the ‘reservation stage’ (the lowest wage you will take immediately after becoming unemployed) and continues once they get a job.  Just then imagine how this inflation of expectations continues to flow through all aspects of that person’s career.

Food for thought.



AWRA Recognised Program™, Australian Women in Resources Alliance uses the Diversity Program Review Framework

AMMA-logoThe Australian Women in Resources Alliance (AWRA) is an industry-led initiative dedicated to helping employers attract, retain and reap the rewards of women in resources workplaces. AWRA is jointly funded by the Australian Government through the National Resource Sector Workforce Strategy and the resource industry employer group AMMA, with leadership from industry bodies and employers across Australia. The AWRA Program is delivering a range of projects to inform and support employers and one of those programs is the AWRA Recognised Program™ which recognises AMMA industry members as a Preferred Employer of Women against a assessment using my Diversity Program Review Framework™ as a basis.

To be able to utilise an AWRA stamp, organisations must undergo an assessment of their workplace policies, procedures and, most importantly practices, to assess the organisation’s capability maturity against best practice management of workplace (gender) diversity.

The assessment to become AWRA Recognised™ is based on a rigorous and recognised model of diversity capability, and goes beyond traditional “HR-centric” metrics to assess more broad business dimensions with clear links to organisational profitability and sustainability.

The assessment outcome provides concise feedback on an organisation’s current diversity strategy, and together with the capability maturity model, helps organisations to plan the changes necessary to reap the rewards of a gender diverse workforce whilst taking into account the different stages of the organisations journey toward best practice.

The Diversity Program Review Framework™ that underpins the AWRA Recognised Program™ allows us to baseline gender diversity program’s for future monitoring and reporting against the WGEA gender indicators.

I am very pleased to have this opportunity to complete a ‘slim version’ of the overarching framework as part of the AWRA Recognised Program™.  The data collected from resultant assessments will form a rich source of research data for my overarching research project.


Australian Mines and Metals Association

Major Dimensions – The Diversity Program Review Framework

Copyright Susanne Moore 2012, Diversity Program Review Framework


In order to measure the effectiveness of Diversity and to evaluate data for the next phases of the research, I have developed major measurement dimensions which form part of the Diversity Program Review Framework.  The Framework will allow the project to look 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

What is it?

The Diversity Program Review Framework will measure both the program’s standalone effectiveness from a program management perspective, and assesses the viability of  the program’s data  as a research  candidate  for the broader research project.

What are the outcomes?

The review framework is currently being developed and consists of a Program Review, A Capability Assessment mapped to the journey of your program, a number of Survey instrument’s to capture stakeholder feedback and a Comprehensive Report.
As my particular area of focus is Gender and Economics, I am also looking at additional catogories within each of these major dimensions to gain as much research data on gender performance against profitablity as possible.

Diversity Program Review Framework

As part of my study into the “Profit Impact of Organisational Gender Diversity Programs”, I am developing a Diversity Program Review Framework during my Identification Phase which is Phase 2 of the 5 project phases.

Here is some information on the current Phase;

2. Identification

Example tasks include;

  • Identify 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
  • Identify program reviews for effectiveness and suitability for linking to business benefits
  • MAJOR OUTPUTA Diversity Program Review Framework, measuring both the program’s standalone effectiveness from a program management perspective, and assesses the viability of program’s data for further research

The Framework and the resulting reviews are vitally important to the research and I am looking for organisation’s that would be interested in allowing me to trial the review framework with them within the next couple of weeks.

The major review dimension’s are;

  1. Program Management Capability
  2. Cultural Integration and Acceptance (subsets here are Gender, Age, ethnicity, etc)
  3. Organisational (vision, strategy)
  4. Innovation
  5. Performance against benchmarks

These tie into the “Global Diversity and Inclusion Benchmarks: Standards for Organizations Around the World” (O’Mara, J, Richter, A 2011) with some additional detail that I am adding as a result of my research so far.

Once the trial is completed I will be offering the Reviews as a consulting service to help fund the remainder of the research.

Please contact me using the Contact form if you or your organisation may be interested in participating in this research.

“Diversity Program Review Framework”, “Gender Economics” and “Diversity Economics” copyright Susanne Moore 2012

See more about Gender Economics and Diversity Economics at

Susanne Moore Speaker at the 2012 Australian Sourcing Summit, Sydney

I will be speaking at the Sourcing Summit in Sydney on 15 and 16 August 2012.  If you are interested in recruitment, sourcing or diversity, then this is the event for you!


“Bringing together sourcing innovators from Australia, New Zealand and USA, the 2012 Sourcing Summit will highlight the important role of sourcing in the region. The Summit will provide attendees with the opportunity to learn from thought leaders, practitioners and organisations who are deeply involved in the local industry and are at the forefront of sourcing excellence.

A wide range of sourcing issues and the latest trends will be addressed by a panel of speakers representing in-house sourcing teams, RPOs, agencies, executive search firms, and companies ranging in size from single entrepreneurs to some of the biggest employer brands in Australia. Whether you are a sourcer, researcher, recruiter or HR professional, there is something for everyone at the summit.”

I will be moderating the final session on the second day.  This is a panel discussion on Diversity Sourcing.  Some information on the session is below.


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

The summit will also be in Brisbane on the 21 August 2012.