1. Statistics Canada, Women in Canada: Work Chapter Update, (Ottawa: Statistics Canada, 2002).
2. Human Capital Index, Linking Human Capital and Shareholder
   Value: Summary Report, (New York: Watson Wyatt, 2000).
3. Judith MacBride-King, Managers, Employee Satisfaction and Work- Life Balance, (Ottawa: The Conference Board of Canada, 1999).
4. Bank of Montreal, "In Search of Canada's Small Business Hotbeds," Small Business Research, (Vol. 1, March 2003), 2.
5. Andrea Dulipovici, Labour Pains: Results of CFIB Surveys on Labour Availability, (Canadian Federation of Independent Business, April 2003), 1.
6. Notes:
   The calculations in this highly generalized utility analysis rely on conservative assumptions: [1] the hiring procedures have a typical (.3) validity for predicting performance; [2] the dollar value of the productivity difference between an average and an above-average employee is 40% of the annual salary, or $16,000; and [3] for a given firm, the applicants who accept offers and those who decline offers are equally qualified. For the sake of simplicity, it also assumes there is no turnover in the first three years.
7. R. Adler, "Women and Profits," Harvard Business Review, (79(10), November 2001), 30.
8. The American Management Association, Senior Management Teams: Profile and Performance (New York: The American Management Association, 1998).
9. T. Welborn, Wall Street Likes Its Women: An Examination of Women in top Management Teams of Initial Public Offerings, (Center for Advanced Human Resources Studies, Cornell University, Working Paper), 99-107.
10. See Joanne Thomas Yaccato, The 80 % Minority: Reaching the Real World of Women Consumers, (Toronto: Penguin Canada, 2003).
11. Quoted in B. Orser, Creating High-Performance Organizations: Leveraging Women's Leadership, (Ottawa: The Conference Board of Canada, 2000).
12. Information on and resources for, women entrepreneurs can be found at www.royalbank.ca/sme/women.
13. L. Wirth, Breaking Through the Glass Ceiling: Women in Management, (Geneva: International Labour Office, 2001).
14. Notes:
    Estimated turnover costs for this illustration include: $200 termination costs (employee and staff, including exit interview); $5100 replacement costs (recruiting and selecting; travel and moving expenses); $10,000 training and coaching costs; $18,000 additional costs for temporary help and overtime during the vacancy; $20,000 in saved salary during the vacancy; $7,500 in lost productivity (25%) during first six months on the job. The individual turnover cost of $30,000 is multiplied by 3 (15% of 20 women engineers) to yield the organizational total.
15. J.D. Shaw et al., "An organization-level analysis of voluntary and involuntary turnover," Academy of Management Journal, (41(5), 1998).
16. G. Lowe, The Quality of Work: Why it Matters for Workers and Employers, (October 20, 2000 - Presentation accessed at www.cprn.org).
17. D. Chappell and V. Di Martino, Violence at Work, 2nd ed., (Geneva: International Labour Office, 2000).
18. S. Welsh and J. Gruber, "Not taking it any more: Women who report or file complaints of sexual harassment," Canadian Review of Sociology and Anthropology, (36(4), 1999), 558-583.
19. A. Dube and E. Kaplan, Paid Family Leave in California: An Analysis of Costs and Benefits, (Labor Project for Working Families, June 2002). This research showed that costs to employers would be approximately $2.10 per employee per month but the savings overall could be $89 million because of increased employee retention and decreased turnover.
20. See, for example, Mark A. Huselid, "The impact of human resource management practices on turnover, productivity and corporate financial performance," Academy of Management Journal (38(3), June 1995), 635-672.
21. S. Harris-Lalonde, Training & Development Outlook 2001. Beyond the Basics: Organizational Learning in Canada, (Ottawa: The Conference Board of Canada, 2001).
22. C. Baarda, Compensation Planning Outlook 2003, (Ottawa: The Conference Board of Canada, 2003).

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