BSBDIV501 Learner Guide V1.2 ACOT

BSBDIV501
Manage diversity in the

workplace
Learner Guide
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Table of Contents
Unit of Competency .......................................................................................................................... 4

Application ........................................................................................................................................... 4
Performance Criteria............................................................................................................................ 5
Foundation Skills .................................................................................................................................. 6
Assessment Requirements ................................................................................................................... 7
1. Implement diversity policy ............................................................................................................ 8
1.1 – Locate and review diversity policy .................................................................................................. 9
Workplace policy.................................................................................................................................. 9
Explaining diversity policy .................................................................................................................... 9
Reviewing diversity policy .................................................................................................................. 11
Activity 1A .......................................................................................................................................... 13
1.2 – Determine its application to the specific work context ................................................................ 14
Diversity as it applies to your workplace ........................................................................................... 14
Industry standards and codes of practice .......................................................................................... 14
Legislation that supports diversity ..................................................................................................... 15
Activity 1B .......................................................................................................................................... 18
1.3 – Institute actions to ensure that the diversity policy is understood and implemented by relevant
parties .................................................................................................................................................... 19
Explaining diversity policy to others .................................................................................................. 19
Provide support for implementing policy .......................................................................................... 20
Disseminating diversity changes to all employees ............................................................................ 20
Activity 1C .......................................................................................................................................... 21
1.4 – Provide feedback and suggestions for improvement to ensure currency and efficacy of diversity
policy ...................................................................................................................................................... 22
Suggestions and improvements on policy ......................................................................................... 22
Providing Feedback ............................................................................................................................ 23
Activity 1D .......................................................................................................................................... 24
2. Foster respect for diversity in the work team ............................................................................... 25
2.1 – Address own prejudices and demonstrate respect for difference in personal interactions ........ 26
Identifying prejudices ........................................................................................................................ 26
Taking a considered viewpoint .......................................................................................................... 27
Respecting differences ....................................................................................................................... 27
VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

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Activity 2A .......................................................................................................................................... 29
2.2 – Aim for diversity in selecting and recruiting staff ......................................................................... 30
Staff recruitment diversity practices.................................................................................................. 30
Recruitment processes....................................................................................................................... 31
Staff selection .................................................................................................................................... 31
Interviewing candidates ..................................................................................................................... 32
Activity 2B .......................................................................................................................................... 33
2.3 – Identify and address training needs to address issues of difference in the team ........................ 34
Participate in training......................................................................................................................... 34
Types of training ................................................................................................................................ 35
Equal opportunities............................................................................................................................ 35
Activity 2C .......................................................................................................................................... 37
2.4 – Manage tensions and encourage collaboration and respect between staff who struggle to work
effectively with difference ..................................................................................................................... 38
Keep interactions positive.................................................................................................................. 38
Effective management ....................................................................................................................... 39
Manage employee differences .......................................................................................................... 39
Unresolved issues .............................................................................................................................. 39
Activity 2D .......................................................................................................................................... 40
2.5 – Assist staff to see that working effectively with difference is a strength that can improve the
organisation’s products, services and customer relations .................................................................... 41
Promoting difference as a strength ................................................................................................... 41
The benefits of diversity in the workplace......................................................................................... 42
Activity 2E........................................................................................................................................... 43
2.6 – Manage allegations of harassment and address complaints according to established
organisational procedures ..................................................................................................................... 44
Managing allegations and complaints ............................................................................................... 44
The grievance procedure ................................................................................................................... 44
Civil Dispute Resolution Act 2011 ...................................................................................................... 46
Defamation laws ................................................................................................................................ 46
Resolution of the grievance ............................................................................................................... 46
Activity 2F........................................................................................................................................... 48
3. Promote the benefits of diversity ................................................................................................ 49
3.1 – Promote the organisation’s workforce diversity in internal and external forums to enhance the
company’s image and reputation .......................................................................................................... 50

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Actively promote diversity ................................................................................................................. 50

Activity 3A .......................................................................................................................................... 53
3.2 – Capture ideas and information from the diversity in the workforce to enhance products and
services and contribute to competitive advantage ............................................................................... 54
3.3 – Support organisational efforts to value diversity ......................................................................... 54
Interacting with your workforce ........................................................................................................ 54
Valuing diversity ................................................................................................................................. 55
Diversity strategies............................................................................................................................. 55
Activity 3B .......................................................................................................................................... 57
Summative Assessments........................................................................................................................ 58

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Unit of Competency
Application
This unit describes the skills and knowledge required to manage diversity in the workplace. It covers
implementing the organisation’s diversity policy, fostering diversity within the work team and
promoting the benefits of a diverse workplace.
It applies to individuals who direct the work of others in teams of variable sizes. They may work with
staff from different cultures, races, religions, generations, or other forms of difference in any industry
context.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Unit Sector
Management and leadership – diversity

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Performance Criteria
Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.
1. Implement diversity 1.1 Locate and review diversity policy

policy 1.2 Determine its application to the specific work context
1.3 Institute actions to ensure that the diversity policy is
understood and implemented by relevant parties
1.4 Provide feedback and suggestions for improvement to
ensure currency and efficacy of diversity policy
2. Foster respect for 2.1 Address own prejudices and demonstrate respect for
diversity in the work difference in personal interactions
team 2.2 Aim for diversity in selecting and recruiting staff
2.3 Identify and address training needs to address issues of
difference in the team
2.4 Manage tensions and encourage collaboration and respect
between staff who struggle to work effectively with
difference
2.5 Assist staff to see that working effectively with difference is
a strength that can improve the organisation’s products,
services and customer relations
2.6 Manage allegations of harassment and address complaints
according to established organisational procedures
3. Promote the benefits 3.1 Promote the organisation’s workforce diversity in internal
of diversity and external forums to enhance the company’s image and
reputation
3.2 Capture ideas and information from the diversity in the
workforce to enhance products and services and contribute
to competitive advantage
3.3 Support organisational efforts to value diversity

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Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.
Skill Performance Description

Criteria
Reading 1.1, 1.2, 2.3, 2.5, 2.6, ➢ Identifies, analyses and evaluates complex texts to
3.1, 3.2 determine particular diversity requirements
Writing 1.2, 1.3, 1.4, 2.3, 2.5, ➢ Collates ideas and information from various sources
2.6, 3.1, 3.2 ➢ Prepares factual and informative documentation to suit
purpose and audience
➢ Records investigation findings according to organisational
and legislative requirements
Oral 1.3, 1.4, 2.3, 2.5, 3.1, ➢ Presents information and opinions using language and non-
communication 3.2 verbal features appropriate to audience
➢ Participates in discussions using listening and questioning
to elicit the views of others and to clarify or confirm
understanding
Navigate the 1.1, 1.3, 1.4, 2.6 ➢ Takes full responsibility for following policies, procedures
world of work and legislative requirements
➢ Seeks to improve policies and procedures to better meet
organisational goals
Interact with 1.3, 1.4, 2.1, 2.3-2.6, ➢ Selects, implements and seeks to improve protocols
others 3.2, 3.3 governing communications to clients and co-workers in a
range of work contexts
➢ Collaborates with others to achieve shared goals
➢ Interacts effectively with people from diverse backgrounds
➢ Manages conflict in the workplace through the recognition
of contributing factors and by implementing strategies to
resolve conflict
Get the work 1.2, 1.4, 2.2-2.6, 3.1- ➢ Accepts responsibility for planning and sequencing
done 3.3 complex tasks and workload, negotiating key aspects with
others
➢ Uses analytical skills to decide on appropriate application
of diversity policy in a range of complex situations
➢ Investigates new and innovative ideas as a means to
continuously improve work practices and processes

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Assessment Requirements
Performance Evidence
Evidence of the ability to:
➢ Demonstrate the application of diversity policy in a work context

➢ Critically review a diversity policy
➢ Implement strategies to ensure that diversity is understood and respected in the work team
➢ Demonstrate compliance with procedures for handling complaints or harassment allegations
➢ Promote the benefits of diversity to others.
Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
➢ Outline formal and informal complaints procedures

➢ Identify and outline key features of relevant current legislation regarding:
o age discrimination
o disability discrimination
o racial discrimination
o sex discrimination
o human rights
o equal opportunity.
Assessment Conditions
Assessment must be conducted in a safe environment where evidence gathered demonstrates

consistent performance of typical activities experienced in the workforce development – diversity field
of work and include access to:
➢ Legislation, regulations and codes of practice for managing diversity

➢ Workplace diversity policies and procedures
➢ Interaction with others.
Assessors must satisfy NVR/AQTF assessor requirements.
Links
Companion Volume implementation guides are found in VETNet -

https://vetnet.education.gov.au/Pages/TrainingDocs.aspx?q=11ef6853-ceed-4ba7-9d87-4da407e23c10

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1. Implement diversity policy

1.1. Locate and review diversity policy
1.2. Determine its application to the specific work context
1.3. Institute actions to ensure that the diversity policy is understood and implemented by relevant
parties
1.4. Provide feedback and suggestions for improvement to ensure currency and efficacy of diversity
policy

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1.1 – Locate and review diversity policy

By the end of this chapter, the learner should be able to:
➢ Access relevant workplace policy documents
➢ Critically review diversity policy
➢ Assess how diversity can be improved in their workplace.
Workplace policy
Each workplace will have policy and procedures to provide overall structure and guidance for
conducting all parts of its business. This will be developed to suit the type of work that is done and the
size of the organisation.
Policy provides the rules; it establishes correct conduct for legal compliance and for organisational
procedures. Without this, businesses would operate independently and without necessarily following
appropriate standards.
Policy will cover areas such as:
➢ Reporting requirements
➢ Terms and conditions for conducting business with clients/customers
➢ Work health and safety (WHS) or occupational health and safety (OHS)
➢ Staff conduct
➢ Workplace diversity.
Explaining diversity policy

What does diversity mean? This can mean many things to people, and will impact differently on
individuals, depending on their own situation and circumstances. Generally speaking, diversity means
‘different from the majority’ or ‘different from established convention’.

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Diversity can include differences such as:

➢ Age
➢ Gender
➢ Culture
➢ Ethnicity
➢ Religion
➢ Language
➢ Ability
➢ Education
➢ Background/origins
➢ Marital status
➢ Lifestyle choices
➢ Political beliefs.
➢ Personal beliefs
➢ Habits
➢ Working hours (availability and requirements).
Diversity policy is about accepting and embracing difference in others and the working methods that we
use. The world today is a much more accessible place; i.e. people travel more, they live and work in
countries they do not originally come from, and businesses need to operate more flexibly to compete
and be successful.
Advances in global communication have increased our ability to connect with other parts of the world.
Businesses operate in global markets and interact with a variety of customers/clients. This mix of
cultures and business markets has increased the need for diversity understanding and inclusion; it also
demands innovative approaches to how we conduct business.
It is important to recognise diversity and how it impacts your place of work; this includes your staff,
customers/clients and how your business needs to operate.

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Reviewing diversity policy

Your employer should have prepared policy and procedures when
starting business operations, this may have involved other
management personnel and the human resources (HR)
department/contact.
When reviewing policy, you will need to locate the appropriate

workplace documentation for your analysis. This may be held with
your employer/an appointed person or with your HR department.
Reviewing existing policy will inform you of the current diversity
standards that are in place and will allow you to determine
whether this still meets the needs of business.
A critical review
Critically reviewing diversity policy will involve looking at all the details previously agreed and
documented. You will need to assess the merits of these and perform an analysis of what is working
well and where improvements could be made. It is important to understand whether changes in the
workplace have also resulted in the need for amendments or additional policy to be written and agreed.
Looking ahead at planned organisational operations and objectives will also help you to put diversity
policy in place to support your organisation’s business needs.
Your review should include:

➢ Assessing the pros and cons of current diversity policy
➢ Workplace checks/observations of working systems and operations
➢ Determining if diversity policy is being followed
➢ Checking that work procedures correctly reflect diversity policy
➢ Assessing where gaps in diversity policy/procedures exist.
Your review may include consultations with your employer and/or senior management to determine
which (if any) improvements to diversity policy and work procedures should be made.

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You will need to look at how changes can be made, the resources that may be required and the length
of time this will take. There may also be budgetary concerns and approvals may need to be sought.
Consultations will ensure that organisational approval and agreement is made; it will enable you to
obtain the appropriate support from other work areas.

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Activity 1A

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1.2 – Determine its application to the specific work context

➢ Understand customer/client needs
➢ Assess services offered
➢ Determine staff and resource needs and capabilities
➢ Apply Commonwealth and state/territory legislation, and codes of practice.
Diversity as it applies to your workplace

How your place of work operates will influence how your diversity policy will need to be developed and
incorporated into workplace practices.
For example, in hospitality, staff will be working with a vast array of people who will visit and make use
of workplace facilities. If working in a hotel, staff will very much need to respond to the needs of guests
in an appropriate and considerate manner. As such, staff will need to be well trained in diversity as it
applies to the use of their interpersonal skills.
You will need to consider:

➢ Who your customers/clients are
➢ The services that are offered by your organisation
➢ How communications need to be conducted
➢ Staff and resource requirements
➢ How staff interact with other staff, management,

external business contacts and customers/clients
➢ Hours of business and staff availability needs for customers/clients
➢ The objectives of your organisation
➢ Organisational philosophy/ethos.
Industry standards and codes of practice

For your organisation and its type of business, you should ensure that industry standards and codes of
practice are understood and incorporated into your policy. Organisations and agencies exist in many
business industries to provide guidance on acceptable industry-specific practices (e.g. Caravan Industry
Association of Australia, represents business involved in caravan and camping, and Restaurant &
Catering Australia, who represent the interests of restaurants and catering businesses).
It is helpful to research any appropriate national peak associations and agencies that are involved in
regulating your area of business; this will provide you with information on best practice, industry news
and developments, and legislative changes that may impact on how business is managed. They may also
have developed a code of practice to provide you with further guidance.

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A code of practice or conduct can be developed by your own organisation for its staff; this differs from
policy in the sense that a code of practice can be written specifically as a guidance document in a format
that is easy for employees to use and refer to.
Legislation that supports diversity

Commonwealth and state/territory legislation exists to protect individuals from experiencing
discrimination of any kind. This should be followed in all aspects of personal and professional conduct.
Workplaces should ensure that anti-discrimination laws are known and incorporated into organisational
policy, procedures and any codes of conduct.
Commonwealth anti-discrimination laws that apply:

➢ Age Discrimination Act 2004 is in place to protect individuals from age-related
discrimination, such as pay levels, work opportunities and conditions of employment
➢ Disability Discrimination Act 1992 protects individuals from discrimination based upon
their disability status and is particularly applicable to employment and education issues
but will also apply to your customers/clients, e.g. access to premises
➢ Racial Discrimination Act 1975 seeks to protect individuals from discrimination based
upon their race, ethnic origin and cultural differences in all environments
➢ Sex Discrimination Act 1984 promotes equality between the genders, especially in the
workplace; it seeks to prevent discrimination on matters such as recruitment, pay gaps,
promotions, family commitments and other gender-related employment issues
➢ Australian Human Rights Commission Act 1986 is overseen by the Australian Human
Rights Commission and is in place to handle and investigate complaints of
discrimination
➢ Fair Work Act 2009 provides requirements for business, including small businesses, on
equitable work practices that should be used with employees, such as unfair dismissal
laws, protections for employees and obligations of employers
➢ Workplace Gender Equality Act 2012 promotes gender equality in the workplace and
the removal of barriers to equal participation at work by women.

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Work Health and Safety (WHS) legislation covers

all aspects of health and safety within the
workplace and applies to employers, workers
and other persons who have need to visit or
access workplace premises (e.g. cleaners or
couriers). This includes providing a safe
environment with safe equipment/machinery
and systems of work (including training,
instruction and supervision for employees).

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Note: Victoria and Western Australia refer to work health and safety (WHS) as occupational health and
safety (OHS) in their own laws (the remaining states/territories practice a harmonised approach to
WHS).
Laws which apply to states/territories with regards to anti-discrimination include:
State/territory Applicable laws
Australian Capital Territory Discrimination Act 1991
New South Wales Anti-Discrimination Act 1977
Northern Territory Anti-Discrimination Act 1996
Queensland Anti-Discrimination Act 1991
South Australia Equal Opportunity Act 1984
Tasmania Anti-Discrimination Act 1998
Victoria Equal Opportunity Act 2010

Racial and Religious Tolerance Act 2001
Western Australia Equal Opportunity Act 1984

Spent Convictions Act 1988
Further information on Australian discrimination laws can be found at the Australian Human Rights
Commission’s website: https://www.humanrights.gov.au/employers/good-practice-good-business-
factsheets/quick-guide-australian-discrimination-laws (access date: 19.05.2016).
You will need to research and understand how Commonwealth laws, and the laws that exist in your
state/territory, may impact on your organisation and its diversity policy.

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Activity 1B

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1.3 – Institute actions to ensure that the diversity policy is understood and
implemented by relevant parties
➢ Discuss diversity and diversity policy with the relevant parties
➢ Answer questions and confirm that understanding has been made
➢ Assist in implementation plans
➢ Provide support to the relevant parties.
Explaining diversity policy to others

When introducing new or reaffirming existing policy, you will need to present this in its final and
completed form. Policy will need to have corresponding actions (i.e. procedures and processes that
actualise policy requirements), and this may need to be undertaken in consultation with all work areas
and relevant employees.
Informing on policy
Actions to provide policy understanding to the different work
areas in your organisation will need to be planned and carried
out. Supervisors, managers and designated employees will
need to process this information, understand it, and know
how to implement this in work practices and to other
employees. This should be done confidentially to ensure staff
who will be implementing policy have time to understand and
prepare for this.
They will need to know how any changes to diversity policy

will impact within their work area and with the employees
under their guidance.
Actions to ensure understanding is made include:

➢ Discussions on diversity
➢ A presentation on workplace diversity policy changes
➢ Allowing a short period of time to elapse for information to be read, questions to be

asked and meaning to be confirmed/clarified
➢ Meetings to discuss how diversity policy should transpose to workplace practices and
procedures
➢ Diversity workshop/training sessions
➢ Meetings on diversity plans, objectives and schedules for implementation.

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Provide support for implementing policy

Supervisors, managers and employees who need to implement diversity policy may need support during
this process. Not only are they applying this within their own work role, they will also need to assist
other employees in diversity practices within their work areas.
Support includes:
➢ An open-door policy to discuss concerns and diversity issues
➢ Providing additional work support for employees, e.g. training on new diversity
policy/procedures
➢ Monitoring diversity and inclusion practices in the workplace
➢ Reviewing diversity implementation after an initial period of time has passed
➢ Providing feedback and assistance to work areas after reviewing.
Disseminating diversity changes to all employees

Employees throughout your place of work will need to be clearly informed on all organisational
workplace policy; this includes diversity policy and any change that are made to this. A staff meeting (or
meetings) should be organised so that policy can be verbally communicated and explained. This should
allow for questions and discussions so employees are able to confirm their understanding of this.
Each work area will need to know how this impacts on the work that they do. They should be given time
to absorb and understand this; time to incorporate any new processes and procedures with supervision
where it is needed. Work plans should provide a clear guide to implementing changes in the workplace.
To assist employee understanding, policy and procedures may be:

➢ Provided to employees in a written form for their reference
➢ Displayed in work areas to reinforce diversity in a positive way
➢ Explained in training/workshop sessions.

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Activity 1C

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1.4 – Provide feedback and suggestions for improvement to ensure currency

and efficacy of diversity policy
➢ Engage in face-to-face meetings
➢ Perform other forms of communication, such as email correspondence and telephone

conversations.
Suggestions and improvements on policy

When implementing diversity policy and procedures in the workplace, a process of reviewing and
monitoring can help ensure that policy is being correctly interpreted and applied.
Introducing new procedures can cause initial teething problems, for example, employees may
instinctively revert back to previous methods, or new procedures that work on paper may require
additional refinement to work effectively in practice.
Providing feedback and suggestions to employees and work areas opens up a dialogue and encourages
employees to think further on new practices. It also allows employees to provide you with first-hand
experience and ensures that any issues are dealt with quickly.
For example, improvements for customers/clients with a disability to access premises may not be
known or well-advertised (i.e. customers/clients regularly ask this question). By feeding this back to the
appropriate staff, this provides an opportunity to discuss ways to promote or display this information. It
may be that this information is not clear on your organisation’s website or that additional signs are
needed on the premises.
Feedback and suggestions can be given via:

➢ Face-to-face meetings
➢ Email correspondence
➢ Telephone conversations
➢ Reports and evaluation documents
➢ Appraisals/performance reviews.
Discussions and communications provide the opportunity

to ensure currency to diversity is being met, and that
intended results are achieved for the benefit of employees
and those who visit the premises.

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Providing Feedback
Feedback can provide another perspective to how employees and teams are working together; it
provides an insight into how effective new practices are or whether changes may be required.
It can also give employees a chance to think about how

diversity actions are being received by their
customers/clients.
Feedback provides:
➢ An insight into how actions are being
received
➢ Different viewpoints and

understandings.
Making suggestions
Suggestions encourage a continual process of reviewing and improvement. Diversity requirements may
change over time, and new work experiences can highlight the need for further changes. Allowing an
organic approach to diversity initiatives enables currency to be maintained.

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Activity 1D

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2. Foster respect for diversity in the work team

2.1. Address own prejudices and demonstrate respect for difference in personal interactions
2.2. Aim for diversity in selecting and recruiting staff
2.3. Identify and address training needs to address issues of difference in the team
2.4. Manage tensions and encourage collaboration and respect between staff who struggle to work
effectively with difference
2.5. Assist staff to see that working effectively with difference is a strength that can improve the
organisation’s products, services and customer relations
2.6. Manage allegations of harassment and address complaints according to established

organisational procedures

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2.1 – Address own prejudices and demonstrate respect for difference in

personal interactions
➢ Conduct a self-evaluation of own practices and motivations
➢ Develop mechanisms to address own actions in order to prevent prejudice and bias
➢ Use interpersonal skills that promote respect for others.
Identifying prejudices
Prejudices are the viewpoints that we take without evidence of truth or appropriateness, it is the
prejudging of a situation or person and can be negative or positive in intent.
We tend to learn prejudices as we grow and experience life, some of which may dissipate or change
through a process of realisation and understanding. Others may become deeply embedded and difficult
to recognise and change.
Prejudices may be founded through:

➢ Making generalisations (e.g. when we
do not know truths or believe someone
else’s opinion which is not verified)
➢ Stereotyping (i.e. beliefs about

situations and people that are
unfamiliar or different to us)
➢ Discrimination – behaviours that are

usually fear-based or made through
blinkered thinking
➢ An inability to see things from another

point of view (or a lack of empathy).
Assessing prejudices will enable you to take a considered approach to your work and in personal
interactions. This allows for an unbiased and fair method of working, and enables you to demonstrate
respect and dignity to others.
Addressing prejudices will mean:

➢ Recognising when you take a certain approach that may be influenced by prejudice
➢ Evaluating such actions that you take
➢ Analysing why you may believe something to be true
➢ Taking stock and actively working against prejudices in your actions.

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Taking a considered viewpoint

First encounters and impressions can strongly influence our opinions and actions. For example, when
we first meet an employee or colleague, we automatically make an assumption about them from their
appearance; this may be a conscious or unconscious act.
It is beneficial to remember that we all experience life in different ways; this includes our origins and
backgrounds, our influences and opportunities. These differences provide us with our own unique
characteristics and abilities.
This impacts our values, motivations and how we respond in positive and negative ways. As such, it is
important to take time to get to know an individual before forming an objective opinion about them.
Personal interactions may include:

➢ Your employer or manager
➢ Managers, supervisors and colleagues
➢ Employees, including:
o junior staff
o temporary/casual staff
o part-time staff
o back to work staff (e.g. older individuals and

return to work mums)
➢ Customers/clients
➢ Suppliers.
Respecting differences
Demonstrating respect and dignity to others and their differences will encourage positive actions in
return. This can help promote appropriate behaviours in the workplace and assist in increased staff
morale and collegiality.
Demonstrating respect in personal interactions includes:

➢ Following appropriate organisational communication protocols
➢ Speaking or communicating in a courteous and polite manner
➢ Listening to others and encouraging freedom of speech, opinions, questions and ideas
from colleagues and employees
➢ Not interrupting or dismissing the contributions of others
➢ Allowing employees who do not have English as a first language to take time when they
speak and when needing to understand work instructions

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➢ Using inclusive practices, e.g. using appropriate language, respecting cultural

differences and involving all appropriate employees
➢ Providing equal opportunities for all employees to participate, e.g. training and
workplace opportunities, and continuous improvement committees and practices
➢ Encouraging recognition and respect within employee interactions and work teams, as
well as from employees’ supervisors/managers.
Understanding how others may feel will assist you in employing inclusive practices. A workplace that is
divided by differences will contribute to poor work performance and staff retention. Employees may not
interact well with each other, causing difficulties and delays in work activities. This, in turn, can cause
customer/client dissatisfaction and result in a poor organisational profile.

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Activity 2A

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2.2 – Aim for diversity in selecting and recruiting staff

➢ Assess how recruitment adverts are constructed
➢ Assess selection and interview processes to ensure diversity is welcomed and positively
included.
Staff recruitment diversity practices

Diversity policy should be factored into staff
recruitment and selection processes. It is
important to attract suitable candidates from all
walks of life to ensure that diversity is not
excluded. It is about attracting the most
appropriate candidates regardless of their
origins, education, age or other factors such as
lifestyle or beliefs.
Diversity in recruitment involves:

➢ Recognising our unique differences are not just job skills
➢ Attracting people to the workplace from all backgrounds
➢ Recognising how attitudes towards individuals may affect employees
➢ Creating an environment where all can succeed and want to work
➢ Taking appropriate action to eliminate discrimination, conflict and harassment.
A diverse workforce that reflects your community and customers/clients promotes better
understanding and enables you to provide more effective services. Diversity is also beneficial for
businesses as well as employees. It provides a base for operations to be more innovative and responsive
to economic and customer/client needs within work activities.
Benefits include:
➢ Flexible approach to working hours and required skill levels, e.g. part-time workers who
can help during busy periods and staff who require evening or weekend hours to fit in
with other commitments
➢ Drawing on a wider employee work pool
➢ Supporting and working with diverse groups in your community
➢ Promoting an inclusive and welcoming environment
➢ Attracting customers/clients from diverse groups
➢ Understanding diversity and diverse customer/client needs.

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Employee skills
Skillsets will be varied and can cover a broad spectrum of work requirements. For example, older and
more experienced staff will have a better ability to resolve problems and be more confident with
handling responsibility, while junior staff with less personal responsibility in their home-life will have
more capacity to work unsociable hours, and can be potential candidates for future management
positions. Temporary and casual staff can be used to help out at seasonal times or for holiday cover.
Some employees will be looking to make careers, and others will want to fit work around family and/or
other commitments. Diversity in skills and employee differences will enable you to meet a variety of
workplace demands and allows scope for different kinds of work progression.
Recruitment processes
As mentioned in section 1.2 in this unit, legislation exists to protect individuals from discrimination, and
this should already be a part of your recruitment policy. Recruitment opportunities should be made
available to all diverse groups. It is illegal to discriminate against candidates due to a disability, unless
that disability prevents the individual from performing the job safely.
To ensure job adverts are seen by all diverse group members in your locality, you can use a variety of
methods to attract different individuals to respond. You should actively promote diversity in your
recruitment adverts and campaigns to show that you welcome and encourage diversity at work, e.g.
include information on your commitment to diversity and inclusion.
You can advertise through:

➢ Local libraries and community centres
➢ Agencies that advocate diversity in
recruitment, e.g. Job Centre Australia
➢ Your organisation’s website
➢ Local radio
➢ Local publications/newspapers
➢ Further education establishments/universities.
Staff selection
As part of your recruitment and selection, you may want to actively use non-discriminatory safeguards
to prevent favouring candidates over others. For example, you may wish to make candidates’ ages
anonymous during the selection process, or disregard their origins. If using a selection panel, this will
help provide focus on assessing skills and attributes for short-listing candidates and will enable decisions
to be based on equity and fairness.
Diverse groups include:

➢ Older aged individuals
➢ Young/newly qualified individuals
➢ Those with disabilities

P a g e | 32
➢ Return to work individuals (e.g. returning after maternity leave or after caring for a
family member)
➢ Cultural and ethnic minority groups
➢ Different religious groups
➢ Lesbian, gay, bisexual and transgender (LGBT) individuals.
Interviewing candidates
When interviewing, the format of your interview should be
appropriate to the diversity of your candidates. The type of
questions that you ask and the structure of the interview
process should be inclusive and non-discriminatory.
Considerations should include:

➢ Whether you would feel comfortable in their
position
➢ If you would you be comfortable answering a

question that you are intending to ask
➢ Whether the discussions and questions are

appropriate for/related to the job role.
It is important to place value and recognition on all candidates’ situations and level/type of education
when reviewing applications. Assessing the candidate’s abilities and experience to do the role at the
interview stage is of equal value.
Differences, such as socio-economic background, personality profile, geographic location, do not mean
that a candidate is not able to perform the job. Talking with and getting to understand the individual
will help you to determine if they are appropriate for the position you have on offer.
If a candidate has prior commitments and other personal responsibilities that they need to fulfil, these
should not be seen as a negative. If the position on offer demands full-time hours and the candidate is
only able to work part-time, it may be that another position on offer is more suitable, or that a job-
sharing option is possible.

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Activity 2B

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2.3 – Identify and address training needs to address issues of difference in the
team
➢ Recognise diversity training needs
➢ Provide an assessment of training options and methods.
Participate in training
It may be necessary for employees, to undergo training during different times of their employment.
Initial induction training is required when new employees join; this process informs the employee about
the organisation, the work role and how work should be conducted for the organisation (including
expected behaviours). Other training may be required at set intervals to assist employee performance
and career progression.
When explaining policy or informing on codes of conduct, training can help organisations to be clear on
what this actually means when carrying out working tasks and what is required by staff.
Diversity training
Supervisors and managers may require training in legislative requirements or for managing different
aspects of diversity in the workplace. Employees may require training to improve their understanding
and ability to integrate and work effectively with diverse groups.
For example, diversity training needs may include:

➢ For supervisors/managers:
o legislation concerning diversity
o assertive behaviours
o effective diversity management
o grievance management
o recognising workplace bullying
o handling workplace disputes and conflicts
o effective and inclusive communication techniques
➢ For employees:
o human rights
o ethics
o understanding differences within people
o cultural awareness

P a g e | 35
o culturally inclusive communications
o how to work and communicate with others
o anti-discrimination.
Types of training
Recognising which type of training may be required for the employees at your organisation is essential
for making successful adjustments to working policy and practices. This may be informal in nature, i.e.
information disseminated to staff by their managers, or more formal, i.e. employees attending an
external training provider or organising a specialist trainer to provide training to employees at your
work premises.
How your employees/work team(s) interact and understand diversity will influence the type of training
that is required. Ensuring that employees interact and work effectively together and with
customers/clients should be of prime importance. Assessing the differences that exist in your workplace
will provide you with an appropriate starting point.
Training may include:

➢ Workshops to encourage employees to work together in practical diversity activities
➢ Team training
➢ Team building activities
➢ Seminars
➢ Attending a training course at another organisation
➢ Online training to support factual learning.
Equal opportunities
As briefly mentioned in section 1.2 of this unit, equal opportunity and anti-discrimination legislation
supports access to opportunities in the workplace. All employees should be given access to support and
training in order to properly equip them with the necessary tools and skills that they need to function
effectively.

P a g e | 36
Addressing any imbalance in skills and training will ensure your employees are able to work
appropriately. Training provides an opportunity for employees to learn and change their thinking; it also
supports employees to make positive changes.

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Activity 2C

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2.4 – Manage tensions and encourage collaboration and respect between staff
who struggle to work effectively with difference
➢ Identify where differences and tensions exist
➢ Use collaborative techniques to alleviate tensions
➢ Demonstrate respect to individuals and encourage staff team respect.
Keep interactions positive

In the working environment, tensions can easily occur when dealing with work difficulties or with high
work demands. When employees work differently or have different skills and abilities, this can be a
potential source of workplace friction. Tensions can also be caused by other factors such as employee
personality differences or resource issues.
Focus is placed on achieving results and answering the needs of customers and clients, without proper
management and supervision, work situations can become a source of frictions between employees and
in customer/client situations. For example, if an employee regularly avoids customer interactions
because they are uncomfortable with this or feel unequipped to deal with customer problems, this
places additional stresses on to other employees working alongside the individual.
To prevent frictions and employee conflicts, this situation should be managed appropriately, for
example, the employee in question could be given additional interpersonal skills training or be given
supervision until they are more experienced at customer interactions. When employees know that the
situation is being managed, it lessens their own workplace stresses and prevents workplace frictions
turning into conflicts.
Tensions, conflicts and issues may be caused by:

➢ Differences of opinion
➢ Different ways of working
➢ Poor communication
➢ Competing needs
➢ Cross-cultural issues
➢ Racial or religious issues
➢ Abuse of power
➢ Workplace bullying
➢ Poor management
➢ Customer dissatisfaction
➢ Gender issues
➢ Inter-generational issues.

P a g e | 39
Effective management
For supervisors and managers to effectively manage work teams, they will need to have an
understanding of the job roles under their supervision, i.e. the exact tasks, what is needed to do these
and how long these may take. They will also need to have an understanding of the employees in their
work teams.
Supervisors and managers should take time to work with their teams and collaborate on work matters
daily. Encouraging team discussions can help individuals to understand each other better; it gives a
chance for difficulties to be aired and opinions to be heard. Validating employee thoughts will also
provide an inclusive environment and establish connection between team members.
Manage employee differences

When employees are different, it is important to integrate individuals into the team so that they can
work effectively and comfortably together. All people have differences to some extent and getting to
know the individual person will show that these differences are not a threat to existing work
relationships that are established.
Ensure you provide adequate guidance and supervision to all team members when managing team
differences. You may want to partner team members together on certain tasks to build on mutual
respect or introduce a weekly meeting to discuss work issues. Assessing team dynamics is important to
prevent frictions from occurring. When frictions exist, taking prompt action to alleviate these will help
to maintain good team morale and work.
Some individuals may find it difficult to adjust to, or understand, differences in others; these individuals
should be given additional guidance and training to support team integration.
Unresolved issues
Issues that are unresolved can become serious and impact on individuals and/or your
organisation’s workplace. Frictions can turn into conflicts over time and may need
further management to address these. Some techniques are briefly mentioned here
(further information on conflicts and allegations of harassment can be seen in section
2.6 in this unit).
Dispute resolution
To resolve workplace disputes, the following processes may need to be used:
➢ Negotiation – discussing the issue with the parties involved to negotiate a mutually
acceptable agreement
➢ Mediation – the use of an external person/independent mediator to help both parties

reach a mutually acceptable agreement
➢ Conciliation – a voluntary process for the employer and employee to reach a resolution
after an unfair dismissal claim has been made, it seeks to avoid a formal hearing
➢ Arbitration – the use of an independent arbitrator or court is used to make a binding

and lawful agreement.

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Activity 2D

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2.5 – Assist staff to see that working effectively with difference is a strength
that can improve the organisation’s products, services and customer relations
➢ Assess strengths that originate from staff differences
➢ Understand how identified strengths can benefit organisational products, services and
customer relations.
Promoting difference as a strength

Differences can bring together a variety of skills, experience and understanding within the workplace.
When used and managed effectively this can greatly increase the overall skills and achievement of work
teams and objectives.
It provides the opportunity for learning within work teams, and it benefits the organisation’s operations
as a whole. If an employee has experience of working in another country, this may be beneficial to your
own business operations, for example, an increased understanding in cultural observances and a
different perspective on working methods.
Different strengths can include:

➢ Skills
➢ Work experience
➢ Life experience
➢ Understanding
➢ Cultural awareness
➢ Diversity appreciation
➢ Balance
➢ Socio-economic understanding
➢ Placing diversity in context to situations.
Communicate clearly to staff

Assisting staff to achieve the benefits of working in a diverse workplace can be beneficial to employees
and employer. It is helpful to promote this as diversity in workers and diversity in working practices. For
example, employees can be given opportunities to work flexible hours, to adapt work roles and to train
for career progression.
Products and services on offer can be changed to meet diverse customer/client needs, providing the
chance for employees to expand on work roles. For example, a holiday park that needs to provide
different attractions to successfully compete in the tourism market may develop new opportunities for
entertainment activities and services such as a spa facility.

P a g e | 42
By explaining how diversity can increase workplace flexibility, employees will be able to understand that
benefits can directly apply to them. Being flexible with workers can increase worker satisfaction and
morale, this prevents dissatisfaction and disagreements with diverse workforce members through a
happy working environment. This shows that there is room for diversity to work and interact positively
together.
The benefits of diversity in the workplace

By increasing the diversity of your workforce, you are increasing the experience and opportunities for
learning and growth of both the organisation and the employees. Without diversity, your organisation
may be put in a position of limited growth and may become uncompetitive with its business peers.
Benefits of a diverse workforce may include:

➢ Increase in productivity through sharing and learning of skills
➢ Increase in productivity through flexible working arrangements
➢ A wider service range through a variety of skills and employees
➢ Increased ideas and creativity through a variety of viewpoints and experiences
➢ An adaptable workforce
➢ Tolerance and teamwork
➢ Increase in employee morale.
Customer relations
Meeting diverse customer/client needs will improve your customer relations; your organisation will
appeal to diverse groups and can build a solid reputation for inclusion and tolerance. A diverse
workforce will have direct understanding of diverse group needs and will be better placed to provide an
all-round service and to be welcoming.
Customer relations include:

➢ Promoting products and services
➢ Provision of products and services
➢ Customer communications
➢ Attention and awareness to customer needs
➢ Customer bookings and arrangements
➢ After service communications.

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Activity 2E

P a g e | 44
2.6 – Manage allegations of harassment and address complaints according to

established organisational procedures
➢ Identify and understand organisational grievance/complaints and disciplinary
procedures
➢ Apply workplace procedures to manage a situation where a complaint has occurred
➢ Apply workplace procedures to manage a situation of harassment.
Managing allegations and complaints

When problems occur in the workplace, processes to deal with
issues and grievances are invaluable for maintaining a healthy
working environment. All organisations/businesses will have a
process in place for dealing with complaints and allegations;
this will need to be followed closely and with accuracy.
This will include:

➢ Grievance processes
➢ Conflict management
➢ Disciplinary action (if required).
Harassment
If employees experience harassment at work, this will need to be dealt with as a matter of urgency.
Harassment can include behaviours such as intimidation, persecution or coercion and can be extremely
detrimental to employee health and organisational morale. This should be eliminated at all costs and
the parties involved should be assisted through workplace disciplinary/grievance procedures.
The grievance procedure

Within your organisation, you will have a grievance procedure that will need to be followed. This is
designed to support the employee when they have encountered a problem or situation that they
cannot resolve on their own. Managers and supervisors are usually the first point of contact in the
grievance procedure for the employee, but this can also be handled by human resources. A log of the
grievance should be made, and help and support should be provided to the employee to resolve the
issue at hand.
A grievance procedure includes how and when actions need to be carried out and by whom. It is there
to help prevent situations from escalating into unresolved situations of conflict.

P a g e | 45
This may include:

➢ Raising the issue with the manager, another manager or with human resources
➢ Requesting formal feedback from the selection panel (in circumstances of selection
grievances)
➢ Requesting a third party person to help facilitate the grievance/conflict
➢ Providing contacts for employees to informally discuss incidents of grievance
➢ Encouraging employees to seek and discuss informal options for resolving the issue
➢ Demonstrating attempts to resolve the situation informally, and if not possible, to

provide reasons for this.
Complaints or grievance procedures may be informal or formal, depending on the nature of the
complaint, who is involved and how serious this is. This should be fair to both/all parties and conducted
impartially. Informal procedures are focused on handling and resolving the matter directly with those
involved, without the need to obtain additional grievance mechanisms. This option is beneficial for
issues that are easily resolved, not of a serious nature, for work colleagues who are in regular contact
and want to sustain a working relationship and for individuals who do not want to take a formal option.
Grievance procedures should be:

➢ Clearly stated and explain the responsibilities and requirements of those involved
➢ Carried out in a set timeframe that is not overly long
➢ Impartial and without conflict of interest.
If formal procedures are used, this will need to be officially documented to make the complaint
accountable and on record. This option will be best for settling matters where no resolution has been
found, for serious/aggressive complaints and for those who are seeking to make a formal complaint.
The use of a third party for this process should also be made available to those involved, for providing
additional support.
The formal process should include:

➢ Documenting the allegations
➢ Relaying the allegations to the perpetrator
➢ The alleged perpetrator should be allowed to give their

response and own side of the issue
➢ Facts or corresponding statements/evidence should be

gathered if information provided is not the same
➢ The information is gathered, documented and looked at

to determine its validity and outcome.

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Civil Dispute Resolution Act 2011

This Act is in place to help parties settle their disputes before seeking legal action. It has included
flexibility to enable those seeking a resolution to find the correct approach to resolve their issues. The
Australian Government, Attorney-General’s Department website offers the following advice.
“The objectives of the Act are to:

➢ Ensure that, as far as possible, people take genuine steps to resolve disputes before
certain civil proceedings are instituted
➢ Promote a move away from an adversarial approach to litigation
➢ Improve access to justice by encouraging early dispute resolution.
Examples of what might constitute genuine steps include:

➢ Notifying the other person of the issues that are in dispute and offering to discuss them
with a view to resolving the dispute
➢ Providing relevant information and documents to the other person so that they can
understand the issues involved and how the dispute might be resolved
➢ Considering whether the dispute could be resolved by a process facilitated by another

person, including an alternative dispute resolution process, or
➢ Attempting to negotiate with the other person, with a view to resolving some or all of
the issues in dispute.”
Source and further information can be found at:

https://www.ag.gov.au/LegalSystem/AlternateDisputeResolution/Pages/CivilDisputeResolutionAct2011.
aspx (Access date: 20.05.2016).
Defamation laws
Defamation is when one party spreads false information about another party. This is usually done with
malicious intent, in order to ‘defame’ or damage the victim’s reputation. This can lead to serious
consequences, and the party that has been accused of a falsity can sue the other party. Suing can be a
costly route and could take some time to be resolved; it is also a complicated process, and it is not usual
for ordinary individuals to do this. Since January 2006 there now exist uniform defamation laws that
used throughout the states and territories of Australia.
Defamation can be very damaging for businesses and for their relationships; any action undertaken by a
business should be checked for truth and accuracy.
Resolution of the grievance

By acting quickly to address the grievance, you can seek to reduce problems or the conflict from
worsening. This will help all individuals involved to feel that their situation is appreciated and given due
respect. All employees should be looked after within the workplace, as stipulated within Workplace
Health and Safety legislation.

P a g e | 47
The resolution may result in disciplinary action, official warnings, a need for counselling, the issue of a
formal apology by one or both parties, further mediation, and, if required, re-crediting any leave taken
as a result of discrimination or harassment.
Disciplinary action may include:

➢ Suspension
➢ Dismissal
➢ Demotion
➢ Probation
➢ Transfer to another
department/office.

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Activity 2F

P a g e | 49
3. Promote the benefits of diversity

3.1. Promote the organisation’s workforce diversity in internal and external forums to enhance the
company’s image and reputation
3.2. Capture ideas and information from the diversity in the workforce to enhance products and
services and contribute to competitive advantage
3.3. Support organisational efforts to value diversity

P a g e | 50
3.1 – Promote the organisation’s workforce diversity in internal and external

forums to enhance the company’s image and reputation
➢ Identify appropriate forums for diversity promotion
➢ Target promotions to the intended audience
➢ Understand and apply methods to enhance organisational image and reputation in

diversity promotions.
Actively promote diversity

Opportunities to promote diversity should be taken where possible; this will ensure that diversity issues
in the workplace are kept at bay, and that inclusion practices are successfully encouraged and
maintained. Diversity awareness and promotion should also be made externally, i.e. to your
customers/clients, suppliers and community, this will show that your organisation is using ethical
practices and is supportive of community and business needs.
You should use internal and external forums to ensure your message is communicated to others in a
variety of ways. This enables your organisation to shape its business practices and provides an
opportunity to convey company philosophy that reflects a positive diversity message.
Internal forums include:

➢ At stakeholder meetings
➢ In employer and senior management discussions
➢ Within the work premises, e.g. on notice boards or at staff events and meetings
➢ In staff mentoring or sponsorship programs
➢ At customer/client events, e.g. hosting a cultural food or music event.
External forums include:

➢ In local/national press or radio
➢ Via the internet (e.g. your website and with industry organisation websites)

P a g e | 51
➢ Industry seminars and trade events
➢ At networking opportunities
➢ Community fayres and shows.

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When promoting diversity, you will need to have a clear understanding of the objectives and the
achievements you would like to make. Your organisation will need to determine how it wants to
position itself within its business market, and how it wants to be perceived by others.
Diversity objectives may include:

➢ Placing value on the skills and contributions of all employees
➢ Supporting employees to engage in inclusive practices and workplace interactions
➢ Diversity in recruitment
➢ Diversity in customer/client interactions and events
➢ Providing skills development and training opportunities for staff
➢ Encouraging employee progression
➢ Incorporating flexible work practices to attract a diverse workforce and to maintain

staff retention
➢ Incorporating flexible work practices to meet the needs of customers/clients
➢ A positive organisational culture to diversity
➢ Integration of employees from different diverse groups
➢ Inclusive practices to accommodate customer/client needs
➢ Being respectful to all individuals and maintaining the dignity of others.
Enhancing the organisation’s diversity image will attract a more diverse customer/client base and will
show that you are able to provide products and services that meet customer/client needs.
It will also be a place of work that actively encourages respect and inclusion, making this a happier and
more productive work environment. Staff will be more inclined to stay and will tell others the positive
attributes that exist within the organisation’s
diversity and inclusion practices.

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Activity 3A

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3.2 – Capture ideas and information from the diversity in the workforce to
enhance products and services and contribute to competitive advantage
3.3 – Support organisational efforts to value diversity
➢ Organise and participate in workplace meetings and discussions
➢ Request feedback and information from employees
➢ Assess how improvements to products and services may be made after receiving ideas
and information from employees
➢ Identify their organisation’s values in regards to diversity
➢ Assess how organisational diversity values can be supported and promoted
➢ Support organisational diversity values when conducting work and workplace

communications.
Interacting with your workforce

Having a diverse workforce will provide your organisation with a source of potential ideas and
information for diversity improvements and initiatives. Talking with a range of diverse employees will
give you an opportunity to understand, from first-hand experience, the different community
preferences and needs. It also provides an opportunity for employees to be included within
organisational planning and ideas for customers/clients.
Seeking opinions and information from both employees and your customers/clients will help improve
organisational understanding. Your customers/clients can provide you with a different perspective on
your organisation and on how products and services are being received.
You can:
➢ Discuss workplace ideas in employee meetings
➢ Brainstorm ideas for different customer/client events
➢ Provide a suggestions box for event ideas or themes
➢ Ask employees to define what diversity means to them
➢ Seek feedback from diverse group employees on their

experiences at work
➢ Provide opportunities for customers/clients to provide

you with feedback on products and services.
Working within hospitality will mean that customer/client preferences will strongly influence your
business. Trends and habits change, and it is important to observe changes in the environment to
minimise negative impacts on your business.

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Economic changes will be reliant upon other influences such as global economy and changes in
business, and these are more difficult to negate. Customer/client spending will be affected and ensuring
you pick up a market share of this will be dependent on how you interact with customers/clients and
the products and services you offer. Listening to customers/clients will help you to meet these needs.
Valuing diversity
To help your organisation show its value in diversity, you can engage in activities to communicate this.
Your organisation can work with the community in support of diversity, e.g. providing catering or
entertainment for community events, this will help raise your organisation’s profile on diversity. Your
organisation can also be an advocate for diversity on a larger scale by working with other organisations
that champion this. Getting involved in industry activities and events can also help ensure that you
remain current in your diversity practices and approaches.
Use of a positive diversity statement on organisational literature or website can reinforce your
organisation’s positive diversity beliefs. This can also help attract diverse candidates in recruitment.
Organisational diversity values may include:

➢ The breaking down of negative prejudices
and barriers with those who are different
➢ Workplace collegiality
➢ Treating all people with respect and dignity
➢ Welcoming difference
➢ Diversification in business
➢ Increased morale and productivity at work

and in the community
➢ Innovative business strategies and

approaches to engage with diverse groups.
Diversity strategies
Using strategies will help you to maintain the required focus with your organisation’s diversity needs.
This focus will ensure that actions are formulated and carried out appropriately, and to plan.
Strategies can be used to ensure that employees and work teams are managed effectively; they can also
be used to help guide your business ideas and actions (or objectives).

P a g e | 56
Strategies for diversity understanding and respect in the work team may include:
➢ Partnering employees from different diverse groups together in work tasks
➢ Encouraging staff to discuss diversity issues/matters with you (and in confidence) and
in team meetings
➢ Diversity training
➢ Leading by example, i.e. demonstrating good behaviours
➢ Team building activities and social events.
Strategies for diversity within workplace actions may include:

➢ Working with and supporting diversity in the community
➢ Inclusive and respectful communications
➢ Diversification within business
➢ Attracting a more diverse customer/client

base
➢ Championing diversity causes.

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Activity 3B

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Summative Assessments
At the end of your Learner Workbook, you will find the Summative Assessments.
This includes:
➢ Skills assessment
➢ Knowledge assessment
➢ Performance assessment.
This holistically assesses your understanding and application of the skills, knowledge and performance
requirements for this unit. Once this is completed, you will have finished this unit and be ready to move
onto the next one – well done!

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BSBDIV501

Manage diversity in the

Unit of Competency .......................................................................................................................... 4

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

Actively promote diversity ................................................................................................................. 50

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

Management and leadership – diversity

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

1. Implement diversity 1.1 Locate and review diversity policy

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

Skill Performance Description

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

Evidence of the ability to:

➢ Demonstrate the application of diversity policy in a work context

➢ Outline formal and informal complaints procedures

Assessment must be conducted in a safe environment where evidence gathered demonstrates

➢ Legislation, regulations and codes of practice for managing diversity

Assessors must satisfy NVR/AQTF assessor requirements.

Companion Volume implementation guides are found in VETNet -

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

1. Implement diversity policy

1.2. Determine its application to the specific work context

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

1.1 – Locate and review diversity policy

➢ Critically review diversity policy

➢ Assess how diversity can be improved in their workplace.

➢ Terms and conditions for conducting business with clients/customers

Explaining diversity policy

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

Diversity can include differences such as:

➢ Working hours (availability and requirements).

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

Reviewing diversity policy

When reviewing policy, you will need to locate the appropriate

Your review should include:

➢ Workplace checks/observations of working systems and operations

➢ Determining if diversity policy is being followed

➢ Checking that work procedures correctly reflect diversity policy

➢ Assessing where gaps in diversity policy/procedures exist.

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

1.2 – Determine its application to the specific work context

➢ Assess services offered

➢ Determine staff and resource needs and capabilities

➢ Apply Commonwealth and state/territory legislation, and codes of practice.

Diversity as it applies to your workplace

You will need to consider:

➢ The services that are offered by your organisation

➢ How communications need to be conducted

➢ Staff and resource requirements

➢ How staff interact with other staff, management,

➢ Hours of business and staff availability needs for customers/clients

➢ The objectives of your organisation

Industry standards and codes of practice

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

Legislation that supports diversity

Commonwealth anti-discrimination laws that apply:

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

Work Health and Safety (WHS) legislation covers

VCID. ACOT Training and Assessment/BSBDIV501/Learner Guide/V1.2/July 2019

Laws which apply to states/territories with regards to anti-discrimination include: