Global Institute

Level 7, 140 Elizabeth Street, Sydney NSW 2000

Ph: 02 8076 8000
Email: studentservices@globalinstitute.edu.au

Web: www.globalinstitute.edu.au
ABN: 35 601 110 178

Assessment Cover Sheet

Student Name AGUS BUDIONO

Student ID GI210083
BSBDIV501 Manage diversity in the workplace
Unit Code / Unit Name

Assessment No. 2
Date of Submission 19-10-2021

Student Declaration:
I certify that:
 I declare that the work submitted is my own, and has not been copied or plagiarised from any person or source.
 I have read the Assessment and Student Handbook and I understand all the rules and guidelines for undertaking
assessments.
 I give permission for my assessment material to be used for continuous improvement purposes.

Student Signature:-----------AGUS BUDIONO---- Date:--20-----/---10----/--

2021-----

Result: □ Satisfactory | □ Not Satisfactory

Trainer/Assessor Feedback

Student Declaration: I declare that I have been Trainer/Assessor Declaration: I declare that I have
assessed in this unit, and I have been advised of my conducted a fair, valid, reliable and flexible assessment with this
result. I also am aware of my appeal rights. student, and I have provided appropriate feedback
Name: __AGUS BUDIONO Name: ____________________________
______________________
Signature: __________________________
Signature: _AGUS
Date: ____/_____/_____
BUDIONO_________________
Date: __19__/__10___/__2021__

Tear off from

here………………………………………………………………………………………………….......................................................................
......

Assessment Acknowledgement Receipt

Student Name: Student ID: GI
Unit Code /Name: BSBDIV501 Manage diversity in the workplace Assessment No: 2

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 Global Institute
Level 7, 140 Elizabeth Street, Sydney NSW 2000
Ph: 02 8076 8000
Email: studentservices@globalinstitute.edu.au

Web: www.globalinstitute.edu.au
ABN: 35 601 110 178

Trainer/Assessor Signature: Date:

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Assessment Task 2 BSBDIV501

Assessment Task 2- Project

Performance objective
The students are required to demonstrate 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.

Assessment description
Students will be Identifying diversity issues and managing these effectively in the workplace through
contemporary initiatives and sound procedures

Procedure
This assessment consists of a series of tasks which include:

 research of legislation – key aspects, requirements and complaint processes

 identification of current initiatives and the potential for integrating these in the management of a
diverse workforce

 development of a diversity policy which can be implemented in a diverse workplace based on the
values identified from the current projects and based on legal requirements identified

 development of an anti-bullying/anti-harassment policy with clear procedures for informal and

formal complaint stages

You are required to address all tasks set out below. The website link provided is current as of 27
September 2014 including the information relating to current initiatives.

Whilst EEO legislation covers the general aspects related to Equal Opportunity Employment, the
intention of this project is to identify contemporary aspects which would be beneficial for a diverse
team in the workplace. You are encouraged to evaluate current programs and identify which aspects
can be implemented in a sustainable manner in industry.

The link and information provided on the websites are sources of information and all responses you
provide here must be clearly referenced. Policies and procedures must be your own work.

Submissions
You must submit:

 A report covering all the points given in Appendix 1

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Your assessor will be looking for:

 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

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Appendix 1:

1. Go to the website https://www.humanrights.gov.au/our-work/legal/legislation and identify

the purpose of the following Acts – what is covered, who does this apply to and what is the
relevance in a workplace?

 Age Discrimination Act

 Disability Discrimination Act
 Racial Discrimination Act
 Sex Discrimination Act
 Australian Human Rights Commission Act

2. Current projects that have been implemented as part of the national strategies for each of
the following acts can be found on the relevant areas of www.humanrights.gov.au. Review
these current projects and analyse the key factors and campaigns which would be beneficial
and could be adapted for managing a diverse workplace. Which potential benefits for a
workplace can you find in each of these projects?

 Age Discrimination Act

 Disability Discrimination Act
 Racial Discrimination Act
 Sex Discrimination Act

3. Choose 1 of the following options:

a) Review your existing diversity policy in the workplace (if one exists) and compare what is
included to what should be included. Identify what is potentially lacking and which of the
aspects you have researched could be included

b) Given consideration to the requirements you have identified in Question 1 and the positives
you have analysed and identified in Question 2; develop a diversity policy which sufficiently
covers all aspects required to manage diversity in a contemporary, modern workplace which
fosters effective communication and promotes harmony and an inclusive team

4. Develop a bullying/harassment policy that can be used in your workplace. The policy needs
to include:
(You may access and reference you state WHS legislation or Fairwork for specific
requirements in your state
https://www.fairwork.gov.au/employee-entitlements/bullying-and-harassment
or
https://www.safework.nsw.gov.au/hazards-a-z/bullying

and the following link provides a checklist:

Bullying Policy Checklist for employers page - Comcare)

https://www.comcare.gov.au/about/forms-

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publications/documents/publications/safety/framework-for-developing-bullying-policy-
checklist.pdf

 The legal requirements set out by law

 Examples of what is defined as bullying and harassment and what is not
 A clear statement that will outline the processes and procedures to be followed in case of
any incident including the stages of informal and formal procedures
 A statement regarding how you will implement this policy in the workplace and ensure
that staff are trained and aware on an ongoing basis, as part of an integrated consultation
process

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Answer:

1.identify the purpose of the following Acts – what is covered, who does this apply to and what is
the relevance in a workplace?

 Age Discrimination Act 2004

Age discrimination occurs when a person is treated less favourably, or not given the same
opportunities as others in a similar situation, because he or she is considered to be too old or
too young.
The Act makes it unlawful to discriminate on the basis of age when advertising jobs; during
recruitment and selection processes; when making decisions about training, transfer and
promotion opportunities; and in the terms, conditions and termination of employment.
Stereotypes about young people and mature workers can greatly influence decisions made
during recruitment and in the workplace.
Examples of age discrimination could include:

 not employing certain people because they won’t ‘fit in’ with other employees
because of their age
 not employing younger workers because of assumptions that they will quickly move
on to another job
 advertising a position for someone aged ‘under 30’ to join a ‘dynamic, young team’
 making choices around redundancy, or forcing someone to retire, because of his or
her age, or
 harassing or bullying a person because of his or her age.

 Disability Discrimination Act 1992

Disability discrimination is when a person with a disability is treated less favourably than a
person without the disability in the same or similar circumstances. The Commonwealth
Disability Discrimination Act 1992 (DDA) makes it against the law to treat people unfairly
because of a disability.
The Act makes it unlawful to discriminate against people with disabilities in employment,
including:

 the recruitment process, such as advertising, interviewing, and other selection

processes
 decisions on who will get the job
 terms and conditions of employment, such as pay rates, work hours and leave
 promotion, transfer, training or other benefits associated with employment

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Assessment Task 2 BSBDIV501

 dismissal or any other detriment, such as demotion or retrenchment.

Under the Disability Discrimination Act (1992), employers are obligated to make adjustments
to accommodate an individual’s disability, unless that adjustment would result in
unjustifiable hardship. Many employers accept that workplace flexibility is an attraction and
retention strategy.

 Racial Discrimination Act 1975

The Racial Discrimination Act 1975 gives effect to Australia's obligations under the
International Convention on the Elimination of All Forms of Racial Discrimination. Its major
objectives are to

 promote equality before the law for all persons, regardless of their race, colour or
national or ethnic origin, and
 make discrimination against people on the basis of their race, colour, descent or
national or ethnic origin unlawful

The Act protects people from racial discrimination in many areas of public life, including
employment, education, getting or using services, renting or buying a house or unit, and
accessing public places.
It is unlawful to discriminate when advertising jobs, during recruitment and selection
processes, when making decisions about training, transfer and promotion opportunities, and
in the terms, conditions and termination of employment.
Examples of racial discrimination in employment could include:

 insisting that all employees speak English at all times, even during their breaks
 not employing someone from a particular racial group because ‘those people are
unreliable’
 not employing or promoting someone because of assumptions they wouldn’t ‘fit in’
with their colleagues, or
 unfair treatment in the course of work on the basis of race such as subjecting
employees to negative comments about their race.

 Sex Discrimination Act 1984

The Sex Discrimination Act 1984 gives effect to Australia’s obligations in order to

 promote equality between men and women

 eliminate discrimination on the basis of sex, marital status or pregnancy and, with
respect to dismissals, family responsibilities, and
 eliminate sexual harassment at work, in educational institutions, in the provision of
goods and services, in the provision of accommodation and the delivery of
Commonwealth programs.

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Sex discrimination in employment occurs when someone is treated less favourably than a
person of the opposite sex would be treated in the same or similar circumstances. It can occur
when employers or managers hold assumptions about what sort of work women are capable –
or not capable – of performing.
Examples of sex discrimination could include:

 not hiring a woman because the employer thinks she won’t fit into a ‘traditionally’
male workplace
 not paying a woman the same salary as a man for doing the same work, or not
providing the same opportunities for training, mentoring or promotion
 allocating work tasks based on a person’s sex.

 Australian Human Rights Commission Act 1986

Discrimination on the basis of race, colour, sex, religion, political opinion, national
extraction, social origin, age, medical record, criminal record, marital or relationship status,
impairment, mental, intellectual or psychiatric disability, physical disability, nationality,
sexual orientation, and trade union activity. Also covers Discrimination in employment or
occupation.
Australian Human Rights Commission Act 1986
Discrimination on the basis of race, colour, sex, religion, political opinion, national
extraction, social origin, age, medical record, criminal record, marital or relationship status,
impairment, mental, intellectual or psychiatric disability, physical disability, nationality,
sexual orientation, and trade union activity. Also covers Discrimination in employment or
occupation.

2. Review these current projects and analyse the key factors and campaigns
which would be beneficial and could be adapted for managing a diverse
workplace. Which potential benefits for a workplace can you find in each
of these projects?
 Age Discrimination Act

Power of Oldness

People who experience direct or indirect discrimination can complain to the

Commission.

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We undertake a wide range of activities to help individuals and organisations around

the country understand their rights and meet their legal responsibilities, especially in
the workplace. Our work includes research, policy advice and education initiatives
that tackle the attitudes and stereotypes that can lead to age discrimination. Age
Positive Finding a job, renting a place, enrolling to study – there are a number of areas
where people can face unfair treatment because of their age. Stereotypes about young
people and older Australians are a major factor behind age discrimination. This is
especially true for mature workers, who often have to counter negative attitudes held
by employers and assumptions about a ‘use by’ date for their skills. The Age
Discrimination Act 2004 protects individuals across Australia from discrimination on
the basis of age in many areas of public life, including employment, education,
accommodation and the provision of goods and services.

 Disability Discrimination Act

National Disability Forum 2014 As part of the Australian Human Rights

Commission’s ongoing commitment to the protection and promotion of the rights of
people with disabilities, Disability Discrimination Commissioner the Hon. Susan
Ryan AO is holding a National Disability Forum on 15 September 2014. Participation
in the forum will be by invitation. As part of our consultation process we conducted
an online survey. Details of the survey are outlined below. Further information about
the availability of live streaming of the forum will be available in due course. The
National Disability Forum 2014: Survey. With a newly appointed Disability
Discrimination Commissioner, it was timely for the Commission to seek the views of
stakeholders about the key challenges currently facing people with disabilities.

The survey focused on three sets of issues: • Identifying the most important human
rights issues facing people with disabilities; • Identifying priorities for improving
employment outcomes for people with disabilities – this has been identified by the
incoming Commissioner as an initial focus of her work; • Identifying the most
strategic way to focus the resources of the Commission, in light of capacity
constraints and to ensure maximum impact. Transport accessibility You may want to
deal with the situation yourself by raising it directly with the person or people
involved. If this does not resolve the situation, or you do not feel comfortable doing
this, you can make a complaint to the Australian Human Rights Commission. You can
also have someone such as a solicitor, advocate or trade union make a complaint on
your behalf. It does not cost anything to make a complaint to the Commission. Your
complaint needs to be put in writing. The Commission has a complaint form that you
can fill in and post or fax to us or you can lodge a complaint online at our website. If
you are not able to put your complaint in writing, we can help you with this. For your
complaint to be valid it must be reasonably arguable that the events you want to
complain about are unlawful discrimination and you must provide sufficient details

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about your allegations including what happened, when and where it happened and
who was involved. A complaint can be made in any language. If you need a translator
or interpreter, the Commission can arrange this for you.

Racial Discrimination Act

National Anti-Racism Strategy and Racism. It Stops with Me Campaign Racial

discrimination happens when a person is treated less favourably than another person
in a similar situation because of their race, colour, descent, national or ethnic origin or
immigrant status. For example, it would be ‘direct discrimination’ if a real estate
agent refuses to rent a house to a person because they are of a particular racial
background or skin colour. Racial discrimination also happens when there is a rule or
policy that is the same for everyone but has an unfair effect on people of a particular
race, colour, descent, national or ethnic origin or immigrant status. This is called
‘indirect discrimination’. For example, it may be indirect discrimination if a company
says that employees must not wear hats or other headwear at work, as this is likely to
have an unfair effect on people from some racial/ethnic backgrounds. What is racial
hatred? It is against the law to do something in public based on the race, colour,
national or ethnic origin of a person or group of people which is likely to offend,
insult, humiliate or intimidate. Examples of racial hatred may include:

racially offensive material on the internet, including e forums, blogs, social

networking sites and video sharing sites racially offensive comments or images in a
newspaper, magazine or other publication such as a leaflet or flyer

 Sex Discrimination Act

Sexual Harassment. Know Where the Line Is. Sexual harassment can take many
different forms – it can be obvious or indirect, physical or verbal, repeated or one-off
and perpetrated by males and females against people of the same or opposite sex.
Sexual harassment may include:

staring or leering unnecessary familiarity, such as deliberately brushing up against

you or unwelcome touching suggestive comments or jokes insults or taunts of a
sexual nature intrusive questions or statements about your private life

3. Given consideration to the requirements you have identified in Question 1 and the positives
you have analysed and identified in Question 2; develop a diversity policy which sufficiently
covers all aspects required to manage diversity in a contemporary, modern workplace which
fosters effective communication and promotes harmony and an inclusive team
Vision statements:

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o To offer affordable price to the customers.

o To deliver safety and clean food to the customers.

o To engage in charitable doings and provide healthy food.

o Responsibilities and accountabilities

o Provided the customers with a pleasant dining experience and quality service.

o Conducted final check of food items prior to serving customers to ensure

quality maintenance.

o Ensured the cleanliness of dining area and food items before serving.

Recruitment and induction practices Introduce them to their colleagues, managers and
supervisors Take them on a tour of your business premises, pointing out important
areas such as: o toilets o fire escapes o break rooms o their work area. Explain
employment conditions and policies, including: work hours and break times pay
details, including when they can expect to be paid leave entitlements probation
periods for new staff.

Training and development opportunities Pair new staff with seasoned staff and have
the new staff follow, observe, and assist the seasoned staff for a period of time. The
observe and assist period can last anywhere from a few days to a week or more. If
time permits, have them shadow employees in other important positions to give them
a better understanding of how the whole restaurant team works

Anti-bullying, anti-harassment and grievance procedures Any employee that believes

that the actions or words of a fellow employee constitute sexual harassment or
bullyism should report the incident to their immediate supervisor. If the harassment
was committed by the supervisor, it should be reported to the next level of
management.

4. Develop a bullying/harassment policy that can be used in your workplace. The policy needs to
include:
(You may access and reference you state WHS legislation or Fairwork for specific
requirements in your state)
The legal requirements set out by law

 I may be able to apply to the Fair Work Commission for a stop-bullying order. I can only get a stop-

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bullying order if I am covered by the national law on bullying. I can also make a complaint to the
relevant Workcover Authority in my state or territory. Anyone can complain to Workcover, regardless
of who their employer is. They may decide to refer my complaint to an Investigator.

Examples of what is defined as bullying and harassment and what is not

 Displaying offensive material

 Physical or verbal abuse towards a person or group of persons

 Yelling, screaming or offensive language

 Teasing or regularly making someone the brunt of pranks or practical jokes

 Spreading rumors or innuendo about someone Below are some common examples of ‘reasonable
management action’ and other acceptable workplace interactions, which do not constitute workplace
bullying

 Allocation of appropriate work to a staff member by their manager/supervisor, in line with their
position description and work unit requirements

 Negotiation of a staff member’s performance goals, standards and deadlines by their supervisor

A clear statement that will outline the processes and procedures to be followed in case of any incident
including the stages of informal and formal procedures.

Accidents, complaints, and altercations occur when dealing with the public, but how restaurants
handle these problems can minimize consequences. Restaurant owners can create manuals that
address these issues. Make learning the information mandatory, and explain that safety and security
require that employees handle these issues in certain ways.

In the workplace and ensure staff are trained and aware on an ongoing basis as part of an integrated
consultation process. Consultation requires that:  Relevant work health and safety information is
shared with workers Workers are given a reasonable opportunity to express their views and to raise
health or safety issues Workers are given a reasonable opportunity to contribute to the decision-
making process relating to the health and safety matter

The following link provides details for preventing and responding to workplace bullying with an
example of a workplace bullying policy on page 20: Guide for preventing and responding to
workplace bullying The following link provides a Bullying Policy checklist for employers Bullying
Policy Checklist for employers page - Comcare Training Provisions

Policy Name:

BULLYING POLICY CHECKLIST FOR EMPLOYERS

 Purpose or Objective of Policy: A good bullying policy should clearly outline the related issues and

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Assessment Task 2 BSBDIV501

provide the framework for how your organisation will manage bullying in the workplace. A good
policy should address the below criteria. Use the checklist to assist you in identifying areas for
improvement.

 Responsibilities and accountabilities: Workplace bullying is repeated, unreasonable behaviour

directed towards a worker or group of workers, that creates a risk to health and safety. Workplace
bullying has been identified as an important risk and hazard across all the federal jurisdictions.
However, if bullying and other workplace conflict is identified and dealt with early the situation can
be addressed and resolved, preventing bullying from becoming acceptable behaviour which can result
in workplace injury.

 Recruitment and induction practices: The risk of workplace bullying can be eliminated or minimised
by creating a work environment where everyone treats each other with dignity and respect. It is best
dealt with by taking a preventative approach that involves: o early identification of bullying,
unreasonable behaviour and situations likely to increase the risk of bullying o implementing control
measures to prevent the risks and respond to workplace bullying, and o monitoring and reviewing the
effectiveness of the control measures.

 Training and development opportunities: Everyone in the workplace should actively work to prevent
workplace bullying before it becomes a risk to health and safety. Prevention may be achieved by: o
Ensuring senior management commitment to a workplace that does not tolerate unacceptable
behaviours and deals with reports of bullying in a confidential, fair and timely manner o Consulting
with workers to create and promote a mentally healthy workplace culture o Ensuring the organisation
has appropriate workplace bullying policies and procedures in place and workers are trained in these
procedures o Actively managing workplace psychosocial risk factors and stressors o Providing regular
and respectful performance feedback o Having a Harassment Contact Officer (HCO) in place for
workers to speak to o Ensuring there is training for workers and managers on workplace bullying o
Including bullying and harassment information in workplace induction programs

 Anti-bullying, anti-harassment and grievance procedures: All complaints will be treated seriously
and in a sensitive, fair, timely and confidential manner, observing the principles of natural justice. The
complaint resolution procedures for dealing with incidents of discrimination, harassment or bullying
will be documented and provided to those involved at the outset of the process. The wishes and
concerns of the person making a complaint will be taken into account in determining how the
complaint will be treated in accordance with the informal or formal complaint resolution procedures
set out in this Policy. All people involved in a complaint retain the right to seek the assistance of the
relevant tribunal or legislated body to assist them in resolution of the complaint. The person making
the complaint will have the right to support throughout the process and the option to discontinue a
complaint at any stage of the process. The respondents to any complaint will have the right to support
throughout the process and the opportunity to respond fully to any allegations made. There will be no
presumption of guilt and no determination made until any necessary investigation has been
completed.

Dealing with a discrimination complaint Many detailed laws address and prohibit, in particular,
discrimination and harassment in the workplace. If you are an employee, and you feel you are being

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discriminated against or harassed by your employer or coworkers, what can you do? 1. Make your
employer aware that you feel you are being discriminated against or harassed. It is likely that many
illegal acts of discrimination and harassment go unrecognized or unpunished because the victim does
not make it clear that the conduct is unacceptable and unwelcome. Rare is the case where employers
will readily admit to discrimination or harassment and help you to draft legal papers against them.
Your employer is responsible for complying with the law, but you alone are responsible for making
sure your personal rights are protected. 2. Let your employer know that you are taking the matter
seriously. Ask that a written report be made every time you report an incident of discrimination or
harassment. Ask that an investigation be made into your allegations and that disciplinary or corrective
action against the offenders be taken. Employers are required by law to give prompt consideration to
all reports of discrimination and harassment. 3. If you receive no response from your employer,
consider contacting the federal Equal Employment Opportunity Commission (EEOC), which has
responsibility for overseeing compliance for many federal antidiscrimination and anti-harassment
laws, or your state equal employment agency. Getting the government involved in your case, and
potentially having the state contact your employer, will most likely get someone's attention fairly
quickly.

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