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MANAGE WORKPLACE DIVERSITY

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Manage workplace diversity

This Unit comprises three Elements:

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Deal with problems arising from diversity issues

Use diversity as an asset

Encourage respect for diversity in the workplace

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2

3

Assessment

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Assessment for this unit

may include:

Oral questions

Written questions

Work projects

Workplace observation of practical

skills

Practical exercises

Formal report from

employer/supervisor

Element 1 – Encourage respect for diversity in the workplace

Performance Criteria for this Element are:

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Role model individual behaviour that demonstrates respect for diversity

Create a climate where group identities do not inhibit employee ability to contribute to organisational goals or achieve personal career goals

Use merit-based policies for recruitment, selection and promotion

Plan, develop and implement work practices that show respect for workplace diversity

Assist and coach colleagues to embrace diversity in relation to both colleagues and customers

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Role model individual behaviour that demonstrates respect for diversityWorkplace diversity is a concept:

(Continued) Slide 5

Underpinning Equal

Employment Opportunity

legislation and Equity

principles

Requiring planning for truly effective

implementation

Involving or referring to a wide range of people from

diverse backgrounds (‘dimensions’)

Workplace diversity is a concept:


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Acquiring increasing

importance/significance

globally

Providing a range of perspectives on a wide number of operational and managerial issues

Highlighting the principle of

inclusivity/inclusion


Standard elements of diversity:

Age

Class

Disabilities

(Continued) Slide 7


Education levels

Ethnicity – in terms of race, cultural background, religion, spiritual practices, language spoken

Family-related issues – in terms of responsibilities and structure

Gender

Slide 8


The concept of workplace diversity:

Has evolved over time

Began with a focus on age, gender, race, religion and culture

Now grown into consideration of issues such as work-life balance, health-related issues and people’s preferences for flexible work arrangements

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http://smallbusiness.chron.com/elements-diversity-workplace-3020.html - Elements of diversity in the workplace

http://smallbusiness.chron.com/elements-diversity-workplace-3020.html


Managers and supervisors can role model appropriate behaviour by:

Realising all they say and do is on public show to others in the workplace

Creating a suite of supporting ‘Diversity’ documents to guide and direct workplace thinking and activities in relation to diversity

(Continued)

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Dealing immediately with inappropriate behaviour or language

Acknowledging good work by staff in relation to embracing and encouraging diversity in the workplace

(Continued) Slide 11


Themselves avoiding engaging in unacceptable behaviour or using unacceptable language

Celebrating successes flowing from having a diverse workforce

(Continued)

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Offering training and support to staff

Creating a genuinely diverse workforce through implementation of strategic action to include and encourage a diverse workforce from a wide range of diversity dimensions

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Create a climate where group identities do not inhibit employee ability to contribute

Group identity:

Refers to the way a group wants to be seen by others

Is based on factors they see as valuable/worthy

Requires the group to conform to the standards/criteria set and accepted by the group

Causes problems when individuals hold values different to those of the group

Is ‘the glue’ that holds many groupstogether

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Group identity has major influences in the workplace on:

How staff behave

The way they speak to others

The extent they communicate and share information

Their dress standards

Compliance levels with management/organisational and legislated requirements

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Group identities are

strongly linked to:

Cultural background

Gender

Age

Sexual preference/orientation


The following will help create the required workplace climate:

(Continued)

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Commit to an inclusive workforce

through verbal statements and written policies and procedures

Use a work-based team to generate and drive the initiative – rather than

impose the initiative ‘from above’

Develop a formal ‘Diversity

Strategy’ with defined

objectives and targets


(Continued)


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Develop policies to support and enable attainment of the objectives/targets in the Diversity Strategy

Put the policies in the Staff Handbook

Write/revise the ‘public statements’ of the business to reflect intentions

Make someone responsible for the initiative


(Continued)


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Introduce required workplace training

Identify diversity issues which are negatively impacting the workplace

Take immediate action to address identified issues

Provide necessary resources to support/enable the initiative



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Encourage participation and engagement

Involve managers and get them talking about diversity

Implement ‘zero tolerance’ for non-compliance with and/or breaches of requirements

Integrate individual goals with organisational goals

Create ‘Workplace Champions’


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Employing the merit-based approach means:

Hiring/promoting the ‘best person’ for the job

Ignoring irrelevant factors such as looks, age, gender

Using a competitive selection process

Making decisions based on selection criteria

Being able to defend/justify decisions made


Role of employment policies – to:

Guide and prescribe operational requirements in relation to employment-related activities

Ensure all employees are treated fairly and treated equally

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In relation to employment policies:

There is no generally agreed set of policies

Some organisations have more than others

Some organisations have few/no formal (written) policies

Most businesses will at least have:

• Staff recruitment policy

• Staff selection policy

• Staff promotion policy

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Businesses may also have the following employment policies:

Staff training

Issue/dispute resolution

Performance management

Staff leave

Staff entitlements

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It is important to note these policies:

Vary between employers

Change over time

Must reflect legislated obligations

Must be conveyed to new staff as part of Induction and Orientation program for the business

(Continued)

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Must be readily available for staff to access/read

Should be a focus of mandatory internal training

Sometimes combine two policies into one – for example ‘Staff Recruitment and Selection policy’

Will contain SOPs to follow to enable implementation of requirements

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Staff Recruitment policy should address:

Standard equity/inclusion/diversity statements which must be made in all job vacancy advertisements

Development of KSC for every position/vacancy

Checks to ensure no direct or indirect bias in advertising copy for job vacancies

(Continued)

Slide 27


Staff Recruitment policy should address:

Locations where job vacancy advertisements must be placed to ensure genuine opportunity for everyone

Requirement for job description to be provided

Inclusion of KSC in the job vacancy advertisement

Nomination of language to be used in the advertisement

Specification of how long position is to be advertised for

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Staff Selection policy should address:


Standard process for short-listing applicants

Confirmation of KSC

Personnel who will conduct

interviews


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Sta

ff S

ele

ctio

n p

olic

y s

ho

uld

a

dd

res

s:

Location/site of interviews

Type of interview including ancillary requirements/tests

Protocols for determining successful applicant

Notification to candidates


Staff Promotion policy should address:

Same principles applying o the Staff Recruitment and Selection policies

Accommodation of the Diversity Strategy of the organisation in relation to advancement of minority groups

Provide staff with career paths

Ensure adequate succession planning

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Plan, develop and implement work practices to respect workplace diversity

It is important to note:

Development of diversity practices may occur at same time/as part of process to develop the diversity policies

Diversity polices and practices/SOPs are often combined into the same/one document

All stakeholders need to be involved at this stage/in the process

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Keys to the planning process:

Ensure policies reflect/flow from Diversity Strategy

Read and understand all policies for which SOPs are required

Network with ‘relevant others’

(Continued)

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(Continued)

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Involve the workforce

Allocate sufficient resources

Set timelines and develop schedules



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Identify support needed for staff to implement as required

Determine (and advise staff) of consequences of failure to comply with requirements


(Continued)

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Important steps in the

development phase:

Write drafts of SOPs

Circulate drafts for comment

Revise drafts on basis of feedback received

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3


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Important steps in the

development phase:

Confirm alignment between Strategy, policy and SOP/s

Re-present revised drafts for approval

Submitted approved final drafts to management for authorisation

Integrate final product into internal operational protocols and documentation

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To optimise implementation of requirements:

Establish timetable for introduction and implementation

Provide necessary training

Nominate a transition phase

Remind staff of need for compliance

(Continued)

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To optimise implementation of requirements:

Provide support for staff

Monitor implementation

Revise SOPs as/if required

Report to management

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Possible topics for consideration:

Acknowledging religious and cultural celebrations

Appropriately allocating duties to particular staff members

Culturally appropriate mixing of staff




Training employees in a range of issues

Considering customers with special needs

Addressing workplace communication

Using personal differences of staff within the organisation




Tackling identified workplace barriers

Preparing and developing appropriate issue resolution procedures

Initiating flexible work practices

Incorporating the wearing of national or religious dress with staff uniforms required by the organisation

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Assist and coach colleagues to embrace diversity

Providing support may require/entail:

Delivering formal staff training courses to all operational staff

Delivering training to management-level staff

Conducting practical sessions/training

Providing regular forums and meeting opportunities for staff to discuss the initiative




Making ‘Diversity’ a standing agenda item

Encouraging staff to be self-reflective on their implementation of protocols

Developing a framework/infrastructure to support staff activities

Providing coaching




Making sure all promised/planned resources and support are actually being provided

Having an open-door policy for staff

Responding immediately to genuine problems identified as a result of implementation of the diversity initiative

Holding regular reviews of diversity policies and procedures

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Age

Class

Cultural background

Disabilities

Educational levels

Embracing diversity may relate to

acknowledging, understanding,

accepting, valuing, and celebrating differences

among people with respect to their:



Ethnicity

Family responsibilities

Family structure

Gender

Language






(Continued)

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Life experience

Marital status

Physical ability

Mental ability

Race






Slide 49

Political beliefs/activity

Sexual orientation/preference

Socio-economic

background

Special needs

Spiritual practices





Summary – Element 1

When encouraging respect for diversity in the workplace:

Be familiar with the concept and definition of workplace diversity

Appreciate the wide range of diversity elements/dimensions of diversity

Role model appropriate personal behaviour which demonstrates genuine respect for diversity



Create a positive and supportive climate/environment towards workplace diversity

Embrace inclusivity

Plan for successful implementation of workplace diversity

Prepare written plans and diversity protocols

(Continued)

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Ensure recruitment of employees provides employment opportunities to all groups

Use merit as the basis for staff selection and promotion

Align workplace practices/procedures with diversity plans and policies

(Continued)

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Value diversity and the benefits it brings to the organisation

Advise, assist and educate employees in relation to workplace diversity

Realise and respond to the unique nature of each individual workplace

Understand diversity is dynamic and demands constant attention

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Element 2 – Use diversity as an assetPerformance Criteria for this Element are:

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Recognise the skills of a diverse workforce and use diversity to enhance enterprise performance

Promote the benefits of productive diversity to colleagues

Actively canvas, consider and utilise different approaches, perspectives, options and solutions in accordance with the principles of managing diversity

Identify and minimise language, literacy and numeracy barriers to ensure full participation by all employees in work and development activities

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Recognise the skills of a diverse workforce to enhance performance

Ways to identify skills, knowledge and potential available to an organisation through its diverse workforce :

Reviewing CVs

Reviewing internal performance records

Reviewing internal training records

Talking to individual workers

(Continued)

Slide 55


Ways to identify skills, knowledge and potential available to an organisation through its diverse workforce :

Speaking with supervisors

Speaking with co-workers

Conducting trade tests

Observing workplace performance

Slide 56


Skills/knowledge of a diverse workforce can be used to enhance:

Management of the business

Work of colleagues

Experience of customers

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How each business will use its diverse workforce will depend on:

The blend of skills knowledge and experience which exist within the business

The nature of the business the organisation is in

The structure of the organisation

The plans for the business

Slide 58


Ways to use diversity in the workplace to enhance organisational performance:

Using staff with certain demographic characteristics to provide insight in to the needs, wants and preferences of people who share similar characteristics

Employing staff with diverse backgrounds in key operational roles in the enterprise to facilitate implementation of diversity among the workforce

(Continued)

Slide 59


Supporting the business in terms of management of the organisation – regarding:

• Achieving goals and targets

• Developing new deals, products and packages

• Advising on marketing

• Monitoring progress and feedback

Where management does not implement diversity in its workforce is being negligent and failing to demonstrate ‘due diligence’ towards the business.

Slide 60


‘Productivity diversity’ can be seen as:

An accepted economic strategy which intentionally leverages diversity to benefit the business (or a country)

Focussing on domestic business and international trade

A concept that values/respects the diverse nature of all people in society and aligns with and supports the principles of equity and social and economic justice

Encouraging utilisation of diverse skills to benefit worker, colleagues, business and customers

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Benefits of a diverse workforce/workplace diversity:

Demonstrated evidence of Equity principles the organisation may espouse

More innovation

Better customer service

(Continued)

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More efficient and effective operation of the business

Businesses are increasingly operating with a global market and a diverse workforce optimises engagement with these markets

Higher staff retention rates

(Continued)

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More varied, valuable and viable staff

Better problem-solving

Lower staff-related expenditures

Enhanced reputation/image of the business

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Ways to promote the benefits of productive diversity:


Making a formal presentation to management

Advising new employees of the

organisation’s commitment to

diversity

Verbally informing staff

about the benefits diversity

brings to the business


Ways to promote the benefits of productive diversity:

Slide 66

Placing informational posters around the workplace

Celebrating successful outcomes generated as result of the diversity initiative

Encouraging staff to participate

Making ‘diversity’ a standing topic’ at staff meetings

Utilise different approaches in accordance with principles of managing diversity

Strategies to demonstrate implementation of the principles of diversity management:

Treating people (staff and customers) as they should and need to be treated

Expecting people to be different

Realising the way a person looks is not a predictor of how they will behave

Recruiting employees from all dimensions of diversity




Including ‘diversity’ as a topic for managers who are being internally trained

Supporting staff to become the best they can be regardless of their background, origins or characteristics

Promoting and integrating representatives from all under-represented groups into key positions throughout the business

Taking whatever action is necessary to help ensure employees achieve and maintain a suitable ‘work-life balance’




Benchmarking diversity for their organisation

Strategically managing the employees within the organisation from each identified diversity dimension

Complying with any legal obligations imposed by legislation

Setting targets for diversity




Using the concept of ‘Diversity Champions’

Ensuring ongoing commitment to diversity

Promoting and ensuring inclusive practices

Actively managing the relationships which may occur as a result of a diverse workforce




Being prepared to conduct (and pay for) research on diversity issues

Taking prompt action to resolve diversity issues

Canvassing options for innovation in relation to managing diversity within the organisation

Avoiding narrow, stereotyped views of workers and people in general

Being flexible and open to using different approaches to staff rostering and management

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Identify and minimise language, literacy and numeracy barriers

It is important to address workplace-based LLN issues in relation to diversity for reasons such as:

Inability to speak or read the language of the organisation can prevent individuals from:

• Applying for jobs/vacancies

• Working as required

Poor literacy levels tend to exclude people from the workforce

Adequate numeracy/arithmetic skills are vital for ticketing, sales and cash handling

Slide 72


‘Language’ refers to:

Spoken and written words, phrases, grammatical structures, idiom, slang and jargon

Other forms of communication – body language, Braille, AUSLAN

A mix of languages that make up a discrete language

Slide 73


‘Literacy’ can be seen as:

Slide 74

Reading skills to understand written information

Writing skills

Oral communication skills

Skills to use digital technology


‘Numeracy’ can be seen as skills to carry out mathematical activities for work, in order to:

Perform calculations

Locate information in tables

Use numbers/statistics

Read various scales and maps



‘Numeracy’ can be seen as skills to carry out mathematical activities for work, in order to:

Measure distances

Plan time

Read and interpret tables, price lists and statistics

Problem solve

Record and interpret data

Slide 76


Ways to identify LLN barriers:

Conduct workplace diversity audit

Talk to individual staff

Analyse workplace documents completed by employees



Ways to identify LLN barriers:

Identifying indicative behaviours of LLN difficulties/problems

Speaking to customers/recipients of service

Using a trained LLN specialist

Reviewing individual staff performance records

Observing staff while they are working

Slide 78


Management of LLN barriers should feature:

A range of approaches

Use of options which best suit the individual needs of the learner

Methodology matching individual learning styles and preferences

(Continued)

Slide 79


Management of LLN barriers should feature:

Clear direction about the objectives of the learning

Accommodation of individual and cultural differences

A supportive environment

Slide 80


Approaches/options for managing LLN issues:

Using an external training provider to provide specialist LLN support

Employing within the business an LLN specialist or teacher

Using support available through government agencies

Obtaining input from local community support and/or voluntary services




Encouraging workers to generate personal word lists

Providing dictionaries in the workplace

Using a translator

Providing completed/model documents




Generating scripts

Making sure those with LLN problems are given opportunities to verbally discuss requirements of job tasks

Using visual communication to supplement the spoken and/or written word

(Continued)

Slide 83



Notifying staff at job interviews of the support available for anyone with LLN needs

Nominating a staff member to be the primary contact person for any employee with an LLN issue

Issuing awards

Buddying-up staff with more competent workers

Slide 84


When using diversity as an asset:

Identify the skills and talents brought to the business by each employee

Encourage input from staff, supervisors and customers

Take appropriate action to make the best use of the identified talents and experience

(Continued)

Slide 85


Make sure all employees understand the benefits which flow from a diverse workforce

Leverage the concept of ’productive diversity’

Understand and apply principles of managing diversity

(Continued)

Slide 86


Use the idea of ‘Diversity Champions’

Be prepared to implement the notion of affirmative action

Avoid stereotyping people

(Continued)

Slide 87


Make sure the way people look is not used to determine their potential/ability

Target language, literacy and numeracy barriers for attention to facilitate the engagement of a diverse workforce with employment

Slide 88

Element 3 – Deal with problems arising from diversity issuesPerformance Criteria for this Element are:

Slide 89

Recognise workplace problems that arise from diversity issues promptly and take action to resolve the situation

Identify training needs and take appropriate action

Use coaching and mentoring to assist colleagues to work successfully in a diverse environment

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Recognise workplace problems that arise from diversity issues

Most workplace diversity-related issues arise from:

Problems with communication:

• Lack of understanding of what is said/written

• Unintentional, objectionable words being used

• Inappropriate, unintentional body language

• Traditional barriers to communication

(Continued)

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Differing personal values

Different religious beliefs

Lack of knowledge about the other person

Stereo-typing

Lack of tolerance

Peer-group pressure

Co

nfl

icti

ng

bel

iefs

an

d v

alu

es:


Other non-diversity related

factors may cause

problems:

Slide 92

Personality conflicts

Misinformation

between people

Changed work

situations

Roster changes

Reduction in hours worked

Unacceptable workload


Ways to identify problems arising from diversity issues:

Personal observation of work

Talking to staff

Having an ‘open door’ policy

(Continued)

Slide 93


Ways to identify problems arising from diversity issues:

Having a standing agenda item of ‘Workplace issues’ or ‘Diversity’ at staff meetings

Putting in a Suggestion Box

Asking staff to pass on issues mentioned to them by others

Analysing staffing records

Slide 94


Examples of diversity-related workplace problems:

Direct and indirect discrimination

Harassment

Racism

(Continued)

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(Continued)

Slide 96

Organisational barriers to integration of diversity dimensions

People from minority groups employed at lower wage levels

Under-representation of minority groups



Slide 97

Inequitable access to resources and/or opportunities

Management reluctance to accommodate reasonable need

Lack of access for disabled

Culturally inappropriate workplaces


Action taken to address issues needs to:

Slide 98

Reflect individual

concerns/requirements

Target the real cause of

the issue

Be taken promptly Be applied

fairly


Action may/could include:

Ensuring requirements are known by all staff

Providing training

Planning and preparing

Consulting with staff to develop issue resolution procedures



Action may/could include:

Counselling employees

Disciplining staff

Restructuring the organisation

Reviewing and revising unacceptable and ineffective protocols

Slide 100


Indicative issue resolution procedures:

Intervene immediately

Bring the parties together

Explain the issue/s causing the problem

(Continued)

Slide 101



Listen to all parties

Allow people to be represented by others/colleagues

Provide/generate solutions

Obtain agreement on proposed solutions




Record what happened in the meeting

Implement the proposed/agreed solutions

Monitor implementation and fine-tune/adjust if necessary

Maintain confidentiality

Slide 103


‘Acceptance gaps’:

May be identified when monitoring implementation of workplace diversity protocols

Occur when the organisation has introduced initiatives to improve (in this case) diversity awareness and there are people within the business who are resistant to the change, meaning they are reluctant to implement requirements or refuse to do so

Slide 104


In relation to acceptance gaps:

Resistance does not usually occur because of stupidity, blind prejudice or dislike of others

Most resistance occurs as a result of:

• Fear of change

• A belief change will make their working life worse (in some way) than it currently is

Slide 105


It is usually the case:

Cause of resistance is not fact-based

Those who resist diversity initiatives would resist some other initiative if they were not contesting diversity

Slide 106



Fu

nda

me

nta

l re

aso

ns

for

resi

sta

nce

are

: Low self-esteem of the person

They are early adopters

They have an aggressive personality


Fundamental reasons for resistance are:

Slide 108

They have a negative personality

They have had a previous bad experience with diversity

They suffer from a victim mentality

They are simply unchangeable


In relation to training:

Professional assistance in training is always available

Government agencies and industry peak bodies may be able to help

Training is a good way of providing a response to diversity issues/problems

People who can be ‘won over’ through training make useful advocates for diversity going forward

Slide 109


Need for training can be determined through:

Slide 110

Internal identification

Management identification

Customer feedback


New staff must be provided with relevant training in terms of:

Initial explanations as part of formal Induction and Orientation program

Compulsory, internal ‘diversity’ training in the early stages of their employment

Slide 111


Existing staff who have undergone initial diversity training should have access to:

Refresher training

Notification regarding updates and changes to current protocols

Slide 112


Slide 113

Training can be seen as comprising four steps:

Preparation

Presentation

Performance

Follow-up


Preparation for training:

Takes time

Needs to determine what will be taught, when, where and how

Must address resources required

May need to consider assessment

Will often require development of session plans

Slide 114


Presentation (‘delivery’) of training must:

Stimulate and motivate learners

Build on knowledge learners already have

Feature ‘active learning’

Use role plays and demonstrations

Ask and encourage lots of questions

Slide 115


Performance of training needs to be tested – which can be achieved through:

Practical tests, role plays and demonstrations

Workplace observations of staff practice

Feedback from colleagues, supervisors and customers

Formal assessment is not required

Slide 116


Follow-up of training:

Occurs ‘some time’ after training has been completed

Is an evaluation of the training and its effectiveness

Features the use of many questions

Seeks to learn lessons for the future to make subsequent training better

Slide 117

Use coaching and mentoring to assist colleagues

Coaching for diversity may comprise:

Personal coaching

Lateral’ coaching

On-the-spot advice

An incident-led approach

Slide 118


Personal coaching:

Involves manager/supervisor providing the coaching

Builds credibility of manager/supervisor with those being coached

Demonstrates interest in staff

Proves commitment to workplace diversity

Slide 119


Lateral coaching:

Involves referring the matter (‘delegating’) to another suitable person

Is a legitimate action for management/supervisors to take

Is effective as staff learn better from their peers

Slide 120


Provision of on-the-spot advice is best delivered using techniques such as:

Slide 121

Verbal discussion

Demonstration

Role play


The incident-led approach:

Is effective when an issue has arisen and there is a need to address it

Requires counselling those involved towards an appropriate resolution

(Continued)

Slide 122



to assist anyone who is involved – for example:

• Employees, management or customers who are aggrieved/have been impacted by a diversity issue

• Anyone accused of in relation to a diversity issue

• Witnesses to a diversity issue/incident

(Continued)

Slide 123



Can require action such as:

• Listening to the complaint/situation/issue

• Explaining relevant protocols

• Assuring an investigation will take place

• Informing everyone of their rights

• Re-confirming position of the organisation in relation to workplace diversity

Slide 124


Tips to assist with coaching:

Actively listen to the person being coached

Provide a context for the information being delivered

Encourage questions

Give pragmatic advice



Tips to assist with coaching:

Use active learning techniques

Give lots of feedback on progress

Build on what the person already knows

Praise and congratulate the learner for achievements and effort

Slide 126


Mentoring:

Is a mutually beneficial relationship which involves a more skilled or experienced person helping a less skilled or experienced person to achieve their goals

Person providing the mentoring = Mentor

Person being mentored = Mentee

Slide 127



Keys to effective diversity

mentoring:

Mentor and mentee should share similar

characteristics

Process must be voluntary

Objectives must be identified and

agreed to


Slide 129

Keys to effective diversity

mentoring:

Both parties have the right to

cancel/quit the relationship

Adequate supporting resources must be

provided

Privacy/confidentiality must

be maintained


When dealing with problems arising from diversity issues:

Understand the factors which often underpin diversity-based workplace issues/problems

Identify issues quickly

Respond to identified issues promptly

(Continued)

Slide 130


Develop SOPs for effective resolutions

Involve staff in the development of resolution protocols

Encourage understanding and tolerance

Be proactive

(Continued)

Slide 131


Provide multiple avenues/opportunities for employees to raise issues

Respond to causes and not to symptoms

Promote/disseminate information on notification of issues and resolution procedures



Provide structured training to staff to support dealing with diversity issues in the workplace

Support training with coaching and mentoring where/if required

Encourage compliance with what is required

Take action to address ongoing non-compliance including discipline and dismissal if necessary

Slide 133

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Documents

diversity slide

diversity workplace

workplace slide

diversity issues

concept of workplace

continued slide

diversity managers

assessment slide