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BSBDIV501 Manage Diversity in the Workplace Housekeeping Emergency procedures / Lift operations and times Mobiles and security Issues Break times and smoking policy This course is interactive – ask questions Practise respect and confidentiality Ground rules o NO FOOD OR DRINK IN CLASS o USE FLOOR 6 TO EAT ASSESSMENT TASKS AND DUE DATES o PRINTING AND EMAILING Objectives Know how to implement diversity policy Understand how to foster respect for diversity in the work team Learn how to promote the benefits of diversity Gain the essential skills and knowledge required for this unit Implement diversity policy 1.1. Locate and review diversity policy 1.2. Determine its application to the specific work context Diversity may relate to: Any form of difference, such as: o Ability, aptitude and disability o Age o Culture o Ethnicity o Gender o Language o Marital status or family arrangements. Such a policy would: Promote awareness of workplace diversity Develop and maintain a high level of recognition for a diverse and effective workforce Include policy where all employees are valued Develop a supportive workplace culture which allows employees to balance their work and personal life Provide a discrimination and harassment free workplace Embrace workplace diversity principles in recruitment and selection processes. By valuing workplace respect, individuals and teams benefit from: The breaking down of prejudices and avoiding stereotyping and a better framework for decision making Improved productivity and increased morale and commitment Improved communication and sharing of ideas A fair and equitable staff selection process. Acts Public Service Act 1999 Public Service Commissioner's Directions 1999 Racial Discrimination Act 1975 Sex Discrimination Act 1984 Australian Human Rights Commission Act 1986 Disability Discrimination Act 1992 Age Discrimination Act 2004 Fair Work Act 2009 Occupational Health and Safety Act 1991 Activity 1A Implement diversity policy 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 Actions may include: Displaying policy on noticeboards and other public areas Distributing copies of policy to staff Explaining policy to staff at meetings or other forums Reinforcing key messages from policy in supervisory discussions, performance appraisals or other interactions. You can pass on feedback and suggestions to relevant personnel via Email During meetings During appraisals Telephone Report format. Activity 1B and 1C Foster respect for diversity in the work team 2.1. Address own prejudices and demonstrate respect for difference in personal interactions Differences may include: Ability Age Belief systems/values Culture Expertise/experience/working styles Gender Interests Interpersonal style. Personal interactions may involve: Internal customers External customers Junior staff Colleagues Managers and supervisors Peers Stakeholders Recognise and respect individual differences in the workplace Treat each other with respect and dignity Provide a safe, secure and healthy workplace Make decisions genuinely based on equity and fairness Value the diversity of people Take appropriate action to eliminate discrimination. Diversity also 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 all employees. Creating an environment where all can succeed and is positive. Acting to promote diversity in the workplace. Prejudice is learned People can become prejudiced against certain groups because they feel threatened without justification. Firstly, recognise that a false belief can lead to the mistaken action of prejudice towards a group. Such false perception will lead to treating a group or individual unfairly. Conversely, the group or individual will immediately believe that the prejudice is purposely targeted and will not really consider you have made a false assumption. Keys to working with others involve: Responding to differences sensitively Communicating openly Listening Establishing respect and understanding Discussing issues as they arise. Activity 2A Foster respect for diversity in the work team 2.2. Aim for diversity in selecting and recruiting staff Questions that should be avoided are: Discriminatory questions: It is discriminatory and therefore illegal to ask questions relating to an applicant’s age, sex, sexual preference, religion and cultural and social views. Your job is to ensure that the candidate has the skills to do the job, not their personal preferences. Disability questions: It is illegal to discriminate against a person due to a disability unless the disability would interfere with the job being performed safely. Activity 2B Foster respect for diversity in the work team 2.3. Identify and address training needs to address issues of difference in the team Training needs may involve: Cultural competency training Culturally-specific training Diversity training Equal opportunity training Ethics training Grievance management training Human rights training Recruitment and selection training Workplace bullying, discrimination or harassment training. Activity 2C Foster respect for diversity in the work team 2.4. Manage tensions and encourage collaboration and respect between staff who struggle to work effectively with difference If you're a team member, then you need to communicate If you have a problem with someone in your group....communicate If you wish to raise a subject....communicate If you think you are being ignored....communicate more! Support a group member's ideas If a team member suggests something, always at least consider it – even if it's not in your view the smartest of ideas. Considering the group's ideas shows you're interested in other people's ideas, not just your own. Collaborative thinking shows you are a good team member. After all, nobody likes a know-it-all. Development programs and career path opportunities Attendance at courses Career planning Coaching Flexible learning Job rotation Mentoring On-the-job training Professional development Staff exchanges Succession planning. Mediation as an option Mediators are often useful to address potential or clearly evident issues of conflict. A mediator’s role is to help the employees or management negotiate an agreed solution. A neutral mediator makes no proposals and provides no advice. Mediation is helpful in an organisation where employees are having problems working together or where there are claims of discrimination or harassment. Activity 2D Foster respect for diversity in the work team 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 What is knowledge sharing? Is it just an activity that involves talking about what we know, or writing something down? Knowledge and skill sharing techniques will change according to the needs of the organisation or team. Different ways that team members may contribute: Creating positive energy within the team Fundamental literacy strengths (e.g. Particularly strong in visual literacy, written or spoken communication) Generating ideas Networks or spheres of influence Particular ways of thinking Powers of persuasion Problem-solving capacities Specific technical skills or knowledge Don’t blame others! People in your team will generally lose respect for you if you are constantly blaming others for not meeting deadlines or lacking in participation. Pointing the finger will only make you look inferior and not a team player. Group members will usually understand if certain team members have a higher level workload as part of the team than others. This is normal. How is difference a strength? Accepting differences will not only help staff morale but it will also broaden their views and outlook on life. You could learn a lot from someone from a different culture or someone who has a disability so do not look at them as though their difference is a hindrance. People from different religions or backgrounds may have a different opinion on how to sell an item or speak to a customer, or someone who can speak a second language could help when serving someone who does not speak English. Activity 2E Foster respect for diversity in the work team 2.6. Manage allegations of harassment and address complaints according to established organisational procedures Complaints may include: Informal complaints that are managed within the workplace. Formal complaints of discrimination or harassment to relevant commonwealth, state or territory antidiscrimination agencies under the federal antidiscrimination laws. Working toward containment of complaints You have the right processes, environments, culture, and systems in place. Managerial / leadership, focus, strategy, implementation, etc. Knowing what influences exists in your policies and procedures that could affect the way employees interact? Knowing or learning the potential resistance employees will have towards certain policies or procedures. To ensure any staff development program is a valid and workable plan Contain input from staff Respond to needs identified in staff feedback Be flexible enough to change as priorities shift Be consistent with the organisation’s overall planning and strategy process Support supervisors in their role as developers of staff and provide them with the appropriate levels of resources to achieve this. Work with employees to resolve personal grievances Counselling, if required, would likely include a policy document or guide to the process, as well intentioned counselling can often lead to legal conflict and questions as to applicability and method of approach and delivery. It would be quite obvious that any counselling format would include a positive and constructive manner of approach, but there would likely be many other impacts and stepping stones to avoid those impacts along the way. Dispute resolution procedures There are occasions when you need to resolve personal grievances and to prevent escalation of industrial relations conflicts through the organisation’s dispute resolution procedure. Employers may also refer to outside specialists, including an external industrial relations expert, an employment advocate available either privately or through employer associations, or services such as conciliation available through the state and federal Industrial Relations Commission. Activity 2F 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 Internal and external forums may include: Business meetings Conferences and seminars Newsletters and bulletins Professional networks Staff meetings Staff updates. Activity 3A Promote the benefits of diversity 3.2. Capture ideas and information from the diversity in the workforce to enhance products and services and contribute to competitive advantage This has been covered throughout 2.3 - 2.6 As we have already discussed, different people will have different ideas and information, which could be a result of them coming from a different background or political views, for example. What you may see as an appropriate display may be offensive to someone else, so if someone in your workforce can see that, it will be beneficial to your company to allow them to make a change. Activity 3B Promote the benefits of diversity 3.3. Support organisational efforts to value diversity Demonstrate positive diversity areas including: Sexual orientation Geographic cultural background Thinking and communication style Work function for disability Religion Work styles that are not valued and are even discouraged. As a Marketing Strategy Ensure relations with customers and clients demonstrate that diversity is valued by the business: Special achievements can be awarded and promoted to customers about employees with a range of diverse backgrounds and ability. The fact that the organisation is recognising employees and making it public through newsletters or other social media, is clear evidence by customers of those recognised there is a diverse and acceptable cultural balance in that business. Activity 3C Skills and Knowledge Activity Major Activity This activity should take 1-2 hours to complete and can be found at the end of your workbook. Your instructor will let you know whether they wish for you to complete it in session time or your own time. Summary and Feedback Did we meet our objectives? How did you find this session? Any questions? Congratulations! You have now finished the unit… ‘Manage Diversity in the Workplace’