MANAGE WORKPLACE DIVERSITY
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D1.HML.CL10.11 D1.HRM.CL9.02
D2.TRM.CL9.13
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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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:
Role model individual behaviour that demonstrates respect for diversity
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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
Role model individual behaviour that demonstrates respect for diversity
Standard elements of diversity:
Age
Class
Disabilities
(Continued) Slide 7
Role model individual behaviour that demonstrates respect for diversity
Education levels
Ethnicity – in terms of race, cultural background, religion, spiritual practices, language spoken
Family-related issues – in terms of responsibilities and structure
Gender
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Role model individual behaviour that demonstrates respect for diversity
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
Role model individual behaviour that demonstrates respect for diversity
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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Role model individual behaviour that demonstrates respect for diversity
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
Role model individual behaviour that demonstrates respect for diversity
Themselves avoiding engaging in unacceptable behaviour or using unacceptable language
Celebrating successes flowing from having a diverse workforce
(Continued)
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Role model individual behaviour that demonstrates respect for diversity
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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Create a climate where group identities do not inhibit employee ability to contribute
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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Create a climate where group identities do not inhibit employee ability to contribute
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Group identities are
strongly linked to:
Cultural background
Gender
Age
Sexual preference/orientation
Create a climate where group identities do not inhibit employee ability to contribute
The following will help create the required workplace climate:
(Continued)
Slide 17
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
The following will help create the required workplace climate:
(Continued)
Create a climate where group identities do not inhibit employee ability to contribute
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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
The following will help create the required workplace climate:
(Continued)
Create a climate where group identities do not inhibit employee ability to contribute
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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
The following will help create the required workplace climate:
Create a climate where group identities do not inhibit employee ability to contribute
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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’
Use merit-based policies for recruitment, selection and promotion
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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
Use merit-based policies for recruitment, selection and promotion
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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Use merit-based policies for recruitment, selection and promotion
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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Use merit-based policies for recruitment, selection and promotion
Businesses may also have the following employment policies:
Staff training
Issue/dispute resolution
Performance management
Staff leave
Staff entitlements
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Use merit-based policies for recruitment, selection and promotion
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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Use merit-based policies for recruitment, selection and promotion
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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Use merit-based policies for recruitment, selection and promotion
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)
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Use merit-based policies for recruitment, selection and promotion
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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Use merit-based policies for recruitment, selection and promotion
Staff Selection policy should address:
(Continued) Slide 29
Standard process for short-listing applicants
Confirmation of KSC
Personnel who will conduct
interviews
Use merit-based policies for recruitment, selection and promotion
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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
Use merit-based policies for recruitment, selection and promotion
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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Plan, develop and implement work practices to respect workplace diversity
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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Plan, develop and implement work practices to respect workplace diversity
Keys to the planning process:
(Continued)
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Involve the workforce
Allocate sufficient resources
Set timelines and develop schedules
Plan, develop and implement work practices to respect workplace diversity
Keys to the planning process:
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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
Plan, develop and implement work practices to respect workplace diversity
(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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Plan, develop and implement work practices to respect workplace diversity
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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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Plan, develop and implement work practices to respect workplace diversity
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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Plan, develop and implement work practices to respect workplace diversity
To optimise implementation of requirements:
Provide support for staff
Monitor implementation
Revise SOPs as/if required
Report to management
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Plan, develop and implement work practices to respect workplace diversity
Possible topics for consideration:
Acknowledging religious and cultural celebrations
Appropriately allocating duties to particular staff members
Culturally appropriate mixing of staff
(Continued) Slide 40
Plan, develop and implement work practices to respect workplace diversity
Possible topics for consideration:
Training employees in a range of issues
Considering customers with special needs
Addressing workplace communication
Using personal differences of staff within the organisation
(Continued) Slide 41
Plan, develop and implement work practices to respect workplace diversity
Possible topics for consideration:
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
(Continued) Slide 43
Assist and coach colleagues to embrace diversity
Providing support may require/entail:
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
(Continued) Slide 44
Assist and coach colleagues to embrace diversity
Providing support may require/entail:
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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Assist and coach colleagues to embrace diversity
(Continued) Slide 46
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:
Assist and coach colleagues to embrace diversity
(Continued) Slide 47
Ethnicity
Family responsibilities
Family structure
Gender
Language
Embracing diversity may relate to
acknowledging, understanding,
accepting, valuing, and celebrating differences
among people with respect to their:
Assist and coach colleagues to embrace diversity
(Continued)
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Life experience
Marital status
Physical ability
Mental ability
Race
Embracing diversity may relate to
acknowledging, understanding,
accepting, valuing, and celebrating differences
among people with respect to their:
Assist and coach colleagues to embrace diversity
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Political beliefs/activity
Sexual orientation/preference
Socio-economic
background
Special needs
Spiritual practices
Embracing diversity may relate to
acknowledging, understanding,
accepting, valuing, and celebrating differences
among people with respect to their:
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
(Continued) Slide 50
Summary – Element 1
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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Summary – Element 1
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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Summary – Element 1
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)
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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 :
Speaking with supervisors
Speaking with co-workers
Conducting trade tests
Observing workplace performance
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Recognise the skills of a diverse workforce to enhance performance
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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Recognise the skills of a diverse workforce to enhance performance
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
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Recognise the skills of a diverse workforce to enhance performance
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)
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Recognise the skills of a diverse workforce to enhance performance
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.
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Promote the benefits of productive diversity to colleagues
‘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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Promote the benefits of productive diversity to colleagues
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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Promote the benefits of productive diversity to colleagues
Benefits of a diverse workforce/workplace diversity:
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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Promote the benefits of productive diversity to colleagues
Benefits of a diverse workforce/workplace diversity:
More varied, valuable and viable staff
Better problem-solving
Lower staff-related expenditures
Enhanced reputation/image of the business
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Promote the benefits of productive diversity to colleagues
Ways to promote the benefits of productive diversity:
(Continued) Slide 65
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
Promote the benefits of productive diversity to colleagues
Ways to promote the benefits of productive diversity:
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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
(Continued) Slide 67
Utilise different approaches in accordance with principles of managing diversity
Strategies to demonstrate implementation of the principles of diversity management:
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’
(Continued) Slide 68
Utilise different approaches in accordance with principles of managing diversity
Strategies to demonstrate implementation of the principles of diversity management:
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
(Continued) Slide 69
Utilise different approaches in accordance with principles of managing diversity
Strategies to demonstrate implementation of the principles of diversity management:
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
(Continued) Slide 70
Utilise different approaches in accordance with principles of managing diversity
Strategies to demonstrate implementation of the principles of diversity management:
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
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Identify and minimise language, literacy and numeracy barriers
‘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
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Identify and minimise language, literacy and numeracy barriers
‘Literacy’ can be seen as:
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Reading skills to understand written information
Writing skills
Oral communication skills
Skills to use digital technology
Identify and minimise language, literacy and numeracy barriers
‘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
(Continued) Slide 75
Identify and minimise language, literacy and numeracy barriers
‘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
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Identify and minimise language, literacy and numeracy barriers
Ways to identify LLN barriers:
Conduct workplace diversity audit
Talk to individual staff
Analyse workplace documents completed by employees
(Continued) Slide 77
Identify and minimise language, literacy and numeracy barriers
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
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Identify and minimise language, literacy and numeracy barriers
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)
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Identify and minimise language, literacy and numeracy barriers
Management of LLN barriers should feature:
Clear direction about the objectives of the learning
Accommodation of individual and cultural differences
A supportive environment
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Identify and minimise language, literacy and numeracy barriers
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
(Continued) Slide 81
Identify and minimise language, literacy and numeracy barriers
Approaches/options for managing LLN issues:
Encouraging workers to generate personal word lists
Providing dictionaries in the workplace
Using a translator
Providing completed/model documents
(Continued) Slide 82
Identify and minimise language, literacy and numeracy barriers
Approaches/options for managing LLN issues:
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)
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Identify and minimise language, literacy and numeracy barriers
Approaches/options for managing LLN issues:
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
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Summary – Element 2
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)
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Summary – Element 2
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)
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Summary – Element 2
Use the idea of ‘Diversity Champions’
Be prepared to implement the notion of affirmative action
Avoid stereotyping people
(Continued)
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Summary – Element 2
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
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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)
Slide 90
Recognise workplace problems that arise from diversity issues
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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:
Recognise workplace problems that arise from diversity issues
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
Recognise workplace problems that arise from diversity issues
Ways to identify problems arising from diversity issues:
Personal observation of work
Talking to staff
Having an ‘open door’ policy
(Continued)
Slide 93
Recognise workplace problems that arise from diversity issues
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
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Recognise workplace problems that arise from diversity issues
Examples of diversity-related workplace problems:
Direct and indirect discrimination
Harassment
Racism
(Continued)
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Recognise workplace problems that arise from diversity issues
Examples of diversity-related workplace problems:
(Continued)
Slide 96
Organisational barriers to integration of diversity dimensions
People from minority groups employed at lower wage levels
Under-representation of minority groups
Recognise workplace problems that arise from diversity issues
Examples of diversity-related workplace problems:
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Inequitable access to resources and/or opportunities
Management reluctance to accommodate reasonable need
Lack of access for disabled
Culturally inappropriate workplaces
Recognise workplace problems that arise from diversity issues
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
Recognise workplace problems that arise from diversity issues
Action may/could include:
Ensuring requirements are known by all staff
Providing training
Planning and preparing
Consulting with staff to develop issue resolution procedures
(Continued) Slide 99
Recognise workplace problems that arise from diversity issues
Action may/could include:
Counselling employees
Disciplining staff
Restructuring the organisation
Reviewing and revising unacceptable and ineffective protocols
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Recognise workplace problems that arise from diversity issues
Indicative issue resolution procedures:
Intervene immediately
Bring the parties together
Explain the issue/s causing the problem
(Continued)
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Recognise workplace problems that arise from diversity issues
Indicative issue resolution procedures:
Listen to all parties
Allow people to be represented by others/colleagues
Provide/generate solutions
Obtain agreement on proposed solutions
(Continued) Slide 102
Recognise workplace problems that arise from diversity issues
Indicative issue resolution procedures:
Record what happened in the meeting
Implement the proposed/agreed solutions
Monitor implementation and fine-tune/adjust if necessary
Maintain confidentiality
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Identify training needs and take appropriate action
‘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
Identify training needs and take appropriate action
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
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Identify training needs and take appropriate action
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
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Identify training needs and take appropriate action
(Continued) Slide 107
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
Identify training needs and take appropriate action
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
Identify training needs and take appropriate action
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
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Identify training needs and take appropriate action
Need for training can be determined through:
Slide 110
Internal identification
Management identification
Customer feedback
Identify training needs and take appropriate action
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
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Identify training needs and take appropriate action
Existing staff who have undergone initial diversity training should have access to:
Refresher training
Notification regarding updates and changes to current protocols
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Identify training needs and take appropriate action
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Training can be seen as comprising four steps:
Preparation
Presentation
Performance
Follow-up
Identify training needs and take appropriate action
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
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Identify training needs and take appropriate action
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
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Identify training needs and take appropriate action
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
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Identify training needs and take appropriate action
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
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Use coaching and mentoring to assist colleagues
Coaching for diversity may comprise:
Personal coaching
Lateral’ coaching
On-the-spot advice
An incident-led approach
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Use coaching and mentoring to assist colleagues
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
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Use coaching and mentoring to assist colleagues
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
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Use coaching and mentoring to assist colleagues
Provision of on-the-spot advice is best delivered using techniques such as:
Slide 121
Verbal discussion
Demonstration
Role play
Use coaching and mentoring to assist colleagues
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)
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Use coaching and mentoring to assist colleagues
The incident-led approach:
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)
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Use coaching and mentoring to assist colleagues
The incident-led approach:
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
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Use coaching and mentoring to assist colleagues
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
(Continued) Slide 125
Use coaching and mentoring to assist colleagues
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
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Use coaching and mentoring to assist colleagues
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
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Use coaching and mentoring to assist colleagues
(Continued) Slide 128
Keys to effective diversity
mentoring:
Mentor and mentee should share similar
characteristics
Process must be voluntary
Objectives must be identified and
agreed to
Use coaching and mentoring to assist colleagues
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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
Summary – Element 3
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)
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Summary – Element 3
Develop SOPs for effective resolutions
Involve staff in the development of resolution protocols
Encourage understanding and tolerance
Be proactive
(Continued)
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Summary – Element 3
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
(Continued) Slide 132
Summary – Element 3
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
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