Critical Analysis of Diversity Policy in Commonwealth Bank

Management 1
Management
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Management 2
Introduction
This task shall focus on the critical analysis of the diversity policy in the Common Wealth Bank
of Australia. The diversity policy shall focus on enhancing the inclusion of employees from a
diversified background into the organization which enhances the success of the organization
within the competitive business environment. Employee diversity refers to the involvement of
employees from different race, ethnicities, religion, gender, and culture into the daily operations
of the organization. All corporate essential supervision functions, communications progression,
and amenities craft a fair inclusive, harmonious and build an organization which is operational to
make a reasonable, inclusive, creative, cooperative and productive company (Worthington,
2016). Commonwealth Bank focuses on diversity issues such as gender, age, ethnicity,
indigenous and other related program and activities.

Management 3
Role played by commbank leaders in promoting diversity
Commonwealth Banks is a multinational bank in Australia with corporate branch diagonally in
the world in various countries such as the United Kingdom, New Zealand, and Fiji. It is typically
known as CBA or Commbank, and it offers financial services like commerce, retail, institutional
banking, investment, insurance, funds administration and booking amenities (Worthington,
2016). The corporate wealth bank management plays a very crucial role in managing diversity in
the organization by helping the people to feel appreciated and involved in the organization, and
this critically makes the Commonwealth Bank a great place to work. Also, the leaders focus on
the enhancement and securing of the financial wellbeing of the communities, people and
businesses. The C.E.O Matt Comyn ensures that all the employees are treated on equal grounds
within the organization despite of the gender, race, nationality and social status. He ensures
proper treatment of the aboriginal and the Torres Strait islanders the indigenous groups which are
usually despised in Australia. The Chairman Catherine Living stone ensures that the bank
embraces the culture of all the employees. These are two key leaders that enhance diversity
within the organization because they lead from the top.
The management team builds a diverse and inclusivity workforce where people feels they
belong. There are various strategies formulated by Commonwealth Bank to promote diversity
through various ways such as having the workers of different work experience, religious beliefs,
sexual orientation, physical ability, ethnicity, gender, and ages. The critical analysis was done by
reviewing the yearly reports and other commentaries of diversity in the Commonwealth Bank
(Lovelock, and Patterson, 2015).

Management 4
Diversity and work practices in the Commonwealth Bank
Commonwealth Bank of Australia has various forms of diversity such as the Age Diversity
where the bank has employees in various age categories working in different departments. The
organization has variously adjusted into the aging population. The data analysis reveals that a
minimal number of workers aged 65 and above are in the workforce. The Human Rights
Commission of Australia has found that, people aged 50 and an above reported to have to
experience age discrimination in the working environment during the last two years (Alembakis,
2018). This rose by a percentage of 32 for those aged between 62 and 64. The Commonwealth
Bank needs to look at the age diversity by offering a flexible work arrangement, and it will be
successful in mentoring and coaching the organization.
Another form of diversity embraced within the organization is the cultural diversity where the
diverse culture of Commonwealth Bank comprises the personnel from non- speaking English
states. A five-year numerical analysis displays the corporation is dedicated to workers from
different culture into their labor force. A decent rise in the percentage from 19.7 to 25.8 in the
earlier years. Therefore relating the other workforce, there is a need for the uplift of cultural
diversity to uphold upright stability of ethnicity and culture in the organizational surrounding
(Young, 2016). Another study data marked growth in the involvement perception. The Scanlon
study found refinement in skin color, ethnic origin or religion, the highest recorded level is seven
percentage point over 2012. In the Commonwealth Bank, still, they lack the cultural diversity in
their personnel.