Bounce Fitness: Report on Diversity Policy and Implementation Strategy

This report provides a comprehensive analysis of Bounce Fitness's diversity policy. It begins by examining the existing diversity policy, highlighting its focus on diverse recruitment and equal treatment of employees from various cultural backgrounds. The report then explores the potential benefits of diversity, including increased market share and competitive advantage, and outlines the requirements for an effective diversity policy, such as consulting senior management and key stakeholders. A new equality policy is proposed, emphasizing equal treatment and opportunities for all staff members. An action plan is presented, detailing the steps to implement the new policy, including communication through emails and feedback mechanisms. The report also discusses strategies for promoting the new diversity policy through the company website and social media, along with tools for measuring the impact of policy implementation. Finally, the report reviews the information used to measure diversity policy and suggests improvements, such as using a Gantt chart for project management. References from academic journals are included to support the analysis.

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STUDENT NAME:
STUDENT ID:
TOPIC: DIVERSITY POLICY
DATE: 19-08-2019

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1 Diversity within Bounce fitness
Existing policy
The existing policy of Bounce fitness is the recruitment of diverse backgrounds as the
multinational organization considers diverse recruitment. The long term vision of the company is
to focus on larger diverse organization. The organization is a dynamic fitness corporation that
captures the market in Australia. A diverse workforce value is observed in the organization as it
helps to ensure that the employees are from diverse culture and are treated equally. The working
language that the organization uses is English, Spanish, Korean, French, etc. Thereby the
hierarchal structure ensures the mix of age, gender, and race while recruiting human resource.
Potential benefits of diversity
The potential benefits of diversity consider the increase in market share, competitive advantage
and ensuring business success while adopting the diverse policy in the organization. It is well
understood that the business focuses on strategic documents such as diversity policy, code of
conduct, workplace harassment, equal employment and personal policies (Badal & Harter 2014).
These documents are related to the company website with a diversity policy.
Requirements for diversity policy
For the requirement of diversity policy in an organization, it is important to consult senior
management that ensures important documents of diversity. The key stakeholders of the
organization such as internal stakeholders that even include employees of the organization
should be consulted for a diversity policy (Sabharwal 2014). With an effective diversity policy,
the organization will tend to have a better place in the market. large organizations always tend to
ensure that diversity policy is addressed in the organization so that employees work along with
harmony and trust to achieve organizational objective.
Access diversity policies
Several organizations have a similar diversity policy implemented in the business. Jetts Fitness
and Anytime Fitness are the fitness gyms that consider a similar working approach in the fitness
industry. A diverse workforce is selected in the organization to work on continuous development
and functional standards that support the growth of the industry. Diversity policy leads to
effective implementation of policy with accessibility and affordability standard is an important
goal in diversity policy implementation.

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2 Diversity policy and implementation plan
New diversity policy
Equality policy is the new diversity policy that can be drafted while researching the information.
Equal treatment to all the staff members leads to sustaining the business goal. A positive aspect
that works on supporting the environment of the business tends to ensure equality policy in the
organization (Ortlieb & Sieben 2014). Excellent teaching to the staff members, equally treating
the employees and encouraging employees to strive through a change in the plans is included in
the new diversity policy. The new diversity policy of equality ensures business responsibility and
tends to develop a positive attribute of professional activities in the business. Equality in terms of
skills and experience can be worked while making note of socio-economic measures in
supportive learning of staff. Commitment towards diversity and equality tend to ensure
recognized goals of the organization. An environment of equality and respect will enable
members in the organization to achieve the potential and derive benefits of equality in life.
Action plan
To put the equality policy in the organization, an action plan is prepared that ensures diversity in
the organization. Equal treatment will encourage diversity and address a good environment to
work in the organization (Nair & Vohra 2015). The new diversity policy needs to be planned and
discussed in the meeting. In the meeting, the stakeholders address relevant changes and copies of
new diversity policy is distributed so that the value of diversity policy is addressed to everyone
in the organization.
Providing copies of diversity policy
The copies of a new diversity policy are circulated in the organization while sending email to the
stakeholders. Email is an effective response to the message, thereby this is the best strategy to
provide the copies of diversity policy to the members. The email has a feedback section that
needs to be filled by the stakeholders. It is then expected that the feedback of diversity policy is
provided by members within a time limit provided in the email (Geiger & Jordan 2014).
Changes required
There are no specific changes that are required in the new policy. This means that the
stakeholders are happy with the new diversity policies as mentioned in the email.

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3 New diversity across Bounce Fitness
Promoting new diversity policy
To promote the new diversity policy of equality, it is important to take effective steps in the
organization. The website should mention the new diversity policy that will be adopted. Social
media is the major way to ensure that the diversity policy is addressed effectively and it
influences the people around Facebook and Instagram with the latest stories and updates about
the organization.
Measuring the impact of policy implementation
The tools and benchmarks that are developed for measuring the impact of policy implementation
are social media influence and website advertisement. Social media advertising is the best tool
that measures the response rate thereby if it is adopted in the best way, the policy implementation
shows a success rate (Anita & Swamy 2018).
Monitoring business activities
The business activity is monitored while comparing the current sales volume and expected sales
volume of the business. Team performance is assured while monitoring the profitability and sales
of the business. Thereby effective policy implementation must be addressed in terms of
organizational performance. Employees and teams should work in a way that helps to focus on
achieving a specific goal of the organization.
4 Review new diversity policy
Information used to measure diversity policy
To measure the diversity policy, several resources and articles were studied to ensure effective
implementation of diversity policy in an organization. It is important to research articles, case
studies and learn the policy implementation with several examples. Several areas need to be
improved in terms of policy implementation and policy selection (Cottrill, Lopez & Hoffman
2014). However, the information that is collected is of the best knowledge and ensures effective
planning and implementation of the diversity policy.

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Improvements
At several stages such as the action plan to be prepared for the new diversity policy, there can be
improvements relating to discussion and ideas of policy implementation. A Gantt chart can be
prepared while working on policy implementation which is the best strategy to focus on the
activities that need to be worked upon with specific time limits as mentioned. Start date and the
finish date of the activity needs to be followed by the stakeholders while following the Gantt
chart. A Gantt chart is rather used for long term projects that need to be completed, whereas a
new policy in the organization is a major attempt and withdrawing the current policy is the initial
step that needs to be taken. Thereby, there can be several sections such as demolition of current
policy, meetings to be held for a new policy, discussion of the new policy, deciding a new
diversity policy, implementing the new diversity policy and controlling the policy. These are
several activities that can be performed in the business while using a Gantt chart. As such using
the Gantt chart is the major improvement that needs to be made in the organization.

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References
Anita, R. & Swamy, V., 2018, Diversity management at workplace: Aspects, Challenges and
strategies, International Journal of Engineering Technology Science and Research, vol. 5, no. 1,
pp. 306-316.
Badal, S. and Harter, K, 2014, "Gender diversity, business-unit engagement, and performance,"
Journal of Leadership & Organizational Studies, vol. 21, no. 4, pp. 354-365.
Cottrill, K., Lopez, P. & Hoffman, C, 2014, How authentic leadership and inclusion benefit
organizations," Equality, Diversity & Inclusion, vol. 33, no. 3, pp. 275-292.
Geiger, K. & Jordan, C, 2014, The role of societal privilige in the definitions and practices of
inclusion, Equality, Diversity and Inclusion: An International Journal, pp. 261-274.
Nair, N. & Vohra, N, 2015, Diversity and inclusion at the workplace: A review of research and
perspectives, vol. 3, no. 34, pp. 1-36.
Ortlieb, R. & Sieben, B, 2014, The making of inclusion as structuration: empirical evidence of a
multinational company, Equality, Diversity and Inclusion: An International Journal, vol. 33, no.
3, pp. 235-248.
Sabharwal, M., 2014, Is diversity management sufficient? Organizational inclusion to further
performance, Public Personnel Management, vol. 43, no. 2, pp. 197-217.