Analyzing and Improving the Diversity Policy at Bounce Fitness Center

This report provides a detailed analysis of the diversity policy at Bounce Fitness Center. It begins by researching the existing diversity system, highlighting the company's commitment to equal treatment and its recruitment and training practices. The report then compares Bounce Fitness's policy with that of Commonwealth Bank, identifying areas for improvement, such as implementing an appointment policy based on merit and aligning with relevant laws. The core of the report is a draft of a new discrimination policy, outlining its purpose, covered parties, defined terms (including direct, indirect, and associative discrimination, as well as victimization and third-party harassment), and an implementation plan. The report also discusses how to promote the policy using existing committees, leadership engagement, company intranets, and communication through training programs. Finally, it details tools and benchmarks for measuring the impact of the policy implementation, including monthly surveys and feedback mechanisms. The report concludes by emphasizing the importance of monitoring business activities and staff performance to ensure the policy's effectiveness and continuous improvement.

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DIVERSITY POLICY
Student By (Name)
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REPORT ON DIVERSITY POLICY OF BOUNCE FITNESS CENTER
Task One Research Diversity
Existing System
The bounce fitness has procedures to ensure that everyone is treated equally even if they
have different beliefs to others. The management of the company recognizes that for every
diverse opinion and culture leads to the benefit of the organization. The success of the business is
grounded on the operation of the people. If people are treated with dignity and respect despite
their diversity, they are likely to perform. Therefore, treating people with dignity is the priority
of the bounce fitness center (Baker et al. 2017).
From their recruitment policy, the bounce fitness recruits people from all over the world
without discrimination. This is in line with the Commonwealth human rights and equal
opportunity act. The fair opportunity act of 2010 acknowledges that it is unlawful to discriminate
against an individual by personal characteristics. These personal characteristics might be diverse
from one person to another but should not be the basis of discrimination. The bounce fitness,
therefore, recruits from different age and cultures all over the world. This is achieved by making
sure the recruiting panel led by the CEO are from different cultures and of diverse viewpoints.
The committee therefore after being diverse it will recruit various members (Barak 2016).
Lastly, the bounce fitness organization organizes training for diversity. In this training
culturally appropriate communication skills are taught to both the new member and old
members. The new members are inducted into the program while the old member act as a
reminder to them. The programs in the training include; assisting in education, flexible work
arrangements, open communication skills and frequent diversity workshops.
Policy benefits

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Some of the benefits that the bounce fitness center has gained due to their diversity policy
include; improved relations between the company and the society. Considering the professional
transparency in the organization, the organization has a great relationship with the community.
Secondly, the diverse age employed at the business creates an opportunity for the young aged
workers to learn from the experience of the older workers who have been in the market for quite
a long time. The employees are also able to share their diverse skills freely since they are not
judged by it (Boczar et al. 2018).
Access from a different organization
The diversity policy of bounce fitness center can be compared to the Commonwealth
Bank diversity policy. The diversity policy of the bank is based on the assumption that their
employees are supposed to be a reflection of their customers and their local community. Their
diversity policy is, therefore, community and customer based. The group, therefore, has plans
that include recruitment, talent development, skills enhancement, retention of employees,
mentoring and coaching programs, succession planning, among other policies that ensure the
organization achieves diversity. The two primary systems of the group are the workplace
conduct. Workplace conduct is focused on eliminating all forms of unlawful discrimination,
harassment and bullying that takes place in the workplace environment and the appointment to
role policy (Carroll, Primo and Richter 2016).
Improving diversity policy
The bounce fitness policy center could use the appointment policy. This is appointment
based on merit. A fair and effective date that is based on the roles of each employee and how
they performed in each of them. There should be the broadest pool of diverse candidates. These
can only be achieved when the employees are retained for a long time. They should also be

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deployed in roles that maximize their contribution to the organization. Each employee should,
therefore, be asked to identify the place where their workforce would work well. The bounce
fitness will, thus, increase their diversity policy if they begin to use the appointment role policy
(Cascio 2018).
The commonwealth diversity policy is relevant to the bounce fitness policy. Their
workplace conduct which they refer to us equal employment opportunity policy contains the
pertinent laws that can be used for bounce fitness center. All the employees who show any
harassment act to fellow employees especially based on gender are submitted to lawful
authorities. They are charged with unlawful discrimination. The workplace conduct should,
therefore, be drafted by the legislative laws of the bounce fitness organization. This will be in
line with the territory law of the state (García-Meca, Sanchez and Martínez-Ferrero 2015)
Task Two Draft Diversity Policy
Discrimination Policy Draft
Purpose of the policy
The bounce fitness center is committed to promoting equality and diversity hence the
selection of the discrimination policy.
The bounce fitness policy develops this policy concerning the equality act of 2010. The
equality code of conduct and practices provided by the legislature in promoting equality. The
center aims to pro-actively tackle discrimination acts aimed at any individual about employment
or accessing the organization's services (Hargreaves et al. 2015).
The protected characteristics being referred to in the policy are obtained from
Commonwealth human rights and equality act. They include gender, race, age, beliefs, culture,
religion and traditional practices.

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All the issues regarding bullying and harassment will be covered in this discrimination
policy.
Covered Parties and Their Roles
All the workers have the responsibilities of guarding the policy and protect any
actions that go against any spirit preventing the implementations of these policies. The
general staff of the bounce fitness center must (Kim, Lee and Kim 2015)
 Report any suspected discriminatory acts.
 Cooperate with the policies that promote equality
 Not harass or discriminate against others on any protected characteristics.
 Victimize anyone according to how they relate to any other employees.
The Defined Term of the Policy
Discrimination policy is developed to improve the bounce fitness policy of
diversity. Discrimination may take many forms as recognized by human rights equality
act. The various perceptions are mentioned in the law as the following.
Direct discrimination. Any form of treatment done in favor of the other due to
protected characteristics of one of the parties. The protected characteristics according to
law include; race, religion, gender, sex, and many other forms (Lussier and Hendon
2017).
Discrimination by perception. Occurs when one shows any form of harassment
because they think they possess any protected characteristics. This might happen even if
the individual doesn’t own any of those characteristics.

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Associative discrimination. Any act of discrimination shown to anyone who
possesses the protected characteristics (Lussier and Hendon 2017).
Indirect discrimination. A form of harassment to any of the protected
characteristics but giving reasons that have legitimate aims. An example if any of the
bounce fitness employees decide to wear caps or shirt with discriminative words written
on them. This is considered a form of discrimination on the protected characteristics
(Lussier and Hendon 2017).
Dual discrimination. When a person is treated unfavorably because they possess
two of the protected characteristics. For example, gender and race. For example,
harassing a black woman. This will be considered a form of discrimination (Lynch 2017).
Victimization. When an employee will be treated unfavorably because they
supported a complaint from a person with discriminative characteristics. An example is
an employee refused a chance to work flexibly by a manager since they endorsed a
discrimination claim by the manager to another employee (Lynch 2017).
Third party harassment. When a client or customer will discriminate an employee
of the bounce fitness center from outside. The employee will be allowed to take legal
actions against the client. The harassed employee will receive full support from the
management of bounce fitness center (Lussier and Hendon 2017).
Implementation and Action Plan of the Discrimination Policy
The first step of implementation is communication. The system will be made
available on the intranet of the external website of the bounce fitness center. A copy will
also be given to the HR department that will provide it to each employee of the bounce
fitness center (Lynch 2017).

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The intranet network has a point of feedback from each employee. Therefore,
each employee after reading the policy will be expected to provide a written in-depth
feedback. The input will be submitted to the HR department. Each contribution will be
used in bettering the system (McMahon, Esfahani and Squire 2014).
The details of the policy will be communicated through the training program that
will be organized to all current staff and new starters. The staff will undergo two-week
training on the system. The first week will involve preparation of all the team together.
The training will be done on the requirement of the law and the protected characteristics.
The second week will include the practice based on the roles and responsibilities of each.
The board and the CEO will be trained separately, the managers will be prepared
independently, and all the other staff will be taught individually on the last day of training
(McMahon, Esfahani and Squire 2014).
Related Policies
The drafted discrimination policy does not have significant changes on the
existing diversity policy except in some few areas. The current discrimination policy does
not provide an in-depth term analysis of various forms of discrimination as provided for
in the current draft. This draft, therefore, expands the multiple forms of discrimination
that will be punishable by law (Rees and Smith 2017).
The current policy of the bounce fitness discrimination policy only limits its
action to the employees and staff of bounce fitness center. The diversity policy practices
are only applied to the team. The new draft, however, involves the third party. The third
party includes any outsiders that will show discrimination actions. Therefore, during the
diversity practices, the open communication that is only done to staff will also be done to

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clients. The organization will have posters and notices all over the halls of the premises
that will warn against discriminative actions to the customers and the clients of the
organization (Rees and Smith 2017).
Task Three
Implementing the Diversity Policy
Promoting the diversity policy across the bounce fitness center.
Use of the existing committee of diversity. The stand-alone committee that is
already in existence will help in the promotion of the new policy. Since the committee
represents all the faces in the organizations' workforce (Rugman and Verbeke 2017). The
leadership from the CEO and the managers will be encouraged to play a visible role.
They will organize training for all the members under them (Rugman and Verbeke 2017).
The committee will also organize speakers and mentors from community outreach
program that speak to the employees and staff of bounce fitness center. This will help in
showing the different views of the policy to the employees. The program will be useful if
they are done over a luncheon with the speakers (Rugman and Verbeke 2017).
Use of the company intranets. The committee and other staff are allowed to post
any updates about bounce fitness diversity discrimination policy. In this intranet, the
committee will develop a video program where everyone promotes their unique feature.
This will make everyone change their perspectives about others. Each group will be
interviewed for their protected characteristics. Since there are many branches of bounce
fitness it more accessible to measure the implementation across all the departments
(Schiller 2017).
Task Four

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Review Diversity Policy
Tools and benchmarks to measure the impact of policy implementation.
There are monthly surveys that will be organized to measure the discrimination
policy. The studies will be conducted on the extranets by providing interview questions
that will require short and long answers. The committee will encourage each of the
members to participate in the survey (Siddiki et al. 2015).
The video on the extranets has a segment of comments after and before watching.
The comment before watching will allow the measuring of how the employees feel about
the policy. After watching the short film about the system. The comment afterward
makes the committee measure the impact of change it has had on the commenting
individual (Siddiki et al. 2015).
The video and the survey will, therefore, act as the benchmark for measuring the
impact of the policy implementation.
Monitoring of business activities and staff performance to ensure diversity policy is
effectively implemented.
The managers of the bounce fitness center will play the critical role in this stage.
They have to implement the policy in their day to day management of staff. They also
have to make sure each of their staff act by the discrimination policy. They also have to
provide the necessary support to the team that will need time to adapt to the new systems
(Stander and Thomsen 2016).
The managers will be given a monitoring interview that for every employee that
works under them. They monitor each employee and provide a result of each concerning
adapting to the discrimination policy. The managers are to be followed by the CEO.

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Since they are not many of them, the CEO will have an easy time to watch each of them.
The managers will also be given a mandate of refuting false discrimination claims
(Stander and Thomsen 2016).
Measuring discrimination diversity policy and area for improvements.
The group organized an assessment of the discrimination policy. The
measurement began from the aims of the system and what goals are department seeking
to achieve. The targets are measured against the legislative laws of equality and laws. The
measurement also covers the people that are covered by the policy. The duration that the
system will operate before it is reviewed (Tricker 2015).
The measurement goes further to identify if there is any implication for people
who go against the policy. Is there any compensation discussed in the system for people
with protected characteristics who have undergone discrimination? By the legislative
laws (Tricker 2015).
The assessment also inquired about the impact the policy will have on the
stakeholders and other employees of the bounce fitness center. If the effect is positive,
then the system should be adopted by the organization. If the impact is negative, the vice
versa should be done. The positive impact can only be measured by the pilot program
organized in the main branch of the organization (Tricker 2015).
Improvement to be made. The policy does not mention the punishable measures
of people who do not perform concerning the plan. The plan also limits the protected
characteristics. Protected characteristics also involve persons living with disabilities.
These people with disability range from visually impaired to people living with diabetes
as is stipulated in the people living with disability 2010 ACT. The policy also fails to

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recognize the duration that the plan will take before it is reviewed or even a new one
made again. These changes have to be made in the discrimination policy (Yasodha et al.
2018).
Changes to the original policy
The discrimination policy will undergo changes that include the following.
Anyone of the employees that will be found to have gone against the plan will experience
the following criminal activities (Yasodha et al. 2018).
The employee will step aside from offering their services to bounce fitness center
as the investigation continues. If the employee is found guilty of any of these
discrimination policies, they lose their job immediately and are submitted to a court of
law. The dismissal may be done without any prior notice. They are charged with an
unlawful act of discrimination under the discrimination act of 2010. The protected
characteristics are not only limited to the described features but are also open to persons
with disabilities (Smith 2018).
The duration of the policy. The implementation will take up to three years before
a review is done. The human resource department will do the analysis. They will be
responsible for ensuring maintenance, regular review, and updating of the policy (Smith
2018).
Any breaches of the policy will be regarded as misconduct and will attract
financial penalties. They are not considered as the discrimination acts. Discrimination
acts are deemed to be gross misconduct and will draw blatant penalties as already
stipulated (Smith 2018).

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