BSBDIV501: Student Assessment Tasks on Workplace Diversity

This document presents the student's responses to Assessment Task 1: Written Questions for the BSBDIV501 Manage diversity in the workplace unit. The assessment covers key aspects of diversity management, including the definition of diversity management, reasons for valuing diversity in organizations, and strategies for building a diverse workforce. The student provides detailed answers to questions on implementing diversity policies, building inclusive workplaces, and addressing discrimination and bias. The responses demonstrate an understanding of the importance of diversity and inclusion, as well as the practical steps organizations can take to foster a more equitable and diverse work environment. The assessment also requires the student to understand the legal and ethical considerations related to diversity and inclusion in the workplace. The answers provided are well-structured and demonstrate a comprehensive understanding of the subject matter.

Student Assessment Tasks
BSBDIV501 Manage diversity in the workplace
STUDENT NAME:
STUDENT ID:
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BSBDIV501 Manage diversity in the workplace Student Assessment Tasks
Assessment information
The assessment tasks for BSBDIV501 Manage diversity in the workplace are included in this Student
Assessment Tasks booklet and outlined in the assessment plan below.
• To be assessed as competent for this unit, you must complete all of the assessment tasks
satisfactorily.
Assessment plan
Assessment Task Overview

1. Written questions You must correctly answer all questions.
2. Diversity report This assessment requires you to review and
research current practices in diversity and
make suggestions for how the diversity policy
for Kingfisher Garden Centre can be improved.
Assessment preparation
Please read through this assessment thoroughly before beginning any tasks. Ask your assessor for
clarification if you have any questions.
When you have read and understood this unit’s assessment tasks, print out the Student Assessment
Agreement. Fill it out, sign it and hand it to your assessor, who will countersign it and keep it on file.
Keep a copy of all of your work, as the work submitted to your assessor will not be returned to you.
Assessment appeals
If you do not agree with an assessment decision, you can make an assessment appeal as per your
RTO’s assessment appeals process.
You have the right to appeal the outcome of assessment decisions if you feel you have been dealt with
unfairly or have other appropriate grounds for an appeal.
Assessment instructions
Each assessment task in this booklet consists of the following:
Assessment Task Cover Sheet
This must be filled out, signed and submitted with your assessment responses.
If you are submitting hardcopy, the Assessment Task Cover Sheet should be the first page of each task’s
submission.
If you are submitting electronically, print out the Assessment Task Cover Sheet, fill it out, sign it and then
scan and submit the file.
The Assessment Task Cover Sheet will be returned to you with the outcome of the assessment, which will be
satisfactory (S) or unsatisfactory (U). If your work has been assessed as being not satisfactory, your
assessor will include written feedback on the Assessment Task Cover Sheet giving reasons why. Your
assessor will also discuss this verbally with you and provide advice on reassessment opportunities
as per your RTO’s reassessment policy.
Depending on the task, this may include
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• resubmitting incorrect answers to questions (such as written questions and case studies)
• resubmitting part or all of a project, depending on how the error impacts on the total outcome of the task
• redoing a role play after being provided with appropriate feedback about your performance
• being observed a second (or third time) undertaking any tasks/activities that were not satisfactorily
completed the first time, after being provided with appropriate feedback.

Assessment task information
This gives you:
• a summary of the assessment task
• information on the resources to be used
• submission requirements
• resubmission opportunities if required.
Assessment task instructions
This includes questions you will need to answer or tasks that you need to complete. Your
answers must be typed using software as indicated in the assessment task Instructions.
Copy and paste each task’s instructions into a new document and use this as the basis for your
assessment task submission. Include this document’s header and footer.
If you are submitting electronically, give the document a file name that includes the information as
indicated in the section called ‘Naming electronic documents’ (see below).
Naming electronic documents
It is important that you name the documents that you create for this Assessment Task in a logical manner.
Each should include:
• Course identification code
• Assessment Task number
• Document title (if appropriate)
• Student name
• Student number
• Date it was created
For example, BSBSUS401 AT2.1 Sustainability Improvement Report Shindo Seiji GM-0312 20/10/24.
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Checklist
This will be used by your assessor to mark your assessment. Read through this checklist as part of your

preparation before beginning the assessment task. It will give you a good idea of what your assessor will be
looking for when marking your responses or observing your performance.
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Student assessment agreement
Make sure you read through the assessments in this booklet before you fill out and sign the agreement

below.
If there is anything that you are unsure of, consult your assessor prior to signing this agreement.
Have you read the assessment requirements for this unit? ◻ Yes ◻ No Do you understand the
requirements of the assessments for this unit? ◻ Yes ◻ No Do you agree to the way in which you are
being assessed ◻ Yes ◻ No Do you have any specific needs that should be considered ◻ No ◻ Yes
If so, explain these in the space below.
Do you understand your rights to reassessment? ◻ Yes ◻ No
Do you understand your right to appeal the decisions made in an
assessment? ◻ Yes ◻ No
Student name
Student ID number
Student signature
Start date
Assessor name
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Assessment Task 1 Cover Sheet
Student declaration
To be filled out and submitted with assessment responses
◻ I declare that this task is all my own work and I have not cheated or plagiarised the work or colluded with
any other student(s).
◻ I understand that if I am found to have plagiarised, cheated or colluded, action will be taken against me
according to the process explained to me.
◻ I have correctly referenced all resources and reference texts throughout these assessment tasks.
Student name
Student ID number
Student signature

Assessor declaration
◻ I hereby certify that this student has been assessed by me and that the assessment has been
carried out according to the required assessment procedures.
Assessor name
Assessor signature
Assessment
S NS DNS Resubmission Y N
outcome
Feedback
A copy of this page must be supplied to the office and kept in the student’s file with the evidence.
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Assessment Task 1: Written questions
Task summary
This is an open-book test, to be completed in the classroom.
A time limit of 2 hours to answer the questions is provided.
You need to answer all of the written questions correctly.
Your answers must be word processed and sent to the assessor as an email attachment.
Alternatively, populate the space below in blue or black pen.
Required
• Access to textbooks and other learning materials.
• Computer with Microsoft Office and internet access.

Timing
Your assessor will advise you of the due date of this assessment.
Submit
• Answers to all questions.
Assessment criteria
All questions must be answered correctly in order for you to be assessed as having completed the task
satisfactorily.
Resubmission opportunities
You will be provided feedback on your performance by the assessor. The feedback will indicate if you
have satisfactorily addressed the requirements of each part of this task.
If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide you with
written feedback along with guidance on what you must undertake to demonstrate satisfactory
performance. Reassessment attempt(s) will be arranged at a later time and date.
You have the right to appeal the outcome of assessment decisions if you feel you have been dealt with
unfairly or have other appropriate grounds for an appeal.
You are encouraged to consult with the assessor prior to attempting this task if you do not understand any part
of this task or if you have any learning issues or needs that may hinder you when attempting any part of the
assessment.
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Written answer question guidance
The following written questions use a range of “instructional words” such as “identify” or “explain”, which tell
you how you should answer the question. Use the definitions below to assist you to provide the type of
response expected.
Note that the following guidance is the minimum level of response required.

Analyse: when a question asks you to analyse something, you should do so in detail,
and identify important points and key features. Generally, you are expected to write a
response one or two paragraphs long.
Compare: when a question asks you to compare something, you will need to show how two
or more things are similar, ensuring that you also indicate the relevance of the
consequences. Generally, you are expected to write a response one or two paragraphs
long.
Contrast: when a question asks you to contrast something, you will need to show how two
or more things are different, ensuring you indicate the relevance or the consequences.
Generally, you are expected to write a response one or two paragraphs long.
Describe: when a question asks you to describe something, you should state the most
noticeable qualities or features. Generally, you are expected to write a response two or
three sentences long.
Discuss: when a question asks you to discuss something, you are required to point out
important issues or features and express some form of critical judgement. Generally, you
are expected to write a response one or two paragraphs long.
Evaluate: when a question asks you to evaluate something, you should put forward
arguments for and against something. Generally, you are expected to write a response one
or two paragraphs long.
Examine: when a question asks you to examine something, this is similar to “analyse”,
where you should provide a detailed response with key points and features and provide
critical analysis. Generally, you are expected to write a response one or two paragraphs
long.
Explain: when a question asks you to explain something, you should make clear how or
why something happened or the way it is. Generally, you are expected to write a response
two or three sentences long.
Identify: when a question asks you to identify something, this means that you are asked to
briefly describe the required information. Generally, you are expected to write a response
two or three sentences long.
List: when a question asks you to list something, this means that you are asked to
briefly state information in a list format.
Outline: when a question asks you to outline something, this means giving only the
main points, Generally, you are expected to write a response a few sentences long.
Summarise: when a question asks you to summarise something, this means (like
“outline”) only giving the main points. Generally, you are expected to write a response a
few sentences long.
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Assessment Task 1. Written questions
Provide answers to all of the questions below:
SECTION 1: IMPLEMENT DIVERSITY POLICY Q1:
Explain what is meant by the term ‘diversity management’.
=Diversity management means that corporate initiatives aimed at increasing the inclusion of employees from diverse
backgrounds within an organization's structure. Depending on the aims of the organisation and the sector, distinct
policies and programmes are implemented.

Q2: Provide five reasons why diversity is valued in organisations today.
= Five reasons why workplace diversity and inclusion are important
You'll have a deeper knowledge of your clients.
Diverse teams outperform homogeneous teams.
It will foster increased innovation and creativity.
It will be simpler to hire and retain people.
It will help your employer brand.

Q3: Explain how an organisation could build a diverse workforce.
= It is critical to seek and hire individuals from a range of backgrounds in
order to create a diverse workplace. This needs hiring managers and
others to overcome prejudice in interviewing and evaluating candidates. A
diverse workplace should be the inevitable conclusion if firms can overcome
bias and recruit the most qualified people, those with the appropriate
education, qualifications, experience, and skill sets.
=
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Q4: Where would you be likely to find a diversity policy within the organisation?
= 6 Ways to Determine Whether a Company Values Diversity and Inclusion
Conduct online research. Begin by visiting the company's website.
Examine the Employees of the Company...
Examine the Core Values of the Company.
During your interview, ask questions.
Make Contact with People.
Examine Employee Benefits
Q5: What areas within the workplace are affected by the diversity policy?
= Diversity in the workplace includes colour, gender, ethnic groups, age, religion,
sexual orientation, citizenship status, military service, and mental and physical
problems, among other things.
Q6: What information would you find in a diversity policy?
= Ethnicity and cultural background, gender, age, sexual orientation, physical ability, familial status, religious views,
perspective, and experience are all examples of diversity.

Q7: A diversity policy should be reviewed annually to ensure its efficacy and currency. Explain what is meant
by this.
⇨ Currency
Does the policy reflect any amendments to legislation, current trends in managing diversity ,
including support and inclusion programs?
 Efficacy
This is the capacity to produce a desired effect. In other words, does the policy achieve what it
has set out.
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Q8: List four actions you can take to make staff aware of the diversity policy
= Diversity include ethnicity and cultural background, gender, age, sexual orientation, physical ability, familial status,
religious beliefs, and so on.
Regardless of how open and bias-free we believe we are, judgements are typically ingrained as a result of
socialisation and life events. Implicit bias training serves to establish a safe environment for raising awareness of
unconscious views and gives skills to aid in behaviour transformation. Anyone may take the Harvard Implicit
Association Test online.
Connect underrepresented workers with internal and external mentors in their group to give support and progress.
Encourage membership in relevant professional groups. Beliefs, perspectives, and life experience

Encourage Self-Evaluation
Blancero urges participants in leadership training to check at their LinkedIn network or Facebook connections and
compute the overall diversity to open up your thoughts. Does the fact that all of the senior persons in your network
are males signal that you do not believe women can be leaders? "You may review your contacts in privacy, and no
one needs to know." You get insight into your own actions."
Pose Questions
Whether you're recruiting, firing, or promoting, ask yourself, "Would I still be doing the same thing if this person's
social identities were different?" Female or minority managers, for example, will frequently exhibit different manners
than their male colleagues.
Q9: What methods can be used to review the diversity policy?
= Diversity audits and feedback surveys serve to collect information to assess the policy's currency and efficacy.

=
Q10: List four legislative Acts that have a direct impact on the information that must be incorporated into
diversity management policies and work practices.
Fair work act 2009
Age discrimination act 2004
Sex discrimination act
Privacy act 1988 and privacy amendment act 2012
e aim of EEO (Equal Employment Opportunity).
= Implies that all people regardless of sex, race, shading, age, conjugal or parental status, sexual
preference, handicap or religious conviction have the privilege to be given reasonable thought for
an occupation or other employment related advantages, for example, staff preparing and
improvement.
Q12: List six grounds or protected areas within antidiscrimination legislation.

= Race
Colour
Gender
Religion
Social
origin
Criminal record

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SECTION 2: FOSTER RESPECT FOR DIVERSITY IN THE WORKPLACE
Q13: A key element of managing diversity is overcoming stereotypes, bias and discrimination. What is a
stereotype?
= a widely held but fixed and oversimplified image or idea of a particular type of person or thing.
Q14: What is the problem with stereotyping?
= The issue with stereotyping is that it frequently leads to bias or unjust treatment.
Q15: Why is it important for managers to act as a role model in managing diversity?
Answers: Managers act as role model as they help in treating all the individuals at the
workplace equally and also they ensure that diverse teams are encouraged at the
workplace so that better results are derived in the end.
=
Q16: Discuss some of the challenges in managing age-based diversity.
 Communication issues

 Cultural misunderstandings
 Slower decision making
Q17: List four things an organisation can do to manage age-based diversity?
 Promoting more teamwork at the workplace
 Celebrating the smaller achievements
 Adopting the best conflicts resolutions techniques
Q18: Explain what is meant by the term ‘glass ceiling’.
Answer; it is type of unfair practice that might not allow the women or any other groups from getting the best jobs
within the particular area of work. Thus, it is kind of invisible barrier to success that come against the careers.

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Q19: Training is a key part of getting the message out to staff on diversity principles. List two ways training can
be delivered in-house and externally.
⇨ In-house – provided by the organisation Small group training Team projects
External – provided by another organisation Distance learning ( study online ) Company sponsored courses
in higher education
Q20: Discuss the positives and negatives of using targets to address the gender imbalance in higher-level
management roles.
For Companies with targets are more diverse Targets force change Once change has⇨ : .
occurred targets can be removed,
Against It contravenes the principle of merit and therefore the rights of others:
Q21: An applicant for a cleaning job is required to fill out a detailed application form and submit it via email
along with an electronic copy of their résumé. The applicant has a learning disability making it difficult to fill
out the form and so they don’t apply. Could this process be a form of direct or indirect discrimination?
Explain.
= No. An employer need to know what to do if the employee becomes unwell.
Q22: Legislation requires an organisation to make reasonable accommodation or adjustment to support a
person with a disability. Give two examples of this.
 For example, it is stated in law that firm could provide the ramp or moving furniture for the wheelchair
person thus making the work easier for him.
 For example, providing the disabled person to work for flexible hours and allowing them additional extra
breaks or whether through creating the part time opportunity for the same.


= Methods of communication, such as giving information in a number of formats
Allowing a person to use equipment or assistance given by a disabled person or another person or organisation
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Q23: At times, discrimination can be allowable. Give two reasons that can support allowable discrimination.
= Unjustifiable hardship
Inherent requirements of the job
Q24: Define sexual harassment, identifying the key legal components of the definition.

= Sexual harassment is unwelcome conduct of a sexual nature that is likely to
offend ,intimidate or humiliate
Q25: What legislation covers bullying in the workplace?
 Fair Work Amendment Act 2013
 Racial Discrimination Act 1975
 Sex Discrimination Act 1984
= Crimes Act 1958
Q26: Describe four types of behaviour that could be considered bullying.
= Emotional and psychological abuse
Verbal abuse
Giving employees impossible tasks
Assigning meaningless tasks unrelated to the job
Q27: What can workplaces do to prevent bullying and harassment? List six options.

= Explain sexual assault and provide instances of what it entails.
Declare unequivocally that the organisation will not tolerate sexual harassment and the
consequences for violating this policy.
Establish a clear process for filing sexual harassment accusations.
Organize anonymous job satisfaction surveys.
Create a code of behaviour and include it into the employee handbook.
Managers must provide an example of acceptable and polite behaviour.

Q28: Identify the key internal steps to a company grievance procedure.
= Develop educational programs ,such as short courses ,online training ,leaflets and
flyers for all staff to learn about their rights and responsibilities
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Q29: What avenues can an employee take if they are not satisfied with how the organisation handled the
grievance?
= The employee may seek external counsel and assistance from the Fair Work Commission or the Human
Rights Commission.
Q30: What suggestions would you make to the job advertisement part of a recruitment process to ensure you
aim for a diverse range of applicants?
 Creating the company culture that supports the diversity at the workplace
 Promoting the images of workplace or events on social media channels

 Sharing the picture of diverse team on various platforms from promotion
= Do you have any criminal records?
Do you belong to a union?
Q31: List four things an organisation can do to help avoid discrimination and bias during the interviewing part of
the selection process?
 Offer the job opportunity to any candidate based on their ability rather than individual preferences
 Advertise in the right manner to the general public

 Creating the standard of criteria that would be used for all participants in selection
= Stereotyping, prejudice, and general generalisations about groups of people are taught.
Training in how to conduct a good interview, including questioning techniques and communication skills
Being aware of the potential for misunderstandings between people
Notes will be collected, and evidence will be obtained in relation to the job description and individual.
specification

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SECTION 3: PROMOTE THE BENEFITS OF DIVERSITY
Q32: Discuss four ways by which an organisation can promote the benefits of diversity to its employees?
Regular training
The code of conduct and employee handbook
Regular staff meetings
Bulletins and newsletters
Q33: Many organisations promote their diversity achievements in external forums. List three based on the benefits of using
external forums?
= High-profile acknowledgment and enhanced stakeholder reputation

Sharing your achievement and innovation
Display of excellent practises in diversity
Q34: Give two examples of external diversity forums.
 It would be done through local or national press on the radio so that more people are educated about the same
 Also it would be done through sharing the personal experiences and ways so that there is higher level of awareness
among the people

Q35: Provide two examples of how a diverse workforce has enhanced products and services in your organisation, or an
organisation you have been a customer in.
 Tesco has been able to expand it sales through using the collaborative approach where all diverse employees are
motivated to achieve certain goals of the business.
 Sodexo that is food management service provider that is known for using best diversity hiring
strategy for all its new employees
Q36: Describe how diversity can be used as a competitive advantage in improving products and services.
 It would help in creating the environment of inclusion where all employees work towards achieving the common

objectives of the firm.
 It would also help in creating the innovation and creativity at the workplace that is essential for getting the continuous
success in long run.
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Q37: Helping staff get to know each other can help break down stereotypes and create an inclusive environment. Give four
examples of how the manager and/or the organisation can do this.
= Attempt to recognise your own preconceptions and assumptions.
Integrate responsibility into your decisions.
It is beneficial to train employees to understand and recognise prevalent preconceptions.
Accept diversity

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Checklist
Student’s name:
Did the student provide
a sufficient and clear
answer that addresses
the suggested answer
for the following?
Completed
successfully?
Comments (If resubmission required)
Yes No
Section 1 Qs 1- 12
Section 2 Qs 13- 31
Section 3 Qs 32- 37
Task outcome: ◻ Satisfactory ◻ Not satisfactory
Assessor signature:
Assessor name:
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Assessment Task 2 Cover Sheet
Student declaration
To be filled out and submitted with assessment responses
◻ I declare that this task is all my own work and I have not cheated or plagiarised the work or colluded with any other
student(s).
◻ I understand that if I am found to have plagiarised, cheated or colluded, action will be taken against me according to the
process explained to me.
◻ I have correctly referenced all resources and reference texts throughout these assessment tasks.
Student name
Student ID number
Student signature

Assessor declaration
◻ I hereby certify that this student has been assessed by me and that the assessment has been carried out
according to the required assessment procedures.
Assessor name
Assessor signature
Assessment
S NS DNS Resubmission Y N
outcome
Feedback
A copy of this page must be supplied to the office and kept in the student’s file with the evidence.
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Assessment Task 2. Diversity report
Task summary
This assessment requires you to review and research current practices in diversity and make suggestions for how the
diversity policy for Kingfisher Garden Centre can be improved.
Required
• Access to textbooks and other learning materials
• Computer with Microsoft Office and internet access
• Kingfisher Garden centre diversity policy (Appendix)

• Report Template
Timing
Your assessor will advise you of the due date of these submissions.
Submit
• Tasks I, 2, 3 and 4
Assessment criteria
For your performance to be deemed satisfactory in this assessment task, you must satisfactorily address all of the
assessment criteria. If part of this task is not satisfactorily completed, you will be asked to complete further assessment
to demonstrate competence.
Resubmission opportunities
You will be provided feedback on your performance by the assessor. The feedback will indicate if you have
satisfactorily addressed the requirements of each part of this task.
If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide you with written
feedback along with guidance on what you must undertake to demonstrate satisfactory performance. Reassessment
attempt(s) will be arranged at a later time and date.
You have the right to appeal the outcome of assessment decisions if you feel that you have been dealt with unfairly or have
other appropriate grounds for an appeal.
You are encouraged to consult with the assessor prior to attempting this task if you do not understand any part of this task
or if you have any learning issues or needs that may hinder you when attempting any part of the assessment.
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Assessment Task 2. Report Instructions
Complete the following activities:
This assessment requires you to review and research current practices in diversity and make suggestions for how the
diversity policy for Kingfisher Garden Centre can be improved.
You are required to do the following.
Complete Tasks 1, 2, 3 and 4 in Assessment 2. Each task requires you to populate the Report Template
Your report should be presented fully typed, in a short report format, using the template provided. Alternatively, populate the

space below in blue or black pen
Follow the short report format:
1. Cover or title page
2. Table of contents
3. Introduction
4. Body – with headings and numbering systems
5. Conclusion
Read and familiarise yourself with the Kingfisher Garden Centre diversity policy (Appendix)
This is a fictitious diversity policy developed for this assessment.
To gather ideas, research what major companies are doing to manage diversity. Large companies such as the major banks
(Westpac, ANZ and Commonwealth), BHP, PepsiCo, etc., tend to have information on their websites. Also use the research
gathered throughout the unit, as directed in the ‘Extend your learning’ activities.
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Task 1: Introduction and legislation
1. Introduction
• Write an introduction to the report. Clearly identify the purpose of the report and what the report aims to
achieve.
• Include a definition of diversity and comments on the benefits of diversity in the workplace.
Diversity at the workplace helps in attaining the best goals for the firm in long run. Furthermore, the diversity is defined
as range of human differences that are not limited to race, ethnicity gender and much more. Also, the present report is
based on Kingfisher Garden Centre and policies for including the diversity. Moreover the major benefits of diversity is
that it helps in creating innovation and helps the diverse team to collaborate in more effective manner

2. Legislation
2.1 Relevant legislation
• Make a list of the applicable federal and state/territory legislation.
 Age Discrimination Act 2004
 Disability Discrimination Act 1992
 Racial Discrimination Act 1975
 Sex Discrimination Act 1984
2.2 Protected attributes
• Include a list of all the protected attributes or grounds for discrimination.
 On the basis of cultural differences
 Age difference
 Gender differences
 Any kind of disability
3. Discrimination
• Create a statement about Kingfisher Garden Centre’s position on discrimination and define the term
discrimination.
It is kind of unjust or prejudicial treatment of different categories of people.
Statement: We treat and care every people within the organisation equally and in fair manner
3.1 Direct discrimination
• Provide a clear definition of direct discrimination and provide examples to clarify understanding.
Direct discrimination is one here the people are treated differently and worse than compare to others for certain reasons.
for example: Not providing right opportunity to the all the employees that are working hard for achieving the goals of the
organisation.
3.2 Indirect discrimination
 It is type of practice or rules which applies to everyone in the same way but it has worse effect on some groups of
people. For example: For example, a policy of requiring ‘native’ level English on job posts discriminates against
many different nationalities that may have the required professional level of English
• Provide a clear definition of indirect discrimination and provide examples to clarify understanding.
3.3 Adverse actions
• Explain what ‘adverse actions’ means and provide examples to clarify understanding.
 Adverse action inform you have been denied credit, employment, insurance and other benefits based on
information in credit report.
 For example: Committing harassment towards any group of workers that are working hard for achieving
organisational goals.
3.4 Allowable discrimination

• Explain how sometimes discrimination is allowable. Give examples that relate to the Kingfisher Garden Centre to
clarify understanding.
 Discriminations is allowable if the person that is doing any kind of discrimination
has proportionate means of achieving any kind of legitimate aim. For example: if
the Kingfisher top management is forcing all the employees to carry out certain
tasks on time so that certain gaols might be accomplished.
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BSBDIV501 Manage diversity in the workplace Student Assessment Tasks
Task 2: Age, gender and family diversity
Review Kingfisher’s diversity policy. How could you improve the diversity policy in the following areas?
The company aims to include all types of people within the firm irrespective of the cultural differences, beliefs, age,
personality and work style. Furthermore, the diversity policy would be improved through providing the flexible working hours
and creating more participative approach in conduct of various business activities.
4. Age-based diversity
• How well does it provide for age-based diversity? How could it be improved?
All the senior people that are good at some skills are also given the opportunity to work within the firm Irrespective of age
factor. Furthermore, it could be improved through providing additional best working facilities and communication
channels so that best interaction with others could be established.
5. Gender diversity
• How well does it provide for gender-based diversity? How could it be improved?
Through allowing people to respect each other opinions and values. It could be improved through allowing equal hiring of
the female and male candidates within the workplace.
6. Parental support, including supporting women returning to the workforce after

maternity leave
• How well does it provide for family-based diversity? How could it be improved?
It refers to different forms of families and family life that exist within the society. It could be improved through accepting
all type of family behaviours in best way.
7. Work/life balance
• State Kingfisher’s policy stance on work/life balance and any supporting policies and procedures. •
What strategies should be implemented to support work/life balance?
The company main policy is that all the employees are given enough time to manage both personal and
professional life through clearly establishing the best working hours policies. Furthermore, strategies
would include providing flexible work environment, providing enough breaks and establishing best leave
policies.
• Ensure you address strategies that could support the policy. For example, if you say Kingfisher values
work/life balance, what strategies will you put in place to achieve this?
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BSBDIV501 Manage diversity in the workplace Student Assessment Tasks
Task 3: LGBTI, disability and Aboriginal and Torres Strait Islander peoples
Review Kingfisher’s diversity policy. How could you improve the diversity policy in the following areas?
All the company operation is not gender specific and therefore any gender category that has the best
talent could carry out work in specified timeframe. Furthermore, it could be improved through defining
the best business processes that would be followed for longer time period.

8. LGBTI community
• How well does it provide for LGBTI diversity and how could it be improved?
Through respecting and creating awareness among the employees and other people through various programmes.
9. Disability
• How well does it provide for disability diversity and how could it be improved?
All the required facilities like equipment’s, infrastructure, working policies etc. is clearly defined and could be improved
through regular overview and making changes.
10. Aboriginal and Torres Strait Islander peoples
• How well does it provide for Indigenous diversity and how could it be improved?
Kingfisher is diverse in terms of the languages, governments and cultural working. Furthermore, the company had
introduced the scholarship programmes that would support the lower income class groups. Thus, it could be improved
through providing the required job opportunities within the firm as per the existing policy.
• Ensure you address strategies to support the policy in the areas in 8, 9 and 10. For example, Kingfisher has a
scholarship program for Indigenous people. How can the company encourage an uptake of this?
11. Recruitment and selection
11.1 Recruiting employees
• How can Kingfisher aim for diversity in recruiting (attracting applicants) and promoting employees?
Through allowing all class of people to apply for job and setting the selection criteria on basis of talent and not on
experience. Furthermore, it is promoting the employees through encouraging group participation.
11.2 Selecting employees
What strategies can be put in place to prevent discrimination and bias in the selection process?
Through receiving and filtering applications without aby biasness and selecting the person based on talents and skills that
are already existing within them.

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BSBDIV501 Manage diversity in the workplace Student Assessment Tasks
Task 4: Bullying and harassment
Review Kingfisher’s diversity policy. How could you improve the diversity policy in the following areas?
We consider all individuals as equal entity and supports everyone to thrive and success in various areas. Furthermore, it
could be improved through taking suggestions from the people so that more improvement could be made
12. Bullying and harassment
12.1 Definitions
• Write a clear definition of bullying and sexual harassment. Provide employees with links to websites for where they
can go for support and further assistance if they feel they have been bullied or harassed.
Harassments occurs when any kind of unwanted behaviour is practiced on any kind of individual or groups. Also, the
major reporting that could be done by employees is through following link
https://workplacecomplaint.com.au/
12.2 Grievance procedures
• How could Kingfisher’s current grievance procedure be improved? Create a flow chart on the grievance
procedure and include it in the Appendix.
Through conducted and open mind investigation and demonstrating the tangible commitment to respect.
ensuring timely and clear communication of outcomes.
13. Training needs
• Based on the suggestions for improvement you have made in Tasks 1, 2, 3 and 4, write an overview of the training
needs Kingfisher employees will have. Include suggestions for how these training needs will be met, taking into
consideration the different needs of your employees. This can be presented as a table.
 Training people to respect and listen each other opinions in defined manner
 Allowing people to go for more participative approach
 Working in diverse groups teams
14. Promoting diversity
14.1 Promoting diversity to staff
• How would you promote the benefits of diversity and communicate any updates to a diversity policy to staff?
Explain
Through ensuring proper communication channels ate all levels and developing more inclusive work policies.
Furthermore, allowing people to learn by doing things on their own.
14.2 Promoting diversity externally
• Besides the AHRI awards, what other external forums could be used to promote Kingfisher’s diversity success and
further enhance the benefits of diversity in the workplace to the broader society?

Through educating the mangers so that they are educated about the diversity at the workplace. Furthermore, creating
new business policies and offering other meaningful opportunities for employee engagement.
15. Conclusion
• Now that you’ve got a good understanding of what should be in a diversity policy, reflect on Kingfisher’s policy.
Thus it can be concluded that though kingfisher had clearly developed the diversity policy but certain areas like
the disability and gender diversity could also be improved to large extent. Furthermore, the major benefits of
managing diversity would be that it would result in higher results and great working environment. Thus, I
have learnt that having the diversity at workplace if good for the overall organisational growth and efficiency
of work among employees.
• What areas were neglected, or not adequately addressed?
• What are the benefits of having a policy on managing diversity?
• What have you learnt from doing this report and studying this unit?
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BSBDIV501 Manage diversity in the workplace Student Assessment Tasks
Diversity in Kingfisher Centre
MD Al Shahriar Rafi
GMS1452

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Table of contents
1. .................................................................................................................................... Introduction 29
2. ...................................................................................................................................... Legislation 29
2.1 .............................................................................................................. Relevant legislation 29
2.2 .............................................................................................................. Protected attributes 29
3. ................................................................................................................................ Discrimination 29
3.1 .............................................................................................................Direct discrimination 30
3.2 ...........................................................................................................Indirect discrimination 30
3.3 ....................................................................................................................Adverse actions 30
3.4 .......................................................................................................Allowable discrimination 31
4. ....................................................................................................................... Age-based diversity 31
5. .............................................................................................................................Gender diversity 31
6. ..............................................................................................................................Parental support 32
7. ............................................................................................................................Work/life balance 32
8. .......................................................................................................................... LGBTI community 32
9. ......................................................................................................................................... Disability 33
10. ..........................................................................Aboriginal and Torres Strait Islander peoples 33
11. .......................................................................................................... Recruitment and selection 33
11.1 .........................................................................................................Recruiting employees 33
11.2 .......................................................................................................... Selecting employees 33
12. ............................................................................................................ Bullying and harassment 34
12.1 ...........................................................................................................................Definitions 34
12.2 ..........................................................................................................Grievance procedure 34
13. ..............................................................................................................................Training needs 35
14. ......................................................................................................................Promoting diversity 36
14.1 .................................................................................................Promoting diversity to staff 36
14.2 ............................................................................................ Promoting diversity externally 36
15. ....................................................................................................................................Conclusion 36
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1. Introduction
Workplace diversity has played a critical and conspicuous part in successfully competing in a worldwide
economy. To function successfully in a borderless environment, some businesses adjust by building
multicultural and inclusive workforces with the goal of pooling talent from the global market. Because the
phrase "diversity" may signify different things to different individuals, many people see it as overused and so
ambiguous. The purpose of this paper is to discuss how the Kingfisher Garden Centre's diversity policy
might be improved. Employees need diversity in the workplace because it helps them create relationships.
Diversity enhances an organization's standing in a competitive market. It boosts productivity, boosts
employee engagement, lowers staff turnover, and boosts the company's reputation. Diversity Increased
inventiveness in the workplace. People from various backgrounds tend to have diverse viewpoints as a
result of different experiences Exposure to a range of perspective . Different perspectives leads to
increased creativity Creating a diverse and inclusive atmosphere can lead to enhanced customer and
shareholder service Diverse cultural perspectives may be motivatin. foster innovation and creativity.

2. Legislation
2.1 Relevant legislation
Federal legislation: - Age Discrimination Act 2004 - Australian Human Rights Commission Act 1986 - Disability discrimination
Act 1992 - Racial Discrimination Act 1975 - Sex Discrimination Act 1984 - Workplace Gender Equality Act 2012 - Work
Health And Safety Act 2011 - Fair Work Act 2009 - Privacy Act 1988 and Privacy Amendment (Enhancing Privacy Protection)
Act 2012 State legislation: - Tasmania : Tasmanian Anti-discrimination Act 1998
2.2 Protected attributes
- Race - Color - Gender - Religion - Political belief or activity - Nationality and national extraction - Social origin - Gender
identity - Sexual preferences - Association - Parental status - Career status - Breastfeeding - Trade union activity
3. Discrimination
Kingfisher Garden Centre values a diverse and inclusive workforce and realises that many of its workers demand working
conditions free of discrimination and harassment.
Discrimination is defined as treating someone unjustly because of an irrelevant to the job/protected trait. Treatment can be
beneficial at times, but it is more often than not detrimental.
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3.1 Direct discrimination

Direct discrimination occurs when one person or group is regarded less favourably than another because of their history or
particular personal qualities.
Direct discrimination is prohibited by federal discrimination laws if it is based on protected characteristics such as a person's
race, gender, pregnancy, marital status, sexual orientation, handicap, or intersex status.
3.2 Indirect discrimination
Indirect discrimination occurs when a practise, policy, or guideline applies to everyone in the same way, but has a greater
impact on certain persons than others. According to the Equality Act, this places you at a distinct disadvantage.
For example, if a regulation requires managers to work full-time, this may disadvantage women because they are more likely
to work part-time due to family commitments.
It might be considered disability discrimination if the only method to access a public facility is by a flight of steps because
persons with disabilities who use wheelchairs will be unable to enter.
3.3 Adverse actions
Adverse action is defined as any action performed by an employer that is illegal under the Fair Work Act of 2009.
Discrimination against an employee or potential employee is one example of such action.
Examples:
- Terminating an employee.
- Making a distinction between one employee and another.
- Refusing to hire a potential employee.
- Altering an employee's employment to their detriment.
- Refusing to utilise their services or refuse to furnish them with products or services.

- Changing an employee's situation to their disadvantage.
- Injuring an employee while on the job.
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4. Age-based diversity
Age-based company's productivity increases. According to research, age diversity in the workplace can
boost organisational effectiveness. According to studies, organisations with mixed-age work teams had
increased productivity among both older and younger personnel. The policy is referring to
People aged 55 and over have the right to seek flexible work; otherwise, there are no facilities.
for the elderly
It might be enhanced in a variety of ways-
- By facilitating powerful communication networks

- By devoting effort to cultivating employee relationships
- By encouraging teamwork
- Through dispute settlement
- By recognising accomplishments.
- Teach staff about the advantages of having a broad age group and make an effort to recognise it.
and dispel frequently held misconceptions
5. Gender diversity
A gender-diverse employment facilitates resources such as varied sources of finance, multiple sources of information, and broad
industry knowledge. A diversified staff enables the organisation to service a more diverse consumer base. It is youthful.
Scholarship for women in leadership. The NES is followed by Kingfisher. Employees and parents who have
duty for the care of children returning to work following a time of birth or adaption
linked vacation, and may expressly seek a part-time working arrangement
It might be enhanced in a variety of ways-
- Create a more inclusive workplace and improve job descriptions
- Check for bias and indirect discrimination in recruiting and selection procedures.
- Train the staff on unconscious bias and establish equitable compensation practises.

BSBDIV501 Manage diversity in the workplace Student Assessment Tasks
6. Parental support
The NES is followed by Kingfisher. Part-time working arrangements may be requested by parents and workers who have
responsibility for a child and are returning to work following a period of birth or adoption-related leave. It would have to follow
additional NES and federal/state regulations.
Maternity and paternity leave legislation.
Any of the following services might be provided by Kingfisher:
- Implement a generous leave policy.
- Make it financially viable for people to return.
- Be patient during the changeover.
- Do not stymie her career advancement.
- Provide her with a work schedule that is flexible.
- Childcare assistance
- Encourage her to be a positive role model for her child.
- Encourage them to enjoy their work.
7. Work/life balance
This policy and process outlines the circumstances under which workers may seek flexible working
arrangements, as well as the mechanism for assessing not whether the requests will be approved by Kingfisher
Garden Centre.

The methods should be put in place to help with work/life balance-
- Increase employee flexibility.
- Provide technological assistance to staff
- Define borders
- Encourage employees to take their yearly leave.
- Encourage family time
- Assist employees in maintaining a work-life balance.
8. LGBTI community
Individual outcomes will improve as a result of the individual advantages. Employers who have LGBIT-friendly workplaces
can benefit from fewer legal expenses associated with discrimination litigation, as well as cheaper health insurance costs due
to increased employee health. LGBIT policy does not exist.
Kingfisher Garden Centre was mentioned.
Many aspects of LGBIT diversity policy might be improved-
- Have members of Pride in Diversity refer to their safety handbook.
- Determine the goals and objectives of your organisation.
- Provide staff with training and information to assist them recognise harmful behaviours.

- Form LGBIT support and networking groups in the workplace.
- Take note of any perks, such as the inclusion of same-sex partners in secondments.
- Recognize that while some individuals will be honest about their sexual orientation, others will not.
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9. Disability
The Kingfisher diversity policy makes no mention of disability. It should be defined based on disability, and the company
must make reasonable accommodations or adjustments to help a disabled employee in their work.
It might be enhanced to welcome diversity depending on disability. The firm needs make certain changes.
enhancement to assist a disabled person This might include:
- Methods of communication such as giving information in a number of forms
Work done, hours worked, and usage of leave entitlements
- Allowing a person to use equipment or help offered by another person.
infirmity, or by another individual or organisation

- Conducting trainings for coworkers and supervisors.
- Modifying the procedure used for testing, assessment, or job selection
10. Aboriginal and Torres Strait Islander peoples
Scholarships are available via the Kingfisher Diversity Policy for Aboriginal and Torres Strait Islander
peoples. To encourage more indigenous individuals to work in their business, they have created a
programme called Career Start for Aboriginal and Torres Strait Islander Peoples.
What can organisations do to enhance results for indigenous people? Examples include:
- A flexible work arrangement that allows indigenous employees to satisfy their employment obligations.
Obligation to the community or family
- Participation in the national week of reconciliation.
- Commemorate NAIDOC Week.
- Annually report on your RAP program's progress.
- Provide cultural awareness training and development to employees.
- Make use of a variety of supplier groupings.
- Plan a reconciliation week.
12. Bullying and harassment

12.1 Definitions
Bullying is defined as irrational behaviour that involves victimising, humiliating, frightening, or threatening others. Whether or
not a behaviour is unreasonable may be determined by whether or not a reasonable person would consider the behaviour to
be unreasonable under the facts.
Bullying Case Studies -
- Emotional and psychological abuse, such as exclusion or isolation of staff
spreading rumours
- Verbal abuse, including yelling, cursing, and publicly humiliating them.
- Assigning pointless chores that have nothing to do with the work.
- Assigning unachievable duties to staff.
- Deliberately rearranging work rosters in order to inconvenience certain employees.
Harassment in the workplace is a kind of discrimination that violates Title VII of the Civil Rights Act of 1964.
The Civil Rights Act of 1964, as well as other federal regulations The behaviour is serious or widespread enough that A
reasonable person would see the workplace as threatening, hostile, or abusive.
Unnecessary familiarity, such as unwanted touching, embracing, or kissing, is one example of sexual harassment.
- Leering or staring
- Informative remarks or jokes
- Images, screen savers, or posters that are sexually explicit.
- An unwanted invitation to a date.
- Invading queries concerning an employee's personal life.
- Inappropriate remarks regarding the person's physique.
- Insults or toned down dependent on your gender.
- Emails or SMS communications that are sexually explicit.
- Some behaviours, such as indecent exposure and sexual assault, are also criminal offences.
assassination and stalking.

12.2 Grievance procedure
A grievance is typically described as an employee's allegation that he or she has been harmed as a result
of a misreading or misapplication of a published corporate policy or collectively negotiated agreement.
Employers are often required to develop a grievance procedure in order to handle grievances. Grievance
Procedures are a type of conflict resolution that a firm can utilise to handle concerns.
staff, vendors, consumers, and rivals It might be enhanced in a variety of ways. Examples include:
1. Simply put, act.
2. Conduct a fair and objective investigation.
3. Show a tangible commitment to respect.
4. Ensure that results are communicated in a timely and unambiguous manner.
5. Maintain impartiality in appeals.

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Conclusion
According to the Kingfisher diversity policy, the company embraces diversity and strives to create an
inclusive atmosphere in which all workers may reach their full potential.
Effective workplace diversity management is firmly connected to organisational performance.
enhanced customer service, staff happiness, and revenue planning Everyone stands to gain.
policies and practises that accommodate and promote diversity
In several sorts of areas, the diversity policy was ignored or inadequately addressed. Examples include:
- No legislation is listed or discussed.
- Key terminology such as discrimination, adverse acts, permissible discrimination, and so on are defined.
Bullying and sexual harassment are not permitted.
- There are no explicit measures in place to address underrepresented populations such as people with
disabilities.
After completing this lesson, I now understand what Diversity is and what policies it entails. I've learned the
fundamentals of diversity policy and law. Furthermore, I have learned how bullying and harassment
occurred, various forms of training requirements, and how to promote the advantages of diversity.

BSBDIV501 MANAGE DIVERSITY IN THE WORKPLACE
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BSBDIV501 Manage diversity in the workplace Student Assessment Tasks Assessment Task 2 Checklist
Student’s name: md shahriar rafi
Did the student:
Completed
successfully? Comments (Required)
Yes No
Task 1 Introduction and legislation
Task 2: Age, gender and family diversity
Task 3: LGBTI, disability and Aboriginal
and Torres Strait Islander peoples
Task 4: Bullying and harassment
Task outcome:  Satisfactory  Not satisfactory
Assessor signature:
Assessor name:

BSBDIV501 MANAGE DIVERSITY IN THE WORKPLACE
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ASSESSMENT SUMMARY SHEET
After the assessment, the Assessment Summary Sheet should be signed the Assessor, Student and the
Academic Manager. If a Not Competent, has been achieved then strategies to address the gaps in the
performance should be have been identified and a time for reassessment organised on the attached
resubmission / feedback sheet.
Code Title
BSBDIV501 MANAGE DIVERSITY IN THE WORKPLACE
Student Name
Student ID
Commencement Date Completion Date
Student Declaration I declare that:
◻ The Trainer/assessor advised me of the date and time of the assessment
◻ The Trainer /assessor explained appropriate evidence required to complete assessment
◻ The Trainer/assessor explained the purpose and the consequence of assessment
◻ I was provided with any special needs required relating to the assessment process
◻ The Trainer/assessor explained my rights regarding the appeals process
◻ This project is my own work and that I have correctly acknowledged the work of others
◻ This project is in accordance with . & Training guidance on good academic conduct (and how to avoid plagiarism and
other assessment irregularities)
Student Name Student Signature Date
Marking Guide - The principles of assessment of fairness, flexibility, validity and reliability have been met and the learner has been
assessed as competent in the elements for this unit. S – Satisfactory NS – Not Satisfactory
Assessment: Assessment Type: S/NS
Assessment 1 Written questions
Assessment 2 Diversity report
Assessor Name Assessor Signature Date
1
..|CRICOS PROVIDER CODE: 03580F Address: Level 2, 266 Brunswick Street, Fortitude
Valley, QLD 4006 Phone: [phone] Website: www.gammaeducationtraining.edu.au
Authentic Valid Reliable Current Sufficient
Overall Result C – Competent N/C - Not Competent

BSBDIV501 MANAGE DIVERSITY IN THE WORKPLACE
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ASSESSMENT FEEDBACK SHEET /
RESUBMISSION
Comments: Trainers feedback and notes on the assessment of the unit.
Assessments have been discussed with the student and unsatisfactory elements addressed
Overall Result
(After Resubmissions ) Competent Not Competent
If a Not Competent, has been achieved then strategies to address the gaps in the performance should be identified and a
time for reassessment or other assistance organised.
What arrangement have been made:
Special Class Date:
One on One session Date:
Re-sit Date:
I have received feedback and been informed of the assessment result and the
reason for the decision I agree with the assessment result and any resulting
actions
Student Name Student Signature Date
Entered VETtrak Yes Date: By:
Academic Manager Name Academic Manager Signature Date

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2: . |CRICOS PROVIDER CODE: 03580F Address: Level 2, 266 Brunswick Street, Fortitude Valley, QLD 4006 Phone: Website:
www.gammaeducationtraining.edu.au