Commercial Cookery: Diversity Policy, Presentation, and Survey

This document provides a detailed analysis of a commercial cookery project focusing on workplace diversity. The project comprises three main tasks: firstly, a review of a restaurant's diversity policy, identifying gaps and recommending improvements to ensure it meets legal requirements and promotes inclusivity; secondly, a 10-minute presentation designed to communicate the revised policy to restaurant staff, covering key aspects such as the definition and importance of diversity, the benefits of a diverse workplace, and the procedures for reporting harassment; and lastly, the creation of a survey questionnaire for staff to gather feedback on enhancing the restaurant's products, services, and market presence. The analysis includes recommendations for policy revisions, incorporating relevant legislation and best practices, and the presentation outlines key aspects of workplace diversity. The survey aims to gather insights for improving the restaurant's operations. The document serves as a valuable resource for students studying commercial cookery and workplace diversity.

Running head: COMMERCIAL COOKERY: PROJECT AND CASE STUDIES
COMMERCIAL COOKERY: PROJECT AND CASE STUDIES
Name of the Student:
Name of the University:
Author note:

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Assessment 2: Project
Task 1: Workplace Diversity Policy
Gaps: The inclusion of a range of aims was observed which dictated the diversity issues
to be followed to by the organization. While such a range of aims are commendable, the absence
of a clear objective of the diversity policy is a major drawback since it would have made it easier
for the reader to understand the document’s purpose. While the policy talks about inclusiveness
and acceptance at the workplace, there is no information on the strategies or objectives of
eliminating discrimination at the workplace based on gender, age, disability and race or any
accommodations which can be made due to family obligations. The policy also does not meet the
minimum requirements of addressing state or federal legislations nor does it contain any
procedure for addressing complaints formally or informally regarding workplace issues or
harassment. Apart from ensuring that a diverse, inclusive and culturally acceptable workplace
will be maintained there is no mention of dissemination or promotion of this document across all
staff members.
Recommendations: Hence, considering the above, the following changes are
recommended for a revised diversity policy at the workplace:
 The federal legislations and principles which must be catered to and maintained at the
workplace include the values and Code of Conduct of the Australian Public Service.
Hence it is recommended that the diversity policy include objectives on making the
workplace and environment which is impartial, committee to service, accountable,
respectful and ethical.

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 Objectives and workplace conduct on the prevention of discrimination across age,
gender, race, ethnicity and disability must be included: ‘To provide a workplace which is
free from discrimination irrespective of age, gender, race and disability in accordance to
federal legislations such as the Privacy Act 1988, the Public Service Act 1999, the Racial
Discrimination Act 1984, the Equal Opportunity Act 2010, the Fair Work Act 2009, the
Human Rights and Equal Opportunity Commission Act 1986, the Sex Discrimination Act
1992 and the Disability Discrimination Act 1992 (Department of Health 2019;
Australian Human Rights Commission 2019; Australian Government 2019).
 Similarly, objectives and workplace conduct on the prevention of discrimination across
age, gender, ethnicity, race and disability must also be mentioned and covered by state
legislation of Occupational Health and Safety Act 2004 of the Victorian Government
(Victorian Equal Opportunity and Human Rights Commission 2019).
 The diversity policy must also include procedures for complaints associated with
workplace issues and harassment, both formally and informally. Formal procedures
include a specific complaints register or harassment form which workers can fill and
submit to the human resources department as record. Informal procedures can include:
debriefing sessions, availability of counseling services and opportunities for feedback
such as monthly feedback forms. Additionally, as recommended by the Equal
Opportunity Commission of Australia, informal procedures for filing and discussing
about complaints include: arranging for discussion between the complainant and
concerned supervisors such as department heads, managers, the human resource manager
or the workplace health and safety (WHS) executive. Informal staff discussions or
training procedures may also be conducted to discuss and enlighten staff on polices of

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diversity, complaints and harassment at the workplace (Equal Opportunity Commission
2019).

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References
Australian Government (2019). Workplace Gender Equality Act 2012. [online]
Legislation.gov.au. Available at: https://www.legislation.gov.au/Details/C2012C00899
[Accessed 20 Aug. 2019].
Australian Human Rights Commission (2019). Getting to know the Sex Discrimination Act: A
guide for young women (2002) | Australian Human Rights Commission. [online]
Humanrights.gov.au. Available at: https://www.humanrights.gov.au/our-work/sex-
discrimination/publications/getting-know-sex-discrimination-act-guide-young-women-2002
[Accessed 20 Aug. 2019].
Department of Health (2019). Department of Health | 6.1 Duty of care issues. [online]
Www1.health.gov.au. Available at:
https://www1.health.gov.au/internet/publications/publishing.nsf/Content/drugtreat-pubs-front11-
wk-toc~drugtreat-pubs-front11-wk-secb~drugtreat-pubs-front11-wk-secb-6~drugtreat-pubs-
front11-wk-secb-6-1 [Accessed 20 Aug. 2019].
Equal Opportunity Commission (2019). Informal Complaints | Equal Opportunity Commission.
[online] Eoc.sa.gov.au. Available at:
https://eoc.sa.gov.au/about-equal-opportunity/employment/complaints-workplace/informal-
complaints [Accessed 20 Aug. 2019].
Victorian Equal Opportunity and Human Rights Commission (2019). Workplace law. [online]
Humanrightscommission.vic.gov.au. Available at:

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https://www.humanrightscommission.vic.gov.au/home/the-law/workplace-law [Accessed 20
Aug. 2019].
Task 2: 10 Minute Role Play Presentation
The following is the content covered for each of the slides of the 10 minute presentation:
Slide 2: Introduction: What is Diversity? : The term ‘diversity’ implies differences
which distinguish individuals and make them unique from each other, in terms of, but not
limited to, features such as, nationality, ethnicity, culture, race, religion, gender, sexuality, social
status, economic capabilities as well as ideas, opinions and preferences. Diversity not only
comprises of merely these differences but also perceptions of acceptability across individuals of
the fact that everyone is different and that we must respect our differences with peace and
harmony.
Slide 3: Workplace Diversity: Description: Diversity across the workplace implies the
recruitment and inclusion of workers and staff with a variety of characteristics and differences in
terms of sexual orientation, religion, spirituality, gender, age, culture, ethnicity, nationality,
educational, economic or social backgrounds as well as mental and physical abilities. Diversity
at the workplace implies that the organization not only recruits such as varied group of workers
but instills a workplace culture of acceptance and inclusiveness where diverse staff work
harmoniously with each other without discriminating anyone’s differences.
Slide 4: Importance of Diversity: Every individual is entitled to and has the right to
practice their own set of personal beliefs and preferences which must be respected by all. Hence,
practicing diversity at the workplace is important since it promotes a culture of mutual respect,
understanding, empathy and acceptability across all staff of the organization. Additionally,

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diversity practice at the workplace is also important due to its ability to allow groups with a
history of discrimination and marginalization to feel empowered, dignified and the opportunity
to work in work environment which is safe and allows for personal and professional growth.
Slide 5: Benefits of Diversity: In addition to its importance, adopting diversity at the
workplace also demonstrates a range of benefits to the workplace. Firstly, incorporating a diverse
staff allows for the discussion of range of diverse perspectives, opinions and ideas which can be
implemented in future organizational objectives. Secondly, the increased variety of perspectives
due to diversity also results in increased emergence of creative ideas by staff. Thirdly, diversity
at the workplace and the associated diversity in perspectives and creativity also results in
enhanced decision-making, faster rate of solving problems and increased rates of innovation.
Thus, lastly, organizational innovations due to diversity, increase an organization’s competitive
advantage over rivals resulting in higher profits and customer satisfaction.
Slide 6: Purpose of a Diversity Policy: The purpose of a diversity policy is to enlighten
staff on the range of workplace codes of conduct which must be maintained, to prevent
discrimination or harassment at the workplace and promote a recruitment and working culture of
inclusiveness and acceptability. With respect to the same, the purpose of this revised workplace
diversity policy of Acumen Restaurant is to promote harmony and prevent any form of
discrimination among staff across aspects of age, gender, ethnicity, race, culture, ability, socio-
economic background, educational status and religion. Guiding staff on WHS Code of Conduct
and procedures of reporting and complaint filing to be followed if issues related to discrimination
and harassment arise.
Slide 7: Summary of Changes: One of the major changes which have been added to te
revised workplace diversity policy is the code of conduct which staff must follow and the

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appropriate federal and state legislative requirements with respect to prevention of discrimination
on grounds of gender, age, disability, race and family obligations. Additional changes include
educating staff on the range of formal and informal procedures to be followed in case of filing
complaints and reporting against any incidence of discrimination. The workplace diversity policy
also now contains formal and informal recommendations as well as Duty of Care obligations and
compensation for staff who have been victims of discrimination and harassment at the
workplace.
Slide 8: Legislative Requirements: An incidence of workplace discrimination and
harassment will be legally covered by federal laws such as the Privacy Act 1988, the Public
Service Act 1999, the Racial Discrimination Act 1984, the Equal Opportunity Act 2010, the Fair
Work Act 2009, the Human Rights and Equal Opportunity Commission Act 1986, the Sex
Discrimination Act 1992, Duty of Care 2004 and the Disability Discrimination Act 1992, as well
as state laws such as the Occupational Health and Safety Act 2004 by the Victorian Government.
Slide 9: Harassment at the Workplace: Harassment at the workplace implies the act of
demonstrating threatening, disrespectful, belittling and abusive behavior towards a fellow worker
or a group of workers on grounds of gender, culture, race, ethnicity and religion. Harassment at
the workplace is a major violation of WHS recommendations and is covered by the Occupational
Health and Safety Act 2004 by the Victorian Government and federally by the Sex
Discrimination Act (2002) and the Workplace Gender Equality Act (2002).
Slide 10: Procedures for Reporting: According to the revised workplace diversity
policy, the complainant has the opportunity to report the incidence of harassment, formally using
the organization’s complaint report form as well as informally by requesting for a meeting with

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the human resources manager, organizational management or the Head of the worker’s
respective department.
Slide 11: Harassment and Complaints: Formal complaints will be evaluated by the
WHS representative, organizational management, department head as well as the human
resource department, after which the complainant will be liable for compensation as per the
severity of the issue. The accused will be penalized, kept under strict monitoring or even
terminated based on the severity of the incident. Non-formal strategies of addressing the
harassment will also be available to the complainant, such as debriefing sessions, allowance for
leave and counseling referrals.
Slide 12: Conclusion: Hence, it can be concluded that diversity at the workplace is
essential to maintain peace and harmony across staff and celebrate and not condemn our
differences at the workplace. With respect to the recent changes, employees are expected to
adhere to the revised workplace diversity policies, the absence of which can result in a violation
of WHS principles. The revised workplace diversity policy also accommodates strategies for
complaints and reporting with regards to harassment and issues at the workplace. For any
suggestions, feedback or questions, employees are welcome to submit their ideas to the feedback
box or communicate to the staff redressal section at the back of house departments of the
organization.

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Task 3: Survey Questionnaire
The following survey questions have been developed to obtain views, opinions and
suggestions regarding enhancement of the restaurant’s services, products and presence in the
market. Responses are to be used for organizational purposed only and will be kept strictly
confidential. It is our humble request that the answers provided are true, honest and not
disrespectful of the opinions or race, gender, age, ethnicity or abilities of any individual. To
ensure diversity in skills and perspectives, answers are open ended and you are free to write your
responses as concisely or expansively as desired.
Survey Section 1: Improvements to Products and Services (Beverages, Food, Customer
Preferences, Menus)
1. Which aspect of the restaurant’s products and services, do you feel are liked or preferred
most by customers?
2. Which aspect of the restaurant’s products and services, do you feel are disliked most or
preferred least by customers?
3. Which current food trends do you feel can be incorporated in the restaurant’s menu?
4. Do you feel that the restaurant’s menu can be changed or expanded with new ethnic or
culturally diverse cuisines? If yes, please specify the cuisine(s) which can be included.
5. Do you feel that the restaurant’s menu caters to customers of all age groups? Is no, please
specify your suggestions. Do you feel that the restaurant’s menu caters to customers of all
age groups? If no, please specify your suggestions.
6. Do you feel that the restaurant’s menu caters to customers of all ethnicities? If no, please
specify your suggestions.

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7. Do you feel that the restaurant’s menu caters to customers with special dietary
requirements? If no, please specify your suggestions.
Survey Section 2: Improvements to Promotions (Advertising, Pricing, Specials, etc.)
1. Which current customer trends do you think can be incorporated in our organization’s
advertisements?
2. If you were to manage the advertisement of the restaurant for a day, what changes or
innovations would you engage in?
3. Do you the organization’s menu pricing are suitable for customers of all income groups?
If no, please specify why.
4. ‘Special items in the menu must be developed and advertisement every day, without
however, considering restriction’s in the customers’ income groups’ – what is your take
regarding this statement?
Survey Section 3: New Technologies or better ways to use current technologies (for
promotion and capturing market information)
1. The restaurant currently has its own website to promote and capture market information.
Do you think we can incorporate other strategies for the same? If yes, please specify.
2. Imagine being promoted as the web designer of the restaurant’s website for a day? What
would you have changed/not changed?
3. Imagine being given access to the restaurant’s Twitter handle/Facebook page? What
would you have posted?

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4. The locality’s newest café now has facilities for free Wifi and a souvenir shop as takeway
gifts and merchandise for customers. Suggest changes which we can implement to
compete and obtain greater number of repeat customers.
5. Do you think the restaurant’s current advertisement resources and strategies are inclusive
of customers across all culture’s, ages and health requirements? If no, then please specify
your suggestions.

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Assessment 3: Case Studies
Case Study 1
Question 1
The following are the informal as well as formal procedures which the manager can use to
address the complaints of sexual harassment and gender-discrimination at the workplace by the
female cook.
1. Informally, the female cook can raise the issue for discussion with the head or staff of the
human resource department, who can then communicate the same to manager. The
manager can then arrange for a separate meeting with the cook in private to hear out her
complaints. Alternatively, the manager or staff from the human resource department can
arrange for a short monitoring session to observe the practices carried by the male chef
and workers in the kitchen area or call for a collective meeting after the first meeting with
the female cook. The collective meeting can comprise of the manager, the female cook as
well as the accused sharing their perspectives of the incident. Alternatively, as a
debriefing or resilience strategy, the manager can arrange for a meeting with a counselor
for the female cook to discuss coping strategies for dealing with the impact of the
incident. The manager can also allow the female cook to take an off for a few days or
provide her the opportunity to be stationed at a different department if she believes that
she will be able to work in the present organization.
2. Formally, the female cook has the right to file a complaint and lawsuit against the
accused male chef and cooks as per the Sex Discrimination Act (2002) and the

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Workplace Gender Equality Act (2002). She may also file a complaint against the
accused and report to the WHS representative in the locality on grounds of violation of
the Duty of Care and Occupational Health and Safety Act (2004) of the Victorian
Government, which make her liable to receive some form of compensation. To address
the complaint formally, the manager must make arrangements to discuss in detail with
her the specific facts related to the incident and note down the same in the complaints
register or form used formally by the organization. The manager must also ensure the
presence and involvement of the WHS representative to handle this case, as per the
Occupational Health and Safety Act (2004) of the Victorian Government.
Question 2: Complaint Report
The following is the detailed complaint report of the female cook against the male chefs
and workers on accusations of sexual harassment and gender-based workplace discrimination. In
addition to the report, the following are further details of the complaint:
Specific instances of harassment: The male chef and male workers would frequently
address the female cook with derogatory terms or names or sexually offensive slangs, especially
if during a mistake or delay in work. She would also be subjected to casual abusive remarks and
jokes which were passed off as merely ‘for the sake of good humor’ when the female cook raised
an objection.
Timing or duration: The incidences mainly occurred during peak hours when mistakes
or delays were met with abusive criticism and would continue to even after the situation at
subsided.
Complaint Report
Details of the Complainant (s)

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Names (s) Miss. X. (Name not revealed for privacy and
confidentiality purposes)
Position (s) Cook, Kitchen Hand
Details of Complaint
Date/Timeline Frequently, during peak hours, most notably on 19th
of August, 2019.
Persons Involved Male Chef, Male Cooks
Key Issues  Offensive slangs
 Gender-related offensive ‘name calling.
 Sexually derogatory comments
 Offensive slurs and jokes, met with
disregard when objected to.
 Used to occur specifically during peak
hours, especially if the complainant,
who is relatively new to the
surroundings, made any mistake or
delay in the task allocated to her.
 The harassment would be initiated by
the male chef which would commence
further across the male colleagues
 Despite repeated objections by the
complainant, the same would be
disregarded casually.
Complainant Acknowledgement:
I acknowledge that this report accurately records the details of the complaint I made.
Signature:
Date: 20th of August, 2019
Recommendations (for office use only)
Next steps:
 Further investigations
 Actions to be taken to resolve complaint
 Complaint Close
Details of recommendations for next steps:
 After obtaining consent, the complainant has been provided a referral to a counselor to
discuss and share regarding the incidence as well as gain an insight into coping strategies
which she can follow to combat and recover from the negative impacts of the incident.
 The complainant has also been asked to take a leave for a few days in order to recover
from the incident as well as update us with her opinion to resume working with this
organization. The opinions of the complainant are to be respected at all costs.
 The complainant has also been provided an opportunity to work in a department different
from the department she was working in within the organization, since the present
environment made her feel unsafe and insecure. She will be offered this opportunity after
she resumes contact from her leave.
 The accused have been charged a sum as penalty and been warned.
 The accused have been given a warning and will be kept under strict supervision and
monitoring by senior personnel such as the head of the food and beverage department or
the WHS representative or the human resource department manager.

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 The accused have been warned that further repetitions of similar incidences in the future
will result in heavier penalties and a possible termination from the organization.
 To enlighten and educate staff on the code of conduct, federal and Victorian legislations,
and organizational policies of complaints, discrimination and harassments, a brief
training and debriefing session will be conducted.
Reported completed by (name and position): WHS representative, human resource manager,
restaurant manager.
Signature:
Date: 20th of August, 2019
Question 3
To,
The Restaurant Owner
From,
The Manager
Subject: Need for staff training on complaint and harassment policies
Respected Sir,
This is to bring to your notice, the recent complaint which was raised by one of the
female cooks from our organization, on grounds of sexual harassment and gender-based
workplace discrimination. Despite the complaint begin handled effectively and promptly, it was
observed that workers’ awareness on code of conduct and issues associated with diversity and
harassment were inadequate and must be addressed at the earliest. Our organization strives to
uphold principles of acceptability and diversity at the workplace as well as providing a safe and
conducive work environment as per WHS recommendations. Hence, with purpose of ensuring
the same as well as preventing further such incidences in the future, a training and education
session will be conducted across staff members.

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The training will comprise of three sections: appropriate workplace communication,
gender-based discrimination and diversity policies at the workplace. Each section will comprise
of code of conduct to be maintained by staff to ensure WHS compliance, the formal and informal
strategies with which staff can address issues and complaints and relevant federal and state
legislations such as the Privacy Act 1988, the Public Service Act 1999, the Racial Discrimination
Act 1984, the Equal Opportunity Act 2010, the Fair Work Act 2009, the Human Rights and
Equal Opportunity Commission Act 1986, the Sex Discrimination Act 1992, the Disability
Discrimination Act 1992 and Occupational Health and Safety Act (2004) of the Victorian
Government.
The training will be delivered by the WHS representative, the respective heads of each
department as well as monitored by the human resources department and the manager.
Debriefing will be conducted after each training session to obtain feedback from staff.
We hope to hear your views and opinions of the same at the earliest.
Regards,
The Manager
Case Study 2
Question 1
My two personal biases and prejudices which may affect my decisions on recruitment
negatively, are related to stigma or stereotypes and possessing inadequate information or
awareness regarding diversity.

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1. Stigma and stereotypes refers to the practice of ‘othering’ or assigning derogatory terms,
or negative and perceptions to a group of individuals belonging to a particular
community, race, ethnicity or gender. In this case, since childhood, I have been exposed
to stereotyped comments on Indigenous Australians and even refuges which had
influenced my perceptions and compelled made to regard them as the violent, aggressive
or socially non-conforming. This is a major personal issue which must be addressed since
such stigma and stereotype can influence my recruitment of ethnically or culturally
diverse staff or even influence my behavior towards such workers at the workplace.
2. An additional personal bias or stigma which can be major issue impacting my recruitment
of culturally diverse workers is my lack of adequate education and awareness on diverse
cultural practices and beliefs of Indigenous Australians or individuals from countries
other than Australia. Often people from diverse ethnic communities posses their own set
of unique family, religious, spiritual and dietary practices which must be harmonized and
respected. If not addressed, such personal issues can result in misunderstandings where I
may fail to understand family or religious obligations of workers and hence arrange for
adjustments at the workplace to accommodate the same.
Question 2
The two actions or attitudes which I can adopt to overcome these prejudices and ensure
successful team work include: interpersonal communication and education.
1. Most of our misconceptions, stigma and negative thoughts associated with individuals
and groups from diverse ethnicities and cultures are due to lack of understanding or
communicating with such individuals with empathy in order to understand their needs,
opinions, practices and preferences. Hence, from now on, I will engage in attitudes of

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compassion, empathy and eagerness when I will be communicating and interacting with
culturally diverse staff and actively listen to their opinions, needs and expectations before
working or while working in this organization.
2. Additionally, stigmas and stereotypes emerge due to a lack of adequate information,
awareness and education across individuals on the diverse cultures, practices,
backgrounds and histories of ethnically diverse communities. Hence, a major action
which I will commit to is access, read and understand various media articles, resources
and readings catering to culturally and ethnically diverse communities. This will improve
and enhance my knowledge and awareness regarding practices of culturally diverse
groups after which, I will be able to understand the obligations of staff belonging to
various ethnicities who are working in my organization.
Question 3
The following three ways can be implemented to ensure diversity in recruitment and
selection of new staff at the workplace:
1. Workplace diversity policy: A workplace diversity policy and code of conduct on
prevention of discrimination, will not only educate staff on the need for cultural
competence but will guide managers to follow a recruitment policy which is inclusive,
acceptable and equitable.
2. Cultural competence training: Providing training and education to staff on the
importance and strategies of maintaining cultural competence at the workplace will
ensure a workplace culture of acceptance, diversity and inclusiveness.

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3. Incorporation of culturally diverse events and holidays: Celebrating special events
and holidays at the workplace can promote a culture of diversity as make culturally
diverse staff feel that their needs are respected and understood.
4.

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Case Study 3: Facebook page post
One year. A million smiles of diversity!
Thanks to our flexible diversity and gender-equality practices, Acumen restaurant
proudly celebrates its achievement of being the only workplace organization in the community to
maintain and equal split across recruited staff!
What’s more than simply gender equality you ask? Well, with Acumen’s diversity
friendly scheme, we can now proudly celebrate our ‘unity in diversity’ policy with almost 35%
of our staff belonging to ethnically and culturally diverse communities.
And that’s just not all. With our flexible and inclusive training and work programs,
almost 25% of at-risk or vulnerable youth are now proudly a part of the Acumen family.
A big thank you to all of you for joining hands with us to fulfill this delightful
achievement. With your support, we are sure to walk a million more miles of making a
difference to Victoria’s workplace cultures!

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