Kingfisher Garden Centre: Workplace Diversity Report and Analysis

This report examines workplace diversity within the context of Kingfisher Garden Centre, an Australian organization. It begins with an introduction to workplace diversity, defining it as the inclusion of employees from diverse backgrounds, including gender, age, religion, and other attributes. The report covers diversity management, its benefits, and policies to address gender imbalance and maintain employee relations. It analyzes diversity management practices, including recruitment, selection, and training. The report also discusses challenges like stereotyping and discrimination, along with strategies for promoting diversity both internally and externally. The report also covers various aspects of diversity such as age, gender, family, LGBTI community, disability, and Aboriginal and Torres Strait Islander peoples. The report concludes with a summary of key findings and recommendations for fostering a more inclusive workplace, emphasizing the importance of equal employment opportunities and anti-discrimination measures. The report also covers relevant legislation such as the Equality Act 2010, Health and Safety Act 1974, and the Anti-Discrimination Act 1977.

Commercial Cookery
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Table of Contents
INTRODUCTION ..........................................................................................................................4
ASSESSMENT 1.............................................................................................................................1
TASK 1............................................................................................................................................1
SECTION 2..................................................................................................................................3
SECTION 3 ................................................................................................................................9
ASSESSMENT .............................................................................................................................10
ASSESSMENT 2...........................................................................................................................11
TASK 2 .........................................................................................................................................11
Age, gender and family diversity...............................................................................................11
LGBTI Community ...................................................................................................................12
Disability ...................................................................................................................................12
Aboriginal and Torres strait islander peoples ...........................................................................13
Recruitment and selection..........................................................................................................14
Selecting employees...................................................................................................................14
Bullying and harassment............................................................................................................14
Sexual harassment......................................................................................................................15
Grievance Procedure..................................................................................................................15
Training needs............................................................................................................................15
Promoting diversity....................................................................................................................16
Promoting diversity externally...................................................................................................16
CONCLUSION..............................................................................................................................17
REFERENCE.................................................................................................................................18

INTRODUCTION
Workplace diversity refers to an organisation employing workers from varying gender,
age, religion, race, ethnicity, sexual orientation and various other attributes. Workplace diversity
is highly beneficial for corporations and help them achieve success in their business endeavours.
Workplace diversity policies need to be adopted by organisations in order to address gender
imbalance, reduce stereotyping and maintain effective employee relations. External forums can
be used by organisations to promote benefits of workplace diversity and create profitable brand
image. This report is based on Australian organisation Kingfisher garden centre which was
established in 2001 which sells garden essentials and supplies. This report includes description
about workplace diversity, fostering diversity and advantages of diversity in the workplace.

ASSESSMENT 1
TASK 1
Ans1.)
Diversity management is defined as deliberate efforts which are made by leader of a
company to hire diverse talent and experience at the workplace and protect each employees
equally by providing resources and individual difference. In relation to Kingfisher Garden, leader
and management should be adopt this policy which can help to motivate employees to work
regularly and provide safety (Alon-Shenker and Lurie, 2019).
Ans 2.)
Diversity is valued in all organizations as it promotes the individuality, creation of new
ideas and solution, managing talent at the workplace, maintaining contribution of each person
and building a stronger brand that make organization more interesting and required employer.
Moreover, it helps to recognise and respect employees in front of others that develop the higher
productivity and profitability.
Ans 3.)
An organization can build the workforce by creating partnership with local and national
organization that promote company's image as well as employer profile. The management of
Kingfisher Garden can build the diverse workforce by offering target internship to employees,
giving rewards, training to recruiters, and solving the problems by giving right suggestions that
can help to build the effective workforce and maintain high productivity.
Ans 4.)
Diversity policies are established by the human resource department who identify the
needs of employees and organization and make efforts to fill them by managing all workings. In
relation to Kingfisher Garden, needs to find out the diversity policy at various range such as
human resource department, owner, department and manager. Herein, management needs to find
out the policy and should be implement them properly.
Ans 5.)
In an organization different business areas such as management, leader, productivity and
performance might be affected due to diversity policy in relation to cultural by creating
interpersonal conflicts (Chen. and Tang, 2018). In a company number of employees and
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management are working who belongs to different culture and language. This area can be affect
business organization by reducing number of employees and performance continuously.
Ans 6.)
While running an organization, management should have information regarding diversity
policy and needs to provide equal respect to all employees that encourage them to work
effectively and with dignity (Gomez and Bernet, 2019) Management should also encourage
employees by eliminating different between age, colour, ethnicity, gender identity, language,
national origin, physical and mental ability, social economic status, and sexual orientation that
encourage people to work collectively and attain the business goals and objectives.
Ans 7.)
Currency: Diversity policy should be reviewed by HR management of organization on
the basis of annually as it helps to develop the skills and talent of employees day by day which
increases business performance. The management should be analysis current needs and make
efforts to fill them by offering better quality of services and accommodation which supports to
continue the business productivity.
Efficacy: The diversity policy should be relevant and efficient which can be used by
management for the purpose of managing good performance and getting the competitive
advantages in changing environment.
Ans 8.)
Having diversity at the workplace is important as management identify the vacancy and
recruit the highly skilled and experienced staff who can work in challenging environment and
give their contribution to complete the task properly. The management can take action to make
aware staff by prioritizing communication, encouraging employees to work in diverse groups,
treating each as an individual, and hiring the skilled and capable person who can manage the
work and aware from different policies which increases business profits.
Ans 9.)
In relation to organization, internal processes, employee feedback, external review board,
auditing requirement and KPI are defined methods which can be use by HR management to
review the diversity policy (Kalargyrou and Costen, 2017).This helps to know that how
employees are following the regulation of diversity and managing their performance at the
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different workplace that can help to increase the business performance. By using internal process
and employees feedback it brings the changes in their activities and complete the assigned task
effectively.
Ans 10.)
Equality Act 2010, is main legislation that must be incorporate by management at their
workplace for managing diversity by providing equal opportunity to all employees ( Kumudha
and Jennet, 2018) Health and safety Act 1974, should be followed to provide the good health
and safety to all working staff. Equal pay 1970, is another legislation that should be follow as it
prohibits any less favourable treatment between men and women in relation to pay and
employment condition. Anti discrimination act 1977 is another laws that should be followed by
management in order to providing equal chances to men and women. This laws empower the
employees capability and retaining them at the workplace by managing them and getting the
work done properly.
Ans 11.)
The aim of equal employment opportunity is to treat the all workers or employees equally
by motivating them to work and filling their needs effectively. The management should be give
employment chances to male and female both which can help to develop the organizational
productivity as employees works efficaciously.
Ans 12.)
The anti-discrimination legislation is related to provide the eliminate the difference or
discrimination between men and women that can encourage employees to perform well by using
their skills and abilities. The grounds of anti-discrimination act are unfair treatment, race, colour,
religion, sex, nationality, and disability that all are focusing by management and discriminating
among staff which create the feeling of dissatisfaction as well as leaving the organization.
SECTION 2
Ans 13.)
Stereotype is defined as over generalized beliefs that shows a particular category of
people and managing the diversity at the workplace (Manoharan and Singal, 2017) This is
important for management to overcome the stereotype, bias and discrimination which are
pertaining in the business environment and affected the organizational performance.
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Ans 14.)
Stereotype is an act which used by management to know the mental status of employees
and providing them optimum solution which can help to develop the business productivity. This
also uses to simplify and justify social reality which have potential powerful effects on
describing how people perceive and treats one another. In relation to Kingfisher Garden,
stereotype can create the problem by leading discrimination between labour market and other
domains. This reduce the satisfaction level of employees and make decision to leave the
organization (Mousa, 2018).
Ans 15.)
The management is playing an important role in Kingfisher organization as it identify the
needs and problems of employees who are working and provide them training as well as proper
guidance that can help to develop the business performance. For managers, role model is highly
important in diversity because it helps to make better understand employees regarding
demographics and what action needs to be taken which can help to develop the higher
productivity. This also motivates employees to work in well manner and systematically by
accepting changes and delivering good performance.
Ans 16.)
In organization number of people works who belongs to different age diversity and they
also have different skills and ability to work which develop the business performance. There are
obvious challenges arises as creation of myths and stereotype generation that stops people to
work according to new environment. Stereotypes about Gen Y, people quit learning when they
become old, employees stops to bring creative and new ideas, communication gaps and working
with traditional method that impacts on organization negatively. The management should be
provide training to old as well as new employees who ready to work and focuses on their willing
to work not age base diversity ( Nadarajah, Atif and Gull, 2021).
Ans 17.)
In organization HR management is also playing important role as it recruits skilled and
talented people who get ready to work properly and manage the organizational activities. By
selecting different age of people, different role and responsibilities are allocated between
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employees and complete the work specifically. To manage the age diversity in Kingfisher
management is required to take action such as:
 Facilitating strong communication network.
 Engaging and promoting team work.
 Invest in time and maintaining good relationship between employer and employees.
 Understanding problems and making efforts to resolve.
 Accomplishing goals and celebrating achievements.
Ans 18.)
The term “glass ceiling” explained as invisible barriers to success which is faced
employees from minority and underprivileged communities such as women and minorities. This
obstacle stops employees from a specific demographic background which is usually minorities
from advancing in their career through promotions and secure high positions in corporate world (
Papadaki and Giannou, 2021).
Ans 19.)
In-house training: This type of training involves utilisation of resources owned by the
firm and experts on the subject of workplace diversity to give the staff members information
about various principles of diversity such as appreciating differences and elimination of unfair
treatment. The main benefits of in hose training is that it is cost effective and can be customised
by the organisation according to their needs. This method of training workers about diversity
overburdens administration and reduces continuous improvement which are the main demerits of
the employees.
External training: This type of training revolves around inviting experts and specialists
from outside the company to train employees about diversity principles and importance of
inclusivity at the workplace. The main merit of external training is that it provides fresh
perspective to the employees and allows workers to interact with specialists in the field of
workplace diversity. The primary demerit of external training s that it requires huge investment
and is highly time consuming ( Patel and Feng, 2021).
Ans 20.)
For: Utilisation of targets helps organisation decrease gender imbalance by improving
amount of women at high authority management positions. Corporations are able to increase the
percentage of women at authoritative management positions by setting a particular target.
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Presence of women at high management positions help the company decrease gender imbalance
and create diverse workplace.
Against: Targets are not helpful in reducing gender imbalance at the workplace because
as they are unable to inform employees about the masculine reality of the crrent workplace
culture. Utilisation of targets without change in leadership and management mind set results in
construction of a workplace environment which blames other gender for organisational faliers
and reduction of meritocracy. This creates harsh workplace for women and has negative effects
on workplace diversity (Rahman, Turpin Jr and Phelps, 2020).
Ans 21.)
The process of recruitment which is disadvantageous to disabled applicants but is applied
to every applicant the same way is form of indirect discrimination. This is because the
recruitment process of filling application form and sending resume through email applies to
every employee the same way but disadvantages disabled applicants without any direct measures
against disabled candidates.
Ans 22.)
Job redesigning is a primary example of reasonable accommodations which allow
disabled employees to conduct primary functions of a job effectively and with high productivity.
Job redesigning includes changing primary functions of a job in a way which helps disabled
employees conduct their job effectively or shifting managerial functions which the employee
cannot perform due to their disability.
Acquisition of equipment which help employees with disability conduct their job
smoothly or modifications in company machinery for the benefit of employees with disability is
another example of reasonable modifications.
Ans 23.)
Allowable discrimination occurs when certain employees are favoured on the basis of
their protected characteristics. The main reason in support of allowable discrimination is that it
enhances workplace equality as employees which have entrenched discrimination gain assistance
in achieving growth. Another reason for supporting allowable discrimination is that it reduces
further discrimination of disadvantaged groups in the corporate world and helps them climb
socio-economic ladder ( Rajput and Talan, 2017).
Ans 24.)
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Sexual harassment is type of illegal discrimination described in the Equality Act, 2010 as
unwanted workplace behaviour which either means to or results in violation of dignity, creation
of hostile and offensive environment, degradation or humiliation. The unwanted behaviour could
be verbal or written words or abuse.
Ans 25.)
Bullying is the act of making someone feel intimated which is considered unlawful under
the Equality Act, 2010. Apart from this Protection from Harassment Act, 1975 protects
employees from bullying and workplace bullying breaches the employment contract which states
that parties to the contact have legal duty of trust and confidence to each other ( Syed and et. al.,
2019).
Ans 26.)
Physical bullying: In this type of bullying acts of physical violence are committed
against the victim. In addition to this property of victim is damaged by the bully.
Verbal bullying: This type of bullying occurs when abusive or offensive language is
used against an individual.
Social Bullying: Spreading false rumours which reduce the reputation of an employee or
exclusion of an employee from their collective workplace programmes are part of social
bullying.
Cyber bullying: Technology which includes all types electronic communication methods
is used in cyber bullying to intimidate or threaten an employee. This includes text messages,
social media posts, video calling applications or forum comments.
Ans 27.)
Conducting bullying and harassment training programmes which are compulsory for each
employee is an important step in reducing bullying. In context of Kingfisher internal and external
training sessions related to bullying and harassment need to be conducted regularly to reduce
bullying. Promotion of harmonious work culture, management of workplace stressors which lead
to bullying, implementation of zero tolerance policy against bullying, enforcement of effective
grievance procedure and maintenance of an open door policy which encourages victims of
bullying to come forward are effective steps to reduce workplace bullying ( Taras and et. al.,
2019)
Ans 28.)
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Informal Action: This step involves identifying if the complaint is minor and can be
handled informally. If the complaint of employee is serious or if the worker is not satisfied with
informal action, formal grievance procedure is conducted by with employee writing formal
document about their grievance.
Investigation: This process involves investigation about the formal complaint of the
employee by informing each member associated with the complaint and allowing them to present
decision.
Grievance meeting: This step involves meeting with the employee who filed the
complaint and understanding their perspective about the grievance and how it should be
resolved.
Decision: This step involves taking decision about upholding or rejecting the grievance.
Employee who filed the grievance need to be informed about the decision and implementation of
action to resolve the grievance if it has been upheld.
Appeal: This step involves an employee making an appeal if their grievance is rejected or
they are dissatisfied with the actions of their employer ( Yang and Matz-Costa, 2018).
Ans 29.)
If an employee is dissatisfied with grievance handling they can make an appeal for
another hearing to re-examine the decision of the grievance. Apart from this the employee has
the option to resign and claim constructive dismissal on the basis that they have been forced to
leave because of fundamental breach of contract from the employer.
Ans 30.)
The job advertisement need to involve policies which appeal to diverse range of
candidates and highlight diversity initiatives of the company. In addition to this the job
advertisement should be communicated in multiple languages and be accessible to people with
disabilities to ensure presence of diverse candidates for the selection process.
Ans 31.)
In order to construct an impartial and bias free interview round during selection process,
organisation need to train their interviewers to evaluate candidates objectively and remove
prejudiced thinking from their decision making process. The interviews should not ask questions
related to protected characteristics to conduct unbiased interview (Alon-Shenker and Lurie,
2019). Diversifying interviewees and evaluating employees on the basis of skills which are
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