.

Assessment Summary Sheet

Version June 2020, Approved: CEO
CRICOS Name: Pass Global
Pty Ltd t/a ALTEC College
Provider Code: 22034
CRICOS Code: 02926D

Assessment Summary / Cover

Sheet

This form is to be filled in by the student and completed by the assessor and used as a record of Student
Competency.
All student submissions including any associated checklists (outlined below) are to be attached to this cover
sheet before placing in the students’ file. Student results are not to be entered into the Student database unless
all relevant paperwork is completed and attached to this form.

Student ID Student Name

TAS0820 Neha Sondhi

Group GradDip_SL First Submission Re- Submission

Course Code BSB80215 Course Description Graduate diploma of Strategic leadership

(eg. BSB50215) (eg. Diploma of Business)
BSBLDR804 Unit Description Influence and Shape Diversity Management
Unit Code
(eg. BSBPMG522) (eg. Undertake Project Work)

Assessment Task # Task A: Written questions

Task B: Organisational Diversity Project

Task C: Diversity in recruitment

Task D: Diversity Management Monitoring

By signing this cover sheet the Assessor and Student agrees to the declaration below.

Assessor Student
 I declare that I have conducted a fair, valid, reliable and flexible  I/we hold a copy of this assessment and this cover
assessment with this student, and I have provided appropriate sheet, which can be produced if the original is
feedback. lost/damaged.
 I also declare that I have undertaken the indicated assessment integrity  I/we certify that this assessment is my/our
checks own work in my/our own words. I/we
understand and accept that any act of
Google check for plagiarism  Yes  No plagiarism and academic dishonesty may have
penalties including cancellation or suspension
Check for Copying/Collusion  Yes  No of my enrolment with ALTEC College.
 Enabling plagiarism is the act of assisting or allowing
Check for Authenticity (own work)  Yes  No
another person
to plagiarize or to copy your work.
Cheating or use of model answers  Yes  No
 I/we understand my/our right of appeal under the
Complaints and
Appeals Policy and Procedures.

Signature: Signature: Neha Sondhi

Date: Date: 10/05/2021

Assessor Name Final

Mr. Ugendra
Result

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Assessor Signature Date

I declare that I have conducted a fair, valid, reliable and flexible assessment with the student and have
provided appropriate feedback.

Administrative Use Only

Assessment Accepted by: Print Name Date Initials

Entered into Wisenet: YES N Date Initials

O
-------------------------------------------------------------------------------------------------------------
----------------------------
Student Slip
ALTEC Staff: Please date, sign and return this slip to student as proof of submission.
Students: Please keep this slip as proof of your submission. Make sure it is dated and signed by an ALTEC staff.

Student Name and ID: Date Submitted:

Unit Name and Assessment Number: Admin Initials:

Note: Students should hold a copy of this assessment and this cover sheet, which can be produced if the original is
lost/damaged.

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Table of Contents
Task 1: Written Questions…………………………………………………………………………………3-8
Task 2: Organizational Diversity Project………………………………………………………………..9-28
Task 3: Diversity in Reqruitment…………………………………………………………………………29-39
Task 4: Diversity Mangement monitoring………………………………………………………………40-46
References…………………………………………………………………………………………………….. 47

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Assessment Task 1: Written Questions

1. Explain the concept of workplace diversity.

In the context of workplace, diversity refers to the dynamics and environment of
organizations where workforce shares different backgrounds and skill sets. Employees
working together in an organization having different set of values, culture, experiences and
expertise is called a diverse workplace. Moreover, diversity also includes workers of
different age, ethnicity, cultural beliefs, gender, personalities, and educational level which
may create different working situation. Diversity does not only include how people
recognize themselves but also how others perceive them.

Diversity at workplace is a significant worry in the present day. As a matter of certainty, it

turns out to be profoundly critical to guarantee that individuals are ready to be more
tolerating of others working in the working environment, thus, they make a positive
environment inside work, most definitely. Consequently, it turns out to be very imperative to
have strategies and procedures set up which can cultivate such manners of thinking inside
individuals, and thus, empowers them to see and appreciate the different values of people
they work with, as an antecedent to their own individual growth and development.
Nonetheless, such mentalities should be supported inside the work force, since it is
imperative to acknowledge how such mentalities help an association to be more creative, and
more unique.

2. Explain how diversity policy and initiatives can impact on human resources
management. Give examples of human resources functions to illustrate your answers.

Diversity at workplace not only affects the development of interpersonal connections and
relationships, but also how management and staff interact and relate with each others. It can
also affects human resources functions, such as recruiting staff, training and record keeping.
Workplace diversity increases the responsibilities of people service department and holds the
department accountable for work under supervision of law. In many ways, the impact of
diversity plays a significant importance in the overall performance of Human Resource
Management functions.

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The Department of Human resources provide information regarding the workplace rules and
rights of employee. They put notice in common areas such as in staff rooms so that all
employess can access the information. The workplace rules and regulations should comply
with the law regardless of the difference in ethnicity, color, religion, age and gender. These
information posters should also be updated time to time so that employees can have updated
information.

Recruitment: Human Resource Department is also responsible for recruiting qualified staff
from diverse fields. Workplace diversity policy can require change in the Organization’s
recruiting strategies to promote applicants from diversified backgrounds. People service
professionals usually are responsible for application analysis and logs regarding the impact
of a workplace environment. For example, recruiting from asian countries may yield diverse
applicants. In addition to this, adversiting job by giving Equal job opportunies, can
encourage candidates to submit their job applications.

Diversity trainings: To build collaboration among customers and colleagues, various

diversity trainings to create awareness about contemporary issues that can affect lifestyles
and personal characteristics should be organised at workplace to educate staff members. HR
Department should arrange diversity training experts to provide training programs inside the
workplace. This benefits the diverse workforce and promots group training where employees
can meet and learn skills. Also group challenges can be conducted which will enhance the
learning of team members and encourage them to share their ideas to solve problems.
Moreover, employees and workforce can participate in various workshops that are related to
their job which will help them in improving client’s service. Informal social gathering can
also be arranged such as Staff party, Christmas celebration, Birthday party to promote the
benefits of a diverse workforce.

3. Explain how diversity policy and initiatives can impact on operational functions and
areas of a business. Give an example of at least two operational functions and area to
illustrate your answer.

Diversity at workplace includes different work cultures where people from different race,
gender, ethnicity, and color work together in harmony. Having more diverse workforce can
impact on the operational functions.

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For example1 : Diversity at workplace can create sparking creativity in operating

environment. Different people have different ideas and opinions from their experiences
which can lead to debate and can fosters innovations in business. In contrast, more
homogenous teams may not be able to handle different opinions or may resist change and
can disagree on various projects which can affect productivity and may leads to various
tensions among the business.

2. Another example is regarding the changing recruitment practices. Diversity policy and
initiatves may require to change organisational hiring practices. In orders to do so,
companies may need to hire more women employees to their workforce. For this change,
they may need to focus on attracting female applicants by abiding the legal requirements and
need to make sure that they do not violate anti-discrimination laws related to gender,
religion, disability and ethnicity. To alter the recruitment practices, diversity training may
need to be implemented to prepare a business for changing workforce and to make successful
assimilation process.

4. Explain how each of the issues below can be problematic in the workplace.

 Racism: Discrimination based on religion, race, gender and colour is a result of racial
inequality. People facing racism due to lack of self-worth, misconceptions about certain
religions, fear and social pressure are victimised by other people at workplace and it results
in lack of confidence, job opportunities and psychological issues. It creates unhealthy work
environment and tensions among work force. It can affect the productivity of staff,
organisation’s reputation and even can hamper the growth of a business.

 Sexism: Sexism is a complex problem that is experienced in organizational structure and

practices. It occurs at workplace due to Human resources practices, policies and procedure
for recruitment process. Behaviour and expectation based on sexism negatively affect the
performance of employees, their mental health and job satisfaction. It is often linked to
wealth inequality, due to uneven allocation of wealth. Unequal income can be divided
among people on based on sex, race, position or religion. It has various negative effects as
female employees may be diverted into only feminine skills roles. For examples: In many

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job occupations females are not rotated to the sites where physical work such as heavy lifting
is required just based on the assumption about suitability for tasks on the basis of gender.

 Ageism: Discrimination based on age have detrimental effects on the organisational

environment and their work force. Some employees or candidates have to face inequality
based on their age due to the stereotype nature of society. They do not get enough
opportunity to grow in their career due to their older age or vice versa. For example: Older
age people are treated unevenly when their experience and knowledge is compared with the
young age population. Similarly, young people are paid less or not get hired due to lack of
experience in certain jobs than older employees. Due to this discrimination, employers loose
valuable experience and might have to face legal liability. Age discrimination cause distrust
of employees within the company which results in lack of productivity , low staff morale and
low success rate of a business.

 Discrimination based on ethnicity, sexual orientation, religion and religious beliefs,

physical and intellectual abilities, gender, culture, religion: In many developed countries
like Australia, people experience inequality on basis of their religion, skin colour and race.
They are not offered higher job positions, and growth opportunities due to their language
skills. For example: In many countries black people are not treated well by the white people
and they have to face inequality in terms of accessing better growth opportunities, healthcare
and education. Many skilled immigrants work in jobs that undervalued their education,
experience and skills. It affects economic and psychological wellbeing of immigrants which
can pose a significant threat to social cohesion (Reitz, 2007).

 Harassment and victimisation: Any kind of harassment that can make a person feel
humiliated, offended or intimidated is not acceptable. Harassment can be physical or verbal.
Victim of workplace harassment or bullying can face physical and psychological health
issues such as anxiety, stress, panic attacks, or sucidial attempts. Victims cannot perform
their jobs to best of their abilities which results in loss of self-esteem, trouble making
decisions and lower productivity. It not only affect the victims but also create hostile work
environment, promotes absenteeism, additional cost to hire and train new work force,
impacts worker’s compensation claims, poor organisation image and results in expensive and
embarrassing legal issues.
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5. Complete the following table by providing a diversity strategy or initiative that could be
used to ensure the issues in the left column do not arise.

Issue Diversity strategy or initiative

Racism To eliminate racism, anti racism strategy is
best initiative. The aim of this strategy is to
create awareness among people against
racism to prevent and reduce it from
workplace. This strategy identify and
promote good work practices and empower
individuals and communities to take actions
against racism.
Sexism Implement Equal opportunity policy and
workplace gender Equality Act 2012. Both
men and women should be treated equally in
all aspects. Participation in work tasks should
be encouraged among both genders equally.
Flexibility should be provided to all
employees to balance work life and tasks
should be shared between teams. Gender
differences should be eliminated by
organising workshops and seminars to
educate people about the equality and
importance of both genders.
Ageism Implement equality acts while promoting
rights of employees and provide support to
victims of age discrimination. Promote age
diverse workplaces by arranging financial
incentives to workers. Address negative

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Discrimination based on ethnicity,
sexual orientation, religion and religious
beliefs, physical and intellectual abilities,
gender, culture, religion,
Harassment and victimisation
Assessment Task 2: Organisational Diversity Project
9
stereotype about older as well as younger
workers by arranging awareness campaigns
to improve their image and by highlighting
their positive contribution to business.
To address the issue of discrimination based
on ethnicity, sexual orientation, religion
gender or culture, equal opportunity should
be provided to all employees during hiring,
and promotion process. To promote cross-
cultural awareness , diversiy training are
effective to eliminate discrimination among
workforce. Lunches, and events can be
organised to celebrate workplace diversity
and to encourage employees to share their
culture and experience.
Communicate diversity policies effectively to
reduce workplace bullying and harassment.
All employees should be given training
against bullying and harassment and should
sign employee handbook after reading.
Meetings should be conducted with team
members to review problems faced by the
employees in terms of harassment.
.

King Edward VII College

DiversityReport
Best Practice
The organisation formulates a diversity implementation policy in order to ensure that all its
human resources are utilised most appropriately. It ensures that talents, different thinking
and innovation among the employees are utilised in the best manner to enhance
organisational productivity. If a positive and diversity-oriented organisational culture is
followed, the employees’ diversity is valued and used for attaining the goals of the King
Edward VII College. These diversity initiatives facilitate the effective functioning of the
entire King Edward VII College. It facilitates the collective utilisation of knowledge and
diverse opinion to attain overall benefits.

a. Organising multicultural activities: Such events and activities allow students from various
cultural and ethnic backgrounds to know each other. It harmonises their relationship and
improves understanding toward other cultures.

b. Hiring teachers from different ethnic backgrounds: When the teachers and instructors
consists of different religious, ethnic and cultural backgrounds learners will have an
opportunity to learn from them. The hiring policy of the college should not provide any
barrier toward hiring multicultural staff. It will promote diversity of the workforce of King
Edward VII college.

c. Forming teams from diverse background of students: Whenever a group activity or team
work is assigned by instructors it is recommended to form teams that consist of learners from
multicultural backgrounds.

d. Impose strict anti-discrimination policy: No student, teacher or any member of staff

should be discriminated on the basis of their cast, color, race, religion or any basis. Everyone
should be respected enough.

Influence of organisation culture on the success of diversity initiatives

An organisation’s culture can be defined as the shared set of understandings among
members. The organisational decision making is significantly influenced by these shared

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values. Following are two primary examples that signify the impact of organisation’s culture
on diversity initiatives;

 If an organisation’s culture supports open communication about their problems and

hesitations many problems can be easily resolved. For example, many Muslim employees do
not shake hands with female clients. Some members in the organisation may find it
inappropriate baheviour. But if they are communicated of religious practices of Muslims that
prevents them from touching an unknown female the members would understand the issue
and cultural understanding will increase as well.

 Similarly, a culture that supports educating new employees who do not know dos and don’ts
at the company can also help promoting the diversity initiatives. It will help maintaining a
cooperative and diverse workforce within the organisation.

Legislation

There are various legislations which can affect organisation’s diversity policies. Such as:

 Commonwealth legislation: All of these acts are applied at all employees to prevent any
kind of racial or sex discrimination at workplaces. It overrides any state legislation to the
extent of any inconsistency.
Racial Discrimination Act 1975: This act promotes equality among people regardless of
their race, nationality, colour and ethnicity. This act help people to feel safe, respected and
included equally in society and any discrimination based on these factors is considered
unlawful under this law.
Sex Discrimination Act 1984: This act helps in protecting people from unfair treatment
based on their sexual orientation, gender identity, pregnancy, and relationship status. It also
protects employees with family responsibilities and takes strict actions against sexual
harassment as per law.
Privacy Act 1988: This act helps in protecting the privacy of employees as well as clients at
workplace. All the information is kept confidential and secure according to this act and in
case of disclosure to certain authority such as police, consent is taken from the appropriate
person.
Anti-discrimination Act 1998 (Tasmanian): This act provides protection to people when
there is any kind of discrimination found on the basis of age, race, pregnancy, religion,

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culture, disability or sex in the workplace. Person facing less favorable treatment, bullying,
or sexual harassment can make complaint and person responsible will be charged with legal
notice and terminated from employment under this law. Moreover, policies like giving
maternity leaves to pregnant workers represent the organization values.

The college’s diversity policy and strategy prohibiting discrimination during the recruitment
process and providing equal opportunity for everyone. There is need of multicultural
workforce. To respect their work, equal opportunities should be provided to all employees
regardless of their nationality, colour, race and sex. The organisation must ensure that these
are appropriately implemented and effectively monitored. The Employee Diversity Act must
be followed. The acts related to providing equal opportunities and non-discrimination must
be abided most effectively. All these legislations must be abided by the King Edward VII
College to avoid any litigation. This will ensure that the King Edward VII College functions
within the legal and regulatory framework. There is a need for the organisation to comply
mandatorily with all the statutory and legal requirements related to diversity (Chang &
Hung, 2021).

Advantages of diversity
There are several advantages that diversity creates in the organisation. It ensures that all the
processes and activities are creatively undertaken. It enhances the functioning of the
organisation. All the complex processes need to use polled resources and diverse opinions to
solve them. The several advantages that the organisation will get by implementing the
diversity policies are that they will get the most out of a diverse workforce. Also, they will
get distinct ideas and concepts in order to take relevant decisions and policy
implementations. Pooling all the different talents possessed by the employees for
organisational benefit can be done. A diverse workforce tends to perform better, drive
innovation, and help organisations to increase their goals.

1. Cross fertilization of ideas and opinions: People from diverse backgrounds and experience
working in an organization have different ideas and opinions from multiple perspectives
which can be shared with others. It helps in solving various problems present in the
organization and proves effective in increasing productivity within the team.

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2. Improved client service delivery: The organizations having diverse workforce, can meet
the expectation and needs of clients more effectively and efficiently. Meeting client’s need as
per their requirement improves the organization’s reputation in the market.

3. Wider sources of recruitment: Workforce diversity also helps in increasing the chances for
wider recruitment within the organization to accommodate the needs of clients. Employees
from various backgrounds, age groups, can enhance creativity and bring in a variety of
solutions on how to achieve a common goal.

Trends and issues

According to Labour market information portal’s employment projections, Education and
training industry is expected to be among 17 out of 19 industries that will experience growth
for the five years period upto Novemeber 2015. Further an increase of 10.8% is expected in
this industry which will make total employment to 118,600 (LMIP Gov). Growth expected in
capital cities such as NSW (9.6%), Victoria (8.5%) but slowest in Northen Territory (5.4%)
and in Tasmania (5.7%).
Issues:
The immigration policies of Australian government is becoming harder and harder and their
policies now focus more on employing domestic or regional employees. It is hampering the
entry of overseas people who wish to come and get jobs in Australian job market.
Further, the COVID-19 pandemic is also said to affect entry of people from certain countries
in near future. Both challenges may affect the goal of achieving diversity in King Edward
VII college.
The college needs to analyse the trends before opening branches in regional Australia.

Diversity needs
The college has a huge need to employ professors who are from different parts of the world.
Thus, it will facilitate them to share different knowledge and experiences that they have
faced. Also, it needs to foster more creativity and innovative teaching techniques among
them. The strategy that may be adopted in addressing the gaps is that a diversity policy
covering all the essential aspects may be implemented by the organisation. There is a need to
address all the gaps in the King Edward VII College by employing diverse workforces. It
facilitates effective functioning and fosters an environment of positivity and creativity. All of

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them learn from each other and their different experiences and home countries as well. This
knowledge is utilised in teaching the students more effectively.
Strategic management
The core business operation of Kind Edward VII college is to provide vocational training
courses in management, marketing and human resources. The courses range from Certificate
II to Graduate level diploma. The college has around 500 students and most of them are
international students from diverse backgrounds. Keeping in view this, the management of
the college wants to implement diversity at all levels of the management as a long term
strategy. By fostening the diversity two positive relationships between strategic management
of diversity and college’s core business and strategic goals can be identified as follows:
1. First of all, employing teachers from diverse backgrounds will help certain students
getting better learning. For example, many Asian students find Australian teachers’ accent
difficult to understand but if teacher is from their country, there will be no language issue.
2. Employing staff members from diverse background and ethnic identities will facilitate
effective decision making which is crucial for the effective growth and expansion of new
campuses. People from diverse knowledge and opinions are vital for any organisation to
manage and expand operations.
The strategic management of diversity ultimately affects how organisational goals are
achieved. If diversity in an organisation is managed strategically and systematically, the
college operates successfully, and all its strategic goals and objectives are effectively
achieved. Thus, it must emphasise covering all essential points while formulating the
diversity policy. When diversity in the King Edward VII College is managed strategically,
the overall performance enhances, and the King Edward VII College grows and expands.
Overall development and expansion of it take places. Its diversity-related objectives are also
achieved systematically. Both short term and long-term diversity policies must be
implemented in the organisation.
Cultural change management
Cultural change is essential to be done in an organisation. It will be necessary for them to
change their functioning and cultural orientations with respect to the changing needs and
dynamic business environment. Policies related to the use of diversity must be fostered and
implemented in the organisation. The cultural changes make the King Edward VII College
more competitive and help it change its organisational beliefs, norms and culture in industry
trends. The culture of diversity is being promoted in the King Edward VII College, and it is

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like a current trend in every King Edward VII College as they prefer to employ a diverse and
different workforce.
Leadership styles
Different leadership styles can be used to promote diversity. The several leadership styles
can promote diversity among the employees. When a leader embraces diversity among the
employees and uses them to attain overall benefits, the entire organisation prospers.
Appropriate leadership styles need to be followed so that all the goals of the organisation can
be effectively achieved. The leaders may adopt the democratic leadership style in order to
ensure that the diversity among employees is utilised in a complete manner. Democratic
leaders take care of employee inclusion in decision making and creative implementation
processes to get the best out of their diversity.
Performance Indicators
Key performance indicator refers to form of work objectives that specifically include data to

measure and benchmark performance and to predict the work output. These KPI’s have to be

consistent throughout the future for comparisons with the previous outcomes. Diversity

within the organisation can be passed by analysing several key performance indicators. The

profitability of an organisation is positively impacted if diversity is used in an appropriate

manner. Also, the efficiency of employees increases if their diversity is acknowledged and

they are motivated to perform effectively. The key performance indicators can be effectively

analysed to assess what effect diversity has created in the organisation. Diversity within the

organisation can be passed by analysing several key performance indicators. Some of these

are as mentioned below:

1. The ratio of male to females employees and staff (gender balance)

2. Geographic profile of employees

3. Language abilities of employees, for example, one language speakers and two or more

language speakers

4. Age and experience profiles

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5. Email to the CEO.

6. Email to the Students

7. The report is to be presented to the management team in a detailed manner. The following
points are explained in a detailed manner-

Power point presentation is attached with the file.

8. After the meeting, the strategic plan is updated, and it is ensured that all the plan's
weaknesses are removed. An extra page is included in the plan, and it includes all the
relevant details that are required. This plan has been attached in another document named as
“Updated Strategic Plan”.

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Updated Strategic Plan

The updated strategic points comprise of the following elements- Executive Summary
Established in 2010, King Edward VII College is a Registered Training Organisation (RTO)
that provides training to students in business and management.
Our principal purpose is to provide high quality training services to satisfy students’ needs.
Our training is nationally recognised and accredited to meet vocational and educational
standards. Courses are designed by highly qualified staff with extensive industry and training
experience to achieve teaching and learning excellence, flexibility and personal satisfaction.
We draw on our established relationships with industry and other stakeholders to ensure that
our courses are appropriate to the demands of our clients and consistently meet their
expectations.
Quality is maintained in compliance with the national VET Quality Framework and through
our continuous improvement system.
A key objective is to develop the required knowledge and skills for clients to be job ready
and competently undertake their chosen role in a wide range of business areas.

Mission
King Edward VII College provides high quality industry training that engenders participation
and achievement.

Strategic Objectives
1. To be a leader in vocational education and training
2. To establish and maintain high quality infrastructure supporting clients and staff
3. To be well led, high performing, profitable and accountable
4. To develop our people and resources
5. To establish a diverse and inclusive workplace consisting of women, ingenious and
multilingual and multicultural staff and executives

Values
The core values underpinning our activities are:

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• Sustain excellence in training and assessment

• Promote innovation across all of our business operations
• Be a collaborative and caring community
• Demonstrate integrity in all activities
• Operate with openness and accountability

Target Market
King Edward VII College has two broad segments to its target market, consisting of people
wishing to gain entry to the industry, as well as people already working in business and
management who want to formalise or develop their skills.
Building effective leadership and management skills of managers has been identified as
particularly important. We also intend to capitalise on market needs for delivery of blended
(classroom and online), as well as on-line courses.
There are many training providers in our sector and King Edward VII seeks to offer a point
of difference through our competitive pricing structure, innovative teaching methods and
state of the art facilities.

Marketing Strategies
Students make their RTO selection decisions based on the reputation of the organisation,
quality of courses, pricing, employment options and personal recommendations, amongst
other factors.
Our strong vocational emphasis and continual industry consultation will ensure our courses
are appropriate to develop the skills and knowledge currently demanded by employers and
students.
Our market decisions are based on extensive and continuous market research, targeting
market segments and clients within industry. We collect our data from a variety of sources,
including current and potential clients, VET and business sectors, competitors, media and
government along with many others.

Market share development

We plan to increase our market share by:
• Establishing two new campuses
• Offering online blended learning
• Providing face to face information sessions

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• Improving our web site

• To offer wider range of courses especially in nursing subjects to gain a competitive
advantage in vocational training industry of Australia.
• Continually improving the quality of service given to clients’ pre-enrolment, during course
delivery and through the provision of support services while remaining price competitive
• Focusing on the provision of courses required by industry.
• Consistently satisfying individual client needs and demands at the same time as developing
the knowledge and skills required by industry
• Targeting identified growth markets with planned, market appropriate campaigns, employing
a variety of promotional strategies and advertising media
• Offering attractive fee structures
• Continually improving the skills, knowledge and effectiveness of King Edward VII College
management and staff through our commitment to training and development
• Regularly reviewing the effectiveness of all our operations and making improvements when
and where necessary

Situation Analysis

Strengths Weaknesses
• Price, value and quality • Focus on business and management courses
• Clear understanding of student only
requirements • Substantial investment in Sydney and
• Delivery mode suitable for client Brisbane meaning large financial outlay
requirements • Ageing workforce for senior management
• High quality learning and assessment positions
materials • High staff turnover of trainers
• Committed to quality ethical practice • Difficulty in finding skilled trainers and
• Ability to adapt to changing market assessors
conditions • Lack of leadership and management skills of
• Effective and practical policies and existing workforce
procedures
• Competitive pricing
• Friendly organisational culture
• Level of available finance for
investment

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Opportunities
• Potential for offshore delivery
• Target market experiencing growth
• Target other States and Territories
• Current portfolio of courses popular in
target markets
• Potential to apply for Government
funding
• Opportunities in subjects and courses •
not offered by current competitors in
RTO industry of Australia.
Threats
• Changes in Industry legislation affecting
students
• Possible adverse effects of government
policy changes
• High level of competition from other training
providers in relation to target market plus
competition for staff
Instances of other RTO’s bad practice
creating poor perception of training providers
to clients
• Predicted uncertainties in the world economy
impacting level of demand for training
• Low price courses offered by competitors
• Failing to satisfy clients’ demands
• Unskilled trainers
• Ageing workforce

Risk Management
The following section identifies the associated risks in pursuit of our strategic objectives and
how we will deal with them.
Strategic Objectives
1. To be a leader in vocational education and training
2. To establish and maintain high quality infrastructure supporting clients and staff
3. To be well led, high performing, profitable and accountable
4. To develop our people and resources

Risk Australian government changing policy in relation to industry

• Accepting policy change will be a constant factor to manage
• An understanding of this should be instilled in all staff
• Develop ability to foresee and react quickly to change
• Maintain effective communication channels with stakeholders
• Diversification of source markets
• Develop product range

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Related to Strategic Objectives: All

Responsibility: CEO & Administration Manager

Risk Significant drop in cash flow

• Identify operating costs as per future plans and past performance
• Identify available finance
• Efficient invoicing and debt recovery
• Accurate income projections
• Close monitoring of expenditure
• Arrange overdraft facilities
• Scenario planning
• Add new line of courses-in-demand in Australia
Related to Strategic Objectives: All
Responsibility: CEO & Administration Manager

Risk Failure to recruit planned number of clients

• High quality delivery of all services
• Swift reaction to feedback
• Skilled, motivated staff
• Attractive fee structures
• Effective market research
• Develop plans for each market
• Allocate finance for each market
• Monitor performance
• Take early corrective action if not meeting targets or expectations
• Maintaining effective relationships with clients
• Maintaining effective communication channels with all stakeholders
Related to Strategic Objectives: 1, 2, 3
Responsibility: CEO

Risk The world recession and the domino effect

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• Diversification of source markets

• Target markets with strong growth forecasted
• Monitor the economic trends
• Regularly review performance in line with anticipated market conditions
• Develop culture of accepting continual change
• React quickly to change
• Scenario planning
• Maintaining effective communication channels with all stakeholders
Related to Strategic Objectives: 1, 3
Responsibility:CEO

Risk Over committing resources

• Balance activities with the amount of finance available for investment
• Financial planning
• Monitoring of cash flow
• Review invoicing and debt recovery system
• Swift response to identified issues
• Accessing financial advice
Related to Strategic Objectives: 1, 3
Responsibility:CEO & Administration Manager

Risk Adverse changes in market conditions

• Effective communication channels
• Continuous market research
• Monitor new markets and overall recruitments trends for all market segments
• Scenario planning
• Develop working knowledge of potential markets
• Networking
• Maintaining effective communication channels with all stakeholders
Related to Strategic Objectives: 1, 2, 3
Responsibility:CEO

Risk Changes to relevant legislation

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• Emphasis on professional, ethical practices with all stakeholders

• Staff training
• Leading by example
• Policy implementation and monitoring
• Effective communication channels with all stakeholders
• Ability to manage change
• Managing available finance for re-investment
Related to Strategic Objectives: All
Responsibility:CEO

Risk Shortage of, and difficulty in recruiting, appropriate qualified, skilled trainers
and assessors and other key staff
• Development of workforce plan
• Offer attractive salary packages, including full-time contracts to trainers and assessors
• Development of further HR policies and procedures
• Provide opportunities for career progression
• Develop stimulating and enjoyable working environments
• Commitment to training and development
• Commitment to professional development
• Succession planning to deal with ageing workforce
Related to Strategic Objectives: 1 &4
Responsibility: CEO

Risk Failure to meet and manage client’s expectations

• Accurate and timely communication with potential and current clients
• Management of recruitment activities
• Continuous improvement system
• Regularly review learning and teaching approaches, resources, structure and systems
• Client management policies in academic and support services
• Industry liaison
• Reviewing effectiveness of communication channels with clients
• Employing a continuous improvement approach to all operations
• Continuous market research and action
• Systematic feedback on management performance and personal reflection

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Related to Strategic Objectives: All

Responsibility: CEO & Administration Manager

Risk Failure to comply with legislation

• Consistently implement compliant policies and procedures
• Continuous improvement system
• Commitment to training and development
• Systematic review of policies and procedures
• Regular reviews of all operations
Related to Strategic Objectives: All
Responsibility:CEO& Administration Manager

Risk Competitors undercutting prices

• Maintain competitive pricing policy
• Monitor competitors’ prices and quality
• Regularly review financial management models and processes
• Continue focusing on quality
• Continue strategy of quality brand promotion
Related to Strategic Objectives: All
Responsibility:CEO

Risk Failure to control expenditure

• Effective financial planning and review
• Co-ordination of activities
• Systematic review of practice
• Financial management and control systems
• Facilities management
• Implementation of efficient processes
• Efficient procurement of products and services
• Cost comparisons prior to purchasing
Related to Strategic Objectives: 1, 2, 3
Responsibility:CEO & Administration Manager

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Risk Only providing business and management courses

• Weighing the relative advantages of diversification and specialisation
• Monitor recruitment trends in the market
• Forecasting
• Match new and planned courses to market demand
• Cost benefit analysis
• Developing reputation for being a specialist in business and management courses
• Developing market share for delivery of business and management courses
Related to Strategic Objectives: 1
Responsibility:CEO

Risk Ineffective planning

• Experienced management team
• Continuous market research
• Planning system
• Organisation structure and systems
• Regular review of structure, systems and procedures
• External liaison
• Maintaining effective communication channels with all stakeholders
Related to Strategic Objectives: All
Responsibility:CEO & Administration Manager

Risk Non-payment of course fees

• Effective recruitment policies
• Review of recruitment policies and market segments
• Efficient invoicing
• Attractive payment structures
• Payment plans
• Cash flow management
• Timing of collecting fees
Related to Strategic Objectives: 4
Responsibility:CEO & Administration Manager

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Risk Rate of growth in client numbers

• Systematic review of systems and practice
• Buying in knowledge and skills
• Sourcing reliable market information
• Strategic and operational planning
• Review and, if indicated, amend management structure
• Develop policies and procedures
• Regular reviews of capacity and operation of all functional and curriculum areas
• Good communication channels with stakeholders
• Recruitment policy
• Finance available for expansion
Related to Strategic Objectives: 1, 3 &4
Responsibility: CEO & Administration Manager

Risk Unethical or unprofessional practices of staff (when employed)

• Staff selection processes
• Staff monitoring systems
• Previous experience of managing staff
• Swift reaction to feedback
• Termination of agreements
• Maintain currency of market recruitment trends
• Maintain relationships with HR organisations
Related to Strategic Objectives: All
Responsibility: CEO & Administration Manager

Risk Small staff team

• Identify and source potential casual staff to call on in times of sickness and holidays
• Planning for holidays and leave
• Maintain relationships with HR organisations
• Offer incentivised pay structure for casual staff
Related to Strategic Objectives: All
Responsibility: CEO & Administration Manager

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Updates to Strategic Plan

Increasing diversity by employing non-native teachers: Since most students at the college
are international students there is a demand for teachers speaking other languages too apart
from English. We will hire more Asian teachers as most students are either Indian or
Chinese.
Employing multilingual administrative staff: We will also hire and retain multilingual
staff who can help students as well as teachers when they need any type of support.
Language should not be a barrier in getting an administrative help.
Including Indigenous People: We will include indigenous people as well to demonstrate
equality and non-discriminative workforce policy.
Equal opportunity to women: Many of our students feel a need for women instructors. We
will ensure to meet this expectation soon.
Expansion plan: With the growing number of students there is also needed to increase the
number of courses we provide. We will be adding nursing course within next 12 months. We
also aspire to increase the campus area to meet the demand.
KPIs to Assess the Effectiveness of Diversity Implementation
2. The ratio of male to female employees and staff (gender balance): To improve the female
participation in the workforce and at least 1/3 employees must be women.
3. Geographic profile of employees: Each employee will represent a different country.
4. Language abilities of employees, for example, one language speakers and two or more
language speakers: We will focus that at least 70% employees can speak two or more
languages.
5. Age and experience profiles: Hire employees with 10-15 years of industry experience. It
will need hiring employees in their 40s and 50. At the same time young employees will be
hired who will learn from experienced ones.

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6. Email to the CEO

7. Communicate strategic plans to staff.

Power Point Presentation is attached separately.

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Assessment Task 3

1. Update the company’s Recruitment, Selection and Induction Policy and Procedures.
Review and update this document, using the results of the research you undertook in task 2.

King Edward VII College

Recruitment, selection and induction policy and procedures

Policy Statement
King Edward VII College is committed to recruiting and selecting quality staff. It is
also committed to inducting staff to ensure that they understand their job role and can
follow all required procedures.

Principles
Selection decisions will always be made on merit, to avoid discrimination and unfairness.

Scope
This policy and procedure applies to all staff who undertake recruitment, selection,
induction and termination. This policy and procedure is supported by, and linked to the
company’s Strategic Plan, and Staff Code of Conduct.

Policies
Probation
The initial period of probation will normally be six months. However, a shorter period may
be set having regard to the nature of the position and any other factors that the University
considers relevant, including previous service with the University. In the case of Academic
staff, a longer period may be fixed, provided that it does not exceed 12 months.

Classification, salary and allowances

Salary, allowances and pay increases are set out in a classification table showing
grades, levelsand associated pay levels and incremental yearly increases.
Remuneration packages are dependent on qualifications, level entry to the University,

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experience and positionundertaking.

There will be equal payment for equal work and no discrimination shall be made based
on gender, cast or colour.

Hours of work
The ordinary week of full time working for staff employed is 37.5 hours.
If the staff is required to work over working hours, they shall be paid appropriate additional
remuneration.

Public Holidays and leave

Public holidays, annual leave loading, personal leave, long-service leave, parental leave,
indigenous staff cultural and ceremonial leave, jury service, defence forces training leave,
emergency services leave, special leave, leave without pay, witness leave and career
development leave.

Procedures
Recruitment, selection and appointment.
The following procedures will be followed for recruitment.

 Prior to the recruitment process commencing, HR develops a position description or

accesses an existing position description. Ensure that all information in the position
description is accurateand identifies the key responsibilities, key selection criteria and
desirable skills andattributes.
 HR will advertise the position using the organisation’s preferred medium(s) and
advertisement templates. Advertisements will clearly specify the purpose of the role,
key selection criteria, mandatory qualifications and a contact name andnumber,
 Before publishing the advertisement, check if there are candidates from previous
interviews and if they are still available to be hired.
 Following the receipt of applications, HR and the responsible manager will develop a
shortlistof applicants based on the applications provided and their suitability to the role.
Ensure that all shortlisted applicants have the mandatory qualifications required of the
position or the ability to obtainthem.
 Interview of shortlisted candidates will be completed with HR and the responsible

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manager. Standard questions will be used and accurate notes will betaken.
 Following the interview, HR and the responsible manager will agree on the selected
applicant and referee checks will occur using the Reference Checkform.

 Letter of offer is developed using standard letter template and sent out to
successfulcandidate/s

 Rejection letter is developed using standard letter template and sent to

unsuccessfulcandidates
Advertising

 New positions to be advertised internally andexternally.

 Ensure the information in the advertisement matches the selectioncriteria.

 Include the name of a contact person in the advertisement and ensure they
haveinformation (presented in a clear and consistent way) prepared about theposition.
Short listing

 Cull (short list) applicants based on the position descriptioncriteria.

 Seek more information if necessary. The aim is to find the best person for thejob.

 Be consistent. Document decisions made and the reasons forthem.

Interviewing
 Allow applicants to demonstrate what they can offer the organisation, not to
simplyconfirm expectations, or to see how applicants perform under pressure.

 Check if there is a need for any specific arrangements (e.g. physical access,interpreters).

 Have questions prepared in advance.

 Ensure consistency and fairness inquestioning.

 Do not ask sensitive or traumatic questions to any candidate

 Focus on the real needs of the job. Don’t make assumptions or stereotypeindividuals.

 The selection committee is entitled to ask applicants whether they can fulfil the
requirementsof the job (e.g., travel, work overtime, perform the physical functions) but if
asked of one, such questions must be asked of allapplicants.
 Allow the interviewee time to make their point. Allow silence. Rephrase or clarify
ifnecessary.

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 Donotaskinvasiveandirrelevantquestions(e.g.‘Doyouintendtohaveafamily?’).Ifnecessary,
rephrase to gain the essential information you require and ask of all applicants (e.g. ‘Can
you commit yourself to the organisation for twoyears?’).
 Keep records of questions andanswers.

Referee reports & working with children check

 Applicant provides a list of referees or is able to comment on choice of referees (e.g.
supervisor’s report).

 Be consistent in use of referees. Ideally use a standard referee reporting form that
matchesthe selectioncriteria.
 Applicant must have a Working with children check before an offer can bemade.
Induction

 HR creates a staff file for the new staff member and all documents relating to
therecruitment process arestored.
 Staff member completes all required documentation for employment, including
contracts, staff details forms and TFN form.

 Ensure signed contract is onfile.

 Induction plan is created and initial inductioncompleted.

 Inductions as per plan are conducted during the first three months, which is also
theprobationary period.

 Conduct diversity meetings where employees can know and understand cultural practices
of others and how to deal with them.

 At least 2 days prior to the probationary period lapsing, HR will hold a review and support
session with the employee. This session is to be used as a feedback and review opportunity
from both parties on the probationaryperiod.
 A forward plan for development and training needs is to be developed during this
session and agreed to by the employee.

 If the employee’s performance is not satisfactory, the termination procedure must

befollowed.

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Task 2: Email to the HR Manager

3. Prepare for a meeting with the Human Resources Manager.

Diversity Education through on-the job learning and professional development

It is vital that employees know about diversity and adjust with other people belonging to
different cast, colours and religions and other personal attributes. Usually, the best way to
conduct such training is a dedicated event or seminar. However, it can also be managed
through on-the job training. It avoids the disruption to workload that may arise due to events
held on specific time. A person can be appointed to oversee that all employees respect the
policies of the company regarding anti-discrimination. In case of any problem they can reach
the responsible person for a resolution.

Recommended Courses for professional development

 Understanding diversity and inclusion by Purdue University

(https://www.futurelearn.com/courses/diversity-inclusion-awareness)

 Diversity and inclusion in the workplace (https://www.coursera.org/learn/diversity-

inclusion-workplace)

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Diversity Officer
A diversity officer is usually a person who is responsible to establish and maintain diversity
and inclusion within the organisation. The diversity and inclusion officer role throughout
best-practice companies cuts across functions ranging from strategic roles and business
planning regarding recruitment, hiring and retention of diverse employees. The Kind Edward
will hire a diversity officer to manage and promote diversity in the college’s workplace. His
roles and outcomes regarding diversity activities are briefed in the Management Performance
Agreement as given below.

King Edward VII College

Senior Management performance agreement
Diversity component.

Issue/nee Action Outcomes Resources Timelines

d
Gender Need to hire more Female labour Recruitment 6 months
Equality female employees force , selection,
to increase their participation and
participation will increase induction
resulting in policy
equal rights for document
both genders
Language Multilingual staff Students will Recruitment 3 months
Barrier needs to be hired not face any , selection
for difficulty if they and
Students do not speak induction
English well policy
document
and
Strategic
Plan
Cultural Cross cultural Cultural Strategic Every 3
Conflict events to be held understanding Plan months
and other cultural will increase
practices to be

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briefed

Date completed: 8/05/2021

Completed by: Neha Sondhi

Signature: Neha Sondhi

4. Meet with the Human Resources Manager.

Power point Presentation file is also attached separately.

Meeting with HR manager
The purpose of this meeting is to discuss the inclusion of diversity education as part of the
company’s ongoing employee education policy. Employees keep joining and leaving the
organization. Hence, it is necessary to conduct such education programs on ongoing basis.
Changes to revised policy and procedures
The revised Policy and Procedures of the company contain specific reference to anti-
discriminatory practices to be followed in the organization. More female employees will be hired
so there is more representation of female group in the workforce. Further, to improve the
knowledge of diversity, time to time diversity education classes will be organized. Diversity
education will ensure that all members of the college are aware of prescribed code of conduct on
how to deal in the multicultural and diverse environment.
Diversity Officer
It will be discussed in the meeting that having a dedicated Diversity Officer is crucial in order to
implement and promote the diversified and inclusive practices within the organization. Apart
from this, diversity officer’s job description and responsibility will also be discussed to get
sanctioned funding for the new position.
Senior Management performance agreement (HR Manager)

Issue/need Action Outcomes Resources Timelines

Hiring Ensure that teachers Improvement in Recruitment, Within 2
teachers are hired from the student’s selection, and months
maximum possible satisfaction induction policy
countries document

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Hiring Recruit the diversity Improvement in Recruitment, Within one

Diversity manager having the cultural selection and month
Officer substantial understanding induction policy
experience in the among staff document and
field Strategic Plan

5. Assist in recruiting staff.

About King Edward VII College

Established in 2010, King Edward VII College is a Registered Training Organisation (RTO)
that provides training to students in business and management. Our principal purpose is to
provide high quality training services to satisfy students’ needs. Our training is nationally
recognised and accredited to meet vocational and educational standards. Courses are
designed by highly qualified staff with extensive industry and training experience to achieve
teaching and learning excellence, flexibility and personal satisfaction.

About Diversity Officer Post

King Edward VII college attempts to implement and execute diversity at our workforce.
Thus we are advertising here the post of a diversity officer. We want someone with proven
track record to maintaining diversity in a company. Ideal industry experience should be
minimum 5 years.
Job Description
 Assist the HR manager in hiring, recruitment and retention of diverse workforce.
 Advise the HR manager on best practices of diversity and inclusion
 Ensure that set diversity targets are met
 Conduct diversity training programs

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Task 6: Email to HR Manager

7: Prepare to meet with new Diversity Officer

King Edward VII College

Development and Deployment Report

Induction
Dedicated Induction Programs
The diversity policy may be explained to all new members as soon as they commence work
to know its aims and practices and their responsibilities for diversity. A copy of the policy
should be included in the organisation’s policies and procedures manual as part of the
induction kit.

Role-plays
Role-plays can be used to develop the staff understanding during training and information
sessions. For instance, you may ask staff to role-play what they might do if they are
uncomfortable working with a specific team member because they do not have the same
religious and cultural beliefs.

On-the-job
Coaching
Coaching is generally defined as a one-to-one relationship, but it can also be considered a
team role. It can be facilitated by you or a designated staff member. The focus of the coach is

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to engage with the learner, provide planned sequential training, observe performance and
provide feedback to achieve desired outcomes.

Mentoring
Mentoring is where an employee is paired with a colleague with significant experience,
skills, knowledge and desired attributes. This person takes on the role of an advisor or role
model who often works closely with the learner over an extended period of time.

Management
 To manage the culturally diverse and inclusive workforce
 To establish better communication with all staff members, so they do not face any problem

Task 8: Meet the new Diversity Officer

PPt is attached separately.

Task 9: Email to new Diversity Officer

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Assessment Task 4: Diversity management monitoring

Task 1: Diversity evaluation and review

King Edward VII College

Diversity evaluation and review

Analysis of workforce information data

Analysis of the Workforce Data 2018 and 2019
Age: Age of the youngest employee is Pierre Allard who is 27 years old as per 2018 data.
Similarly, the oldest employee is Dennis Miller who is aged 61. In 2019, two employees
aged 61 years old are the oldest employees.
Gender:
2018
Males Females
12 7
2019
Males Females
14 9

Cultural Background
Country/ Region 2019 2018
Australians 16 15

New Zealanders 1
French 1 1
German 1 1
Indian 1
Somalian 1 1
Chinese 1
British 1 1

Analysis of focus group results

From the analysis of focus group results it can be summarized that people like working for
the organization due to goal oriented environment as well as challenging environment that

39
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pushes them to try hard. It boosts the performance of individuals as well the organizational
performance.
About the negative sides about the organization people reported human resource related
areas such as lack of training and unstructured performance review. Many felt that they were
doing beyond they were supposed to be. These things also lead to frustration among staff
members.
The results also emphasis the need to improve the human resources practices such as hiring
the right talent and assigning the roles as described in job description. It is also revealed that
there are effective procedures for everything but they are not followed well.
Team work and communication need to be improved as well. People need to be trained
properly and by a manager, so that they can learn theproper procedures and be encouraged to
take notes for future reference. This willalso allow the manager to see the employees’
progress.The three-month probation period to determine whether or not the person will fit
inwith the team and be able to grow with the company must be executed properly. Right now
it is not done as per procedures.

Analysis of exit interviews.

The exist interview result’s analysis reveals that most people are leaving the organization
due to pay and working hour issues. They are leaving for other organisations that are
offering them better pay and working hours are limited up to 6 pm. Those organisations also
offer better promotion opportunity. Most repondents mentioned that if they were paid better
they would not leave the organization. Despite working with awesome people at King
Edward college they feel happy to leave just because of low pay rate. They showed some
dissatisfaction with the attitude and behaviour of manager.

Analysis of student feedback.

All students expressed satisfaction with the courses and location of the college. Only issue
that was reported is the lack of workstations.
Organisational culture
1. The hiring practices should be improved so that employees posses necessary skills to
perform their respective jobs, not the out of description job roles.
2. Performance and appraisals should be conducted timely basis.

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.

Working relationships
1. Managers should improve coordination and relationship with other employees.
2. Proper communication channels should be established so employees can contact relevant
people when there is a need.

Business outcomes
The College is experiencing growth in financial outcomes. It can be observed from the fact
that the College is proposing to expand and hire new teachers and a diverse workforce.

Effectiveness of the diversity management interventions

The above analysis does not point out diversity, but mostly it is about internal culture and
facilities. Most employees who exited the organisation were most interested in better pays
and working hours. Hence, it is not feasible to comment on the effectiveness of the diversity
management interventions that determine whether the strategic diversity priorities have been
addressed.

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Task 2: Email to all staff

Task 3: Revise your diversity review and evaluation (Revised diversity review and
evaluation)

King Edward VII College

Diversity evaluation and review
Analysis of workforce information data

Age
Age of the youngest employee is Pierre Allard who is 27 years old as per 2018 data.
Similarly, the oldest employee is Dennis Miller who is aged 61. In 2019, two employees
aged 61 years old are the oldest employees.
Gender:
2018
Males Females
12 7
2019
Males Females
14 9

Cultural Background
Country/ Region 2019 2018

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.

Australians 16 15

New Zealanders 1
French 1 1
German 1 1
Indian 1
Somalian 1 1
Chinese 1
British 1 1

Analysis of focus group results

From the analysis of focus group results, it can be summarised that people like working for
the organisation due to a goal-oriented environment as well as a challenging environment
that pushes them to try hard. It boosts the performance of individuals as well the
organisational performance.
People reported human resource-related areas such as lack of training and unstructured
performance review about the opposing sides of the organisation. Many felt that they were
doing beyond what they were supposed to be. These things also lead to frustration among
staff members.
The results also emphasise the need to improve human resources practices such as hiring the
right talent and assigning the roles described in the job description. It is also revealed that
there are effective procedures for everything, but they are not followed well.
Teamwork and communication need to be improved as well. People need to be appropriately
trained and by a manager so that they can learn theproper procedures and be encouraged to
take notes for future reference. This willalso allow the manager to see the employees’
progress.The three-month probation period to determine whether or not the person will fit
inwith the team and be able to grow with the company must be executed properly. Right
now, it is not done as per procedures.

Analysis of exit interviews.

The existing interview result’s analysis reveals that most people are leaving the organisation
due to pay and working hour issues. They are leaving for other organisations that are
offering them better pay and working hours are limited up to 6 pm. Those organisations also
offer better promotion opportunity. Most respondents mentioned that if they were paid
better, they would not leave the organisation. Despite working with awesome people at King

43
.

Edward college, they feel happy to leave just because of the low pay rate. They showed some
dissatisfaction with the attitude and behaviour of the manager.

Analysis of student feedback.

All students expressed satisfaction with the courses and location of the college. The only
issue that was reported is the lack of workstations. More workstations should be set up on the
campus so all students can use this facility as and when they need it.

Organisational culture
1. The hiring practices should be improved so that employees possess the necessary skills to
perform their respective jobs, not the out of description job roles.
2. Performance and appraisals should be conducted timely basis.

3. The culture of working over the prescribed time limits needs to be ended because it adds to
the frustration to many employees and has been a major reason for employee turnover.

Working relationships
1. Managers should improve coordination and relationship with other employees.
2. Proper communication channels should be established so employees can contact relevant
people when there is a need.

3. Regular meetings with employees should be held, so the manager should resolve them if they
face any difficulty.

Business outcomes
The College is experiencing positive growth in financial outcomes. It can be observed from
the fact that the College is proposing to expand and hire new teachers and a diverse
workforce.

Effectiveness of the diversity management interventions

The above analysis does not point out diversity, but mostly it is about internal culture and
facilities. Most employees who exited the organisation were most interested in better pays
and working hours. Hence, it is not feasible to comment on the effectiveness of the diversity

44
.

management interventions that determine whether the strategic diversity priorities have been
address.

4. Send an email to the CEO (your assessor).

References

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.

 Australian Government (2020). Australia’s anti-discrimination law.

https://www.ag.gov.au/rights-and-protections/human-rights-and-anti-
discrimination/australias-anti-discrimination-law

 Driskill, G. W., & Brenton, A. L. (2020). Organizational culture in action: A cultural

analysis workbook. SAGE Publishing Inc: California.
 Sabharwal, N. S., & Maliah, C. M. (2018). Student diversity and social inclusion: An
empirical analysis of higher education institutions in India. National Institute of
Educational Planning and Administration.
http://cprhe.niepa.ac.in/sites/default/files/Report-Files/Synthesis%20Research
%20Report.pdf

 Stone, D. L., Dulebohn, J. H., &Lukaszewski, K. M. (2020). Diversity and inclusions in

organizations. Information Age Publishing.

 Reitz, J. G., & Banerjee, R. (2007). Racial inequality, social cohesion and policy issues
in Canada. Canada: Institute for Research on Public Policy.

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